Professional Documents
Culture Documents
taking
safety
seriously
December 2007
Table of Contents
To support this approach, a whole of government policy and guidelines document was
released in 1999. Taking Safety Seriously outlined a framework for government agencies to
systematically manage OHS risks and implement effective injury management practices.
Taking Safety Seriously was updated in 2002 following the release of the Occupational Health
and Safety Act in 2000, and its supporting regulation the following year, and amendments to
workers compensation legislation.
OHS Improvement Standards
The OHS Improvement Standards were originally developed as a tool to measure the health
and safety performance of the twelve key agencies involved in the OHS Improvement
Initiative. Its main aims were to benchmark OHS performance against the Taking Safety
Seriously policy, and provide feedback to agencies on the development and implementation
of a systematic approach to managing OHS risks. The OHS Improvement Standards were
developed by the Premiers Department (now the Department of Premier and Cabinet) and
was updated to link to Taking Safety Seriously 2002.
The current OHS & IM Improvement Standards have been designed as a self-assessment
audit tool for all government agencies, or as a guide for third party OHS auditors. The
Standards highlight the key elements of an OHS management system as outlined in
Australian Standard AS 4804 Occupational health and safety management systems
General guidelines in principles, systems and supporting techniques. These key elements
are:
o
Planning,
Implementation,
For the purposes of this document, occupational health and safety specifically refers to both injury prevention and
injury management.
There are 12 Standards that sit beneath these key elements that can be used to measure and
rate OHS performance; through the use of criteria and verification at both a corporate and
operational level.
The OHS & IM Improvement Standards include enhanced guidance and criteria on claims
and injury management and return to work, which are focus areas for Working Together:
Public Sector OHS and Injury Management Strategy 2005-2008.
The OHS & IM Improvement Standards are provided as guidance material only. Their use is
not compulsory, and agencies are encouraged to develop audit tools tailored for the
operations particular to their organization, so long as they meet or exceed the req uirements
set in the OHS & IM Improvement Standards.
How to Use the OHS & IM Improvement Standards Information for Assessors
Assessors need to be competent, impartial and objective, and independent of any process
being audited.
Assessors, prior to using the tool, should become familiar with the whole of government
Taking Safety Seriously policy to gain an understanding of the OHS requirements placed on
NSW government agencies.
Each Standard relates to a specific requirement in Taking Safety Seriously. The assessor
should become familiar with the background to the requirement and set target dates with the
agency. The introductory section of each Standard explains its strategic importance and
identifies sources of further information.
The tables indicate key essential and best practice performance criteria that the agency
should meet to comply with the Standard, alongside examples such as items to search for
and/or review to verify the agencys activities in this performance area. It is important to note
that the list of examples is not exhaustive. The examples provided are suggestions, which
should be used as a starting point for agencies and assessors.
The final section of each standard provides an opportunity for the assessor to suggest any
additional information that may be of value to the review. This may include notes from
discussions with agency staff and observations made that may contribute to a particular rating
that is outside the scope of the Verification Criteria or Guidance given. Key strengths
(Commendations) and opportunities for improvement (Recommendations) identified
throughout the review process can be noted here.
The current rating given to the agency by the auditor is selected from either A, B, C or D.
This should be based on the agency's performance against the essential and best practice
guidance, assessment of documentation and consultation with key staff in the agency.
Generally, the ratings are:
Rating:
Rating:
Rating:
Rating:
Full implementation
Partial implementation
Inadequate implementation
Meets 100% of the essential criteria listed in B and at least 50%best practice
criteria listed in A
Meets at least 50%, but less than 100%, of the essential criteria listed in B
The Performance target area provides an insertion point for the date that the performance
criteria are to be met by. This date should be negotiated with the agency.
Appendices
A summary of information and/or documentation required for verification purposes is
included in Appendix 1.
A summary of the agencys OHS performance for each Standard should be summarised in
the Results Matrix section in Appendix 2.
Further information
For any further information and feedback on the OHS & IM Improvement Standards, please
contact the Working Together inbox (info@workingtogether.nsw.gov.au).
Standard
PLANNING
OHS Standard
1. OHS Policy
2. Management Responsibility
3. Planning Processes
4. Consultation
5. Risk Management
6. Information, Instruction and Training
IMPLEMENTATION
7. Injury Treatment and Management
8. Claims Management
9. Incident Reporting, Investigation, Analysis and Review
MEASUREMENT AND
EVALUATION
REVIEW AND
IMPROVEMENT
Key References
NSW Department of Premier and Cabinet (www.premiers.nsw.gov.au)
Taking Safety Seriously: A systematic approach to managing workplace risks in the NSW
public sector - policy and guidelines 2nd edition
Guidelines for Developing Performance Agreements for Chief Executive Officers (Public
Sector Management Office)
WorkCover NSW (www.workcover.nsw.gov.au)
Case Management Principles, cat no. 1105
Guidelines for Employers Return to Work Programs, cat no. 506
How to Notify Work Related Incidents cat no. 1287.1
OHS Consultation Code of Practice, cat no. 0311
Risk Assessment Code of Practice
Standard Return to Work Program, cat no. 4
Australian Safety and Compensation Council (ASCC)
Safe and Sound: A discussion paper on safety leadership in government workplaces
Acts and Regulations (www.legislation.nsw.gov.au)
Annual Reports (Departments) Regulation 2005
Occupational Health and Safety Act 2000
Occupational Health and Safety Regulation 2001
Workplace Injury Management and Workers Compensation Act 1998
Workers Compensation Regulation 2003
Australian Standards (www.standards.com.au)
AS 4804:2001Occupational health and safety management systems General guidelines
on principles, systems and supporting techniques
A S 4801:2001Occupational health and safety management systems Specification
with guidance for use
AS 4360:2004 Risk management
AS 1885.1:1990 Measurement of occupational health and safety performance Describing and reporting occupational injuries and disease
Additional or alternative sources of verification may be used as appropriate where they satisfy
the intent of the Standards requirements.
Key Element
PLANNING
OHS Standard
IMPROVEMENT
____/____/____
3. Planning Processes
____/____/____
4. Consultation
____/____/____
5. Risk Management
____/____/____
____/____/____
____/____/____
8. Claims Management
____/____/____
____/____/____
____/____/____
____/____/____
____/____/____
next level
2. Management Responsibility
and Review
REVIEW AND
Rating
____/____/____
MEASUREMENT
1. OHS Policy
IMPLEMENTATION
AND EVALUATION
Current
10
OHS Policy
Rating:
Performance Criteria
A best practice policy should:
q be current, and reviewed in line with the agencys regular policy review cycle
q recognise the need to regularly analyse and review the organisations OHS
performance
q specify the negotiated and agreed arrangements for continuing consultation about
health and safety
that the OHS policy was last reviewed during the agencys regular policy review cycle
that staff are aware of the review mechanisms (e.g. linked to quality procedures and/or internal
audit)
that staff know where to find related policies ( e.g. risk management, injury management,
rehabilitation, consultation and OHS responsibilities policies).
11
OHS Policy
Rating:
Full implementation
There is a written policy that meets 100% of the essential criteria listed in B
Performance Criteria
Every policy should:
q express clear commitment to improving health and safety performance and legislative
compliance
a separate policy outlining OHS responsibilities of staff and managers is linked or referred to in the
OHS policy
others in the workplace are provided with OHS policy information.
12
OHS Policy
Rating:
Rating:
C
D
Partial implementation
There is a written policy that meets at least 50%, but less than 100%, of the
criteria listed in B
Inadequate implementation
Less than 50% of essential criteria listed in B have been implemented
Performance Criteria
13
OHS Policy
14
OHS Policy
15
OHS Policy
Rating:
Performance Criteria
To be effective:
16
Management Responsibility
Rating:
Full implementation
Performance agreements of Executives and senior managers meet 100% of
the essential criteria listed in B
Performance Criteria
q The OHS activities in senior managers performance agreements link to, and reflect,
the organisation's corporate OHS objectives
these responsibilities link to corporate OHS objectives (auditor mi ght verify by assessing the
adequacy of these statements (i.e. Are responsibility statements specific? Have targets been set?))
100% of senior management performance agreements include specific performance measures
senior managers are aware of the OHS responsibilities written into their performance agreements
and actions taken to implement activities
performance agreements or position descriptions / statements of responsibility as appropriate for
line managers include specific requirements to ensure that ne w and young workers are provided
with sufficient supervision to perform tasks safely.
17
Management Responsibility
Rating:
Rating:
C
D
Partial implementation
Performance agreements of Executives and senior managers meet at least
50%, but less than 100%, of the essential criteria listed in B
Inadequate implementation
Less than 50% of essential criteria listed in B have been implemented
Performance Criteria
q There are plans to include OHS responsibilities in performance agreements but these
have not been implemented, or
q Performance agreements may include OHS activities, but there is not evidence
that these are being implemented.
For examples, refer to Rating B.
18
Management Responsibility
19
Management Responsibility
reviewing the operational activities of the organisation and identifying specific OHS
risks,
Planning within government agencies is generally conducted at a corporate and business unit
level, although some larger government agencies may also develop OHS plans at an
operational or branch level.
In addition to corporate plans and OHS plans, agencies need plans for dealing with
emergencies and unforeseen events. Clause 17 of the Occupational Health and Safety
Regulation 2001 requires employers to ensure arrangements are in place for emergency
planning.
Sources of further information
Taking Safety Seriously - Chapter 3, Guidelines for implementing an OHS management
system, Planning.
Occupational Health and Safety Regulation 2001 (clause 17).
Australian Standard AS 4804:2001 Occupational health and safety management systems
General guidelines on principles, systems and supporting techniques (pages 11 15).
Australian Standard AS 3745:2002 Emergency control organisation and procedures for
buildings, structures and workplaces.
Links to other standards
Standard 2 - Management Responsibility,
Standard 4 - Consultation,
Standard 5 - Risk Management,
Standard 6 - Information, Instruction and Training,
Standard 10 - Measuring and Evaluating OHS Performance,
Standard 11 - Reviewing the OHS Management System,
Standard 12 - CEO Reporting and Leadership.
20
Planning Processes
Rating:
Performance Criteria
q Planning for OHS is based on the key priorities identified in the risk assessment process
and key legislative requirements.
q A specific OHS plan is developed that links to the organisation's corporate and
business/unit plans, by reference to a corporate objective.
q Progress against the OHS plan is discussed at executive meetings and outcomes
reported to the CEO.
q Planning for OHS is reviewed on a regular basis (at least annually) in consultation with
management, staff and unions, updated where required, and clearly communicated to
management and staff.
q Regular review of emergency plans takes place in liaison with appropriate service
providers (and municipal or State emergency services/disaster planning groups where
relevant).
Examples may include:
Evidence that:
an OHS objective is in the organisation's corporate and business/unit plan
the basis for the development of the OHS objective is known and understood
the OHS plan is linked to the corporate and business/unit plans (e.g. reference to corporate plan; key
objective in corporate plan is based on OHS, well-being of employees, and/or improving OHS
performance)
the OHS plan reflects high risk and/or emerging OHS issues as identified through the risk assessment
process; and/or claims, incident, injury recording and analysis; and current legislative requirements
local OHS plans reflect the corporate OHS objective(s)
the plan is discussed at executive meetings
progress reports against the plan are provided to the CEO
emergency plans are reviewed and updated annually (or more often if required) in consultation with
relevant stakeholders.
21
Planning Processes
Rating:
Full implementation
There is a planning process that meets 100% of the essential criteria listed in B
Performance Criteria
q The corporate plan has OHS as an objective that links to the organisations Key Result
Area.
clearly defined objectives and performance measures derived from the risk
assessment process,
performance measures that will allow the organisation to measure progress in
achieving objectives,
specific actions to be taken to achieve the objectives, within a set timeframe, and
assigned responsibility for the achievement of the objective and targets.
q Business/unit plans contain specific actions to assist in meeting the corporate OHS
objective.
q Planning for OHS is undertaken in consultation with staff, as per agreed OHS
consultation arrangements.
22
Planning Processes
Rating:
Rating:
C
D
Partial implementation
There is a planning process for OHS that meets at least 50%, but less than
100%, of the essential criteria listed in B
Inadequate implementation
Less than 50% of essential criteria listed in B have been implemented
Performance Criteria
23
Planning Processes
24
Planning Processes
Standard 4 - CONSULTATION
To continuously improve OHS performance, the CEO and senior managers of an organisation
need to implement effective consultation with employees and union representatives on
workplace health and safety issues. Consultation is a legislative requirement under
section 13 of the Occupational Health and Safety Act 2000 and Chapter 3 of the Occupational
Health and Safety Regulation 2001.
For most government agencies, employee consultation will be through OHS committees.
However, employees may elect OHS representatives to represent a particular workgroup or
request representation by a Federal or State industrial organisation. Consultation
arrangements should be negotiated with employees and union representatives (where
requested by employees) and once agreed, documented and communicated to all staff.
OHS consultation should be ongoing but also be undertaken whenever the senior
management of the organisation is considering any changes to the operation or design of the
workplace. It should also be undertaken whenever an employee, employee OHS
representative, or manager becomes aware of an issue that has implications for the health,
safety or welfare of employees.
25
Consultation
Rating:
Performance Criteria
q There is a mechanism in place for the periodic review of the agreed consultation
arrangements, including opportunities for all staff to consider the type and effectiveness
of existing arrangements and choose alternative arrangements if appropriate.
Examples may include:
Evidence of:
communication between OHS representatives and committees where an organisation has multiple
worksites and representatives or committees
scheduled OHS information sessions for staff
26
Consultation
Rating:
Full implementation
There is a process for consultation for OHS issues that meets 100% of the
essential criteria listed in B.
Performance Criteria
an OHS committee
election of OHS representatives
other agreed, documented arrangements.
q Senior management are involved and active in the OHS consultation arrangements.
q The consultation process arrangements are clearly communicated to all staff.
q The diversity of employees, their work and localities are represented on the OHS
committee and/or OHS representatives (including the locations, timing and types of work
undertaken and the health and safety needs of shift, seasonal, part-time and casual
workers).
q There is a documented policy and/or procedure that allows for the OHS committee and/or
representatives to:
o act as observers during formal in-house inspections, or inspections under s69 of
the Act
o accompany employees at their request during formal interviews on OHS matters,
and
o make recommendations on employee training for OHS matters.
27
Consultation
28
Consultation
Rating:
Rating:
C
D
Partial implementation
There is a process for consultation for OHS issues that meets at least 50%, but
less than 100%, of the essential criteria in B
Inadequate implementation
Less than 50% of essential criteria listed in B have been implemented
Performance Criteria
29
Consultation
30
Consultation
31
Risk Management
Rating:
Performance Criteria
To ensure continued effectiveness:
q All employees understand the organisational hazard identification and risk management
process.
q The reporting process provides the CEO with early notification of significant risks, and
there is a mechanism for the ongoing review of the risk management process.
Examples may include:
Evidence that:
hazards are prioritised and documented (e.g. a risk register, prioritised risk assessment report, action
plan and it is clear that items are progressively actioned)
confirmation that planned safety improvements are integrated into the organisations corporate and
strategic planning and aligned to actions in the senior managers performance a greements
employees, committees and health and safety representatives are consulted and are active in hazard
identification and risk assessment processes (auditor mighty verify by speaking to employees and/or
examining incident and investigation reports)
significant hazards, and actions to control their risks, have been reported to and actioned by the CEO
32
Risk Management
Rating:
Full implementation
There is a risk management process in place that meets 100% of the essential
criteria listed in B
Performance Criteria
q There is a process in place to identify, assess and eliminate or control all hazards associated
with:
o
o
o
o
o
o
o
33
Risk Management
q Agencies plan to manage and control activities, products or services that pose risks to the
health and safety of employees.
elimination (preferred)
substitution
isolation
engineering
administration
personal protective equipment (PPE).
that personal protective equipment is provided and maintained ready for use in accordance
with manufacturers instructions.
34
Risk Management
Rating:
Rating:
Partial implementation
Inadequate implementation
There is a risk management process in place that meets at least 50% but less
than 100% of the essential criteria in B
Risk management procedures meet less than 50% of the essential criteria in B
Performance Criteria
35
Risk Management
36
Risk Management
37
Rating:
Performance Criteria
To ensure continued effectiveness:
q A needs analysis is carried out to identify OHS information, instruction and training
required within the organisation.
38
Rating:
Full implementation
Information, instruction and training procedures meet 100% of the essential
criteria listed in B
Performance Criteria
39
o
o
o
o
o
o
o
o
40
Rating:
Rating:
Partial implementation
Inadequate implementation
Information, instruction and training procedures meet at least 50%, but less than
100%, of the essential criteria listed in B
Information, instruction and training procedures meet less than 50% of the
essential criteria listed in B
Performance Criteria
q There is no process for providing information, instruction and training to staff on OHS,
workers compensation and injury management issues, or
q There is a plan for providing information, instruction and training to all staff on
OHS and workers compensation issues but it is not yet fully implemented.
For examples, refer to Rating B.
41
42
43
Rating:
Performance Criteria
q The process for notifying Return To Work (RTW) Coordinators of injuries and illnesses is
integrated with incident reporting and investigation.
q The organisation has identified high level objectives and performance measures that will
enable it to evaluate the effectiveness and efficiency of its injury treatment and injury
management process.
q Arrangements are in place with local medical centre, GP, or staff health centre for priority
treatment.
q The organisations return to work strategy identifies the resources allocated to the injury
treatment and injury management process.
q Early and safe return to work is facilitated through the identification of suitable duties
using task analysis and profiling to enable clearer and fast communication with treating
practitioners regarding availability of duties.
q The organisation has established a network of treatment providers who can be used by
the injured employee at short notice, and communicate directly with the organisation
regarding return to work.
q The organisation regularly reviews the managers and supervisors awareness of their
roles and responsibilities under the injury management and RTW policy.
q The resourcing levels for injury management and return to work are reviewed using data
on the organisations caseload, injury profile and performance measures.
44
progress against performance measures can be found in the organisations current annual report or
equivalent. Examples of performance measures could include:
o incidence of injuries resulting in incapacity of 2 weeks, 8 weeks, 12 weeks and 26 weeks
duration
o time taken from date of injury to first contact from employer
o time taken from injury to offer of selected/ modified duties
o percentage of injuries where suitable duties have been offered, or
o quality of RTW outcome- percentage of RTW case that achieved RTW at case closure
there is a resource plan that identifies the organisations investment in injury treatment and
management; including staff and externally engaged services
the resource plan includes a profile of the organisations needs (e.g. number of injuries per year, injury
type and severity, contact delay and lost time information)
a task analysis pro forma is defined and used across the organisat ion to determine the physical and
psychological requirements of key positions, and this is forwarded to treating doctors to facilitate the
employees return to work
safe work procedures are generated using risk management processes and used to locate and s pecify
suitable duties
RTW Coordinators have formal qualifications and experience relevant to their duties
training, review and evaluation for managers and supervisors on their roles and responsibilities, and
discussion of these roles and responsibilities takes place in meetings or at performance reviews
RTW coordinators participate in an active network (locally, online or inter agency).
45
Rating:
Full implementation
There is an injury treatment and management process that meets 100% of the
essential criteria in B
Performance Criteria
Injury treatment:
q There is early notification of injuries and illnesses to the return to work (RTW)
Coordinator and/or other relevant personnel.
q Return to Work Coordinators have undergone WorkCover approved training and are
provided with resources to support their role.
q Contact is made with injured workers to establish the nature and severity of injury within
three (3) days of notification of injury.
q Arrangements for early injury management include contact with the treating doctor or
health professionals to determine the content of a return to work program, or establish
appointment of rehabilitation provider (where necessary).
q Early, safe and durable return to work is facilitated through the establishment of a return
to work plan, modification to work environment or tasks and the identification of suitable
duties.
q Injured workers and their representatives are consulted appropriately regarding return to
work programs, suitable duties and their progress in undertaking suitable duties.
q Progress against the injury management and RTW plan is monitored and the plan is
updated if required.
q Managers of injured workers are informed of, and involved in, injury management and
return to work.
46
that first aid kits and rooms are present that are appropriate to the size and risks of the workplace
that a communication strategy is present for policy and procedures posters, induction and visitor
training, website information, inclusion in meetin gs, or emails
that documentation of first aid officers names, levels of qualification and currency is present
that early notification process to RTW Coordinator of injuries is documented
that a return to work program or procedure that complies with WorkCover Guidelines (including all
required procedures and processes) exists
of appointment of WorkCover accredited RTW Coordinator(s)
of participation in development of injury management plans for injured workers with the insurer
of an early return to work program for injured workers (auditor might verify by checking date of injury,
contact with injured worker and actual RTW program)
of contact with treating practitioners and early referral (auditor might verify by checking date of injury,
contact with treating practitioner and referral to provider)
of an ongoing injury management program (e.g. case management reports , review of RTW goals and
plan, case finalisation after review period)
of communication of injury management process to staff and managers (auditor might verify by talking
with staff in different regions and areas to confirm awareness of process)
of copies of reports or other communications to managers highlighting return to work issues in their
workplaces (auditor might verify by looking for evidence of contact with managers regarding cases)
of a document that specifies how injured worker information shou ld be kept, the form of the records, the
location of the records, who is authorised to keep them, who is authorised to access them and how long
each record should be kept.
47
Rating:
Rating:
C
D
Partial implementation
There is an injury treatment and management process that meets at least 50%,
but less than 100%, of the essential criteria listed in B
Inadequate implementation
Less than 50% of essential criteria listed in B have been implemented
Performance Criteria
48
49
The Treasury Managed Fund (TMF) is an insurance scheme owned and underwritten by the
NSW Government, providing a full range of insurance covers and services for approximately
150 NSW Government agencies (not all government agencies participate in the Fund).
Claims managers (currently Allianz, EML and GIO) have been appointed to administrate and
manage the TMFs workers compensation claims.
Sources of further information
Taking Safety Seriously - Chapter 3, Guidelines for implementing an OHS management
system.
Workplace Injury Management and Workers Compensation Act 1998.
Links to other standards
Standard 2 - Management Responsibility,
Standard 3 - Planning Processes,
Standard 4 - Consultation,
Standard 7 - Injury Treatment and Management,
Standard 9 - Incident Recording, Analysis and Review,
Standard 10 - Measuring and Evaluating OHS Performance,
Standard 11 - Reviewing the OHS Management System,
Standard 12 - CEO Reporting and Leadership.
50
Claims Management
Rating:
Performance Criteria
q Outcomes of analysis and actions for improvement are reported to the senior manager
responsible for claims management and/or insurance management.
q Supervisors and managers understand the relationship between return to work outcomes
and their impact on premiums.
q Specific claims management approaches are established for complex claims or complex
injury types (e.g. psychological injury claims).
q There is monitoring of, and reporting on, the effectiveness of rehabilitation provider
services.
Examples may include:
Evidence:
that the organisation collects relevant data from its internal systems and those of the claims manager to
identify claims trends and inform strategies to i mprove the organisations approach to managing claims
of performance data that may include:
o number and average cost of compensation claims
o incidence of claims per wage amount
o interval between date of injury and notification to claims manager
o incidence of high-cost claims
o RTW outcomes
o provider performance reports, and/or
o expenditure on the internal claims management function as a proportion of total payroll.
that annual report information includes performance measures, highlights of the program, major
achievements, resources allocated, statistical results and plans for the future
that regular training and briefing is provided to managers on factors affecting premiums and the
activities required of managers to improve workers compensation performance
that specific claims management approaches are agreed with the claims provider, informed by
research/evidence, documented and reviewed to assess effectiveness
that where external services such as legal, rehabilitation or investigation services are utilised, the
organisation has a process for reviewing the performance of these services and providing feedback to
the provider either directly or through their claims manager.
51
Claims Management
Rating:
Full implementation
There is a claims management process that meets 100% of the essential criteria
listed in B
Performance Criteria
q Employees and supervisors are aware of the injury and illness notification process
q Procedures are implemented for handling claims and notifications received
q Notification of significant injuries (48 hours) and non-significant injuries (7 days) to insurer
in compliance with legislative requirements
q Data, statistics and reports are obtained from the insurer to track the organisations
progress against claims cost, duration and frequency improvement targets
q Quarterly claims reviews are conducted with the insurer's claims manager to ensure
information on claims is up to date and identify those claims where further assistance or
action is required
q Managers and supervisors are actively involved in claims management and advise
relevant parties about information that may affect the claim.
Examples may include:
Evidence of:
an effective communication strategy for employees on workers compensation cl aims or notifications
(e.g. web based, induction or newsletters and posters)
a formalised communication process between the organisation and the claims manager
frequent meetings and communication between the organisation and the claims manager in accordanc e
with claims volume and complexity
Review of claims meeting records and emails to verify the following:
timely provision of relevant information to insurer
identification of actions for claims case management and return to work
record of reports received from claims manager and actions effected from the data provided
reports are used by the organisation to monitor their performance against government and internal
performance measures
information provided to managers and supervisors regarding their claims v ia regular reports or emails.
52
Claims Management
Rating:
Rating:
Partial implementation
Inadequate implementation
Performance Criteria
53
Claims Management
54
Claims Management
55
Rating:
Performance Criteria
q The number of work related injuries, illnesses and prosecutions are made available to
stakeholders in the Annual Report.
Examples may include:
Evidence that:
data collected is reviewed and analysed, at least on a quarterly basis
this analysis is provided to the CEO on a quarterly basis (auditor might verify by viewing dates of
reports to the CEO)
senior management are involved in the investigation of serious incidents in their area
the Annual Report states the number of work-related injuries, illnesses and prosecutions in compliance
with legislative requirements
identified key stakeholders are informed of outcomes in the Annual Repo rt.
56
Rating:
Full implementation
The organisations incident reporting, investigation, analysis and review
procedures meet 100% of the essential criteria listed in B.
Performance Criteria
Incident reporting:
q A register of injuries (as required under the section 63 of the Workplace Injury
Management and Workers Compensation Act 1998) is readily accessible.
q There is a central repository for recording all workplace related incidents, injuries,
illnesses, near misses and notices issued by WorkCover.
q Data to be collected includes hazard, injury, incident and claims reports data.
Incident investigation:
q There is a central repository for recording investigation results and corrective actions
proposed.
q Injuries, illnesses and other potentially serious incidents are analysed at least yearly to
determine underlying trends.
q Notices and advice issued by WorkCover are analysed to assist in identifying potential
system failures within agencies.
q The results of these analyses are evaluated by senior management and the OHS
committee to identify areas for improvement.
q The risk assessment of the activity/process where injury or illness occurred is reviewed.
q The results of the analysis are made available to the CEO.
57
Incident Review:
q Actions identified as a result of the investigation and analysis process are prioritised and
implemented.
58
Rating:
Rating:
Partial implementation
Inadequate implementation
Performance Criteria
59
60
61
Rating:
Performance Criteria
62
Rating:
Full implementation
There is a process for measurement and evaluation that meets 100% of the
essential criteria listed in B
Performance Criteria
q Procedures are established to measure and evaluate OHS performance and systems.
q Compliance with OHS, injury management and workers compensation legislation is
assessed.
q Consultation occurs with key stakeholders; including employees, managers and union
representatives.
q Specific areas and issues that require improvement are identified and prioritised.
q Improvement recommendations are made to senior management.
Examples may include:
Evidence of:
auditors that are trained and independent of any process being audited
written procedures or policies for monitoring of OHS performance, systems and associated records
records of inspection, testing and monitoring of equipment and procedures
records of health surveillance, where relevant
systems for data reporting and analysis
internal or external review, or audit reports (auditors to note the frequency of review or audit process)
the use of the results of measurement and evaluation processes (e.g. action plan, OHS plan, evidence
of prioritisation process, responsibilities for corrective and preventative actions)
development of meaningful performance indicators which measure the degree of compliance with
legislation (e.g. meeting notification timeframes)
measurement of performance against these indicators
recommendations provided to senior management.
63
Rating:
Rating:
Partial implementation
Inadequate implementation
There is a process for measurement and evaluation that meets at least 50%, but
less than 100%, of the essential criteria listed in B
Performance Criteria
64
65
emergency planning
The review should also consider other impacts on the organisation, such as changes in
legislation and changes in circumstances within and outside the organisation.
66
67
Rating:
Performance Criteria
changes in legislation
changes in government policy
changes in the products or activities of the organisation
changes to the structure of the organisation
advances in science and technology
advances in OHS best practice, and
feedback, particularly from employees.
q The CEO and executive management monitor the effectiveness of the OHS
management system and the organisations review process.
Examples may include:
Evidence that:
the review process considers other impacts on the organisation
outcomes are documented and reviewed
outcomes are incorporated into planning processes
reviews link back to the organisations risk management framework
the OHS management system and the review process are considered at executive meetings (auditor
might verify by referring to meeting minutes and/or memoranda).
68
Rating:
Full implementation
There is a process for review that meets 100% of the essential criteria listed
in B
Performance Criteria
q To ensure the currency and effectiveness of the OHS management system, a regular
schedule is established to progressively and continuously review its elements.
The following components of the OHS management system are reviewed in relation to the
outcomes of measurement and evaluation processes:
q Successful strategies and gaps for the effectiveness of implementation of the OHS
management system are identified.
q Outcomes of the review are incorporated into the organisations planning process
and actions for improvement.
Examples may include:
Evidence that:
a review process is in place, scheduled at defined intervals, and based on organisation review
processes and priorities
outcomes are documented and reported
outcomes are incorporated into planning processes
consultation during the review occurs in accordance with the organisations agreed consultation
arrangements.
69
Rating:
Rating:
Partial implementation
Inadequate implementation
There is a process for review that meets at least 50%, but less than 100%, of
the essential criteria listed in B
Performance Criteria
70
71
72
Rating:
Performance Criteria
To be effective the CEO:
q Communicates with managers and staff regarding OHS priorities and planning.
q Ensures that OHS consultation arrangements are effective and integrated with the
organisations OHS, return to work and injury management systems.
q Ensures that the organisation has the resources required for effective OHS, workers
compensation and injury management.
Examples may include:
Evidence of:
mechanisms to promote health and safety and recognition and reward for positive safety
performance (e.g. safety bulletins from the CEO, promotion of OHS champions, and/or Safety
Week programs)
a review of OHS performance by CEO and responsiveness to OHS risks in decision making and
improvement planning (e.g. minutes of meetings, annual health and safety report, and/or corporate
and business plans)
involvement of the CEO in the performance improvement process (e.g. memoranda to senior staff)
actions and decisions being communicated to managers and staff (e.g. Minutes of meetings,
memoranda to staff, newsletters, websites, staff meetings, and/or induction training)
planning and decision making that includes review of resources needed to manage OHS and injury
management
organisational policies, programs and working committees that demonstrate integration of health
and safety into business processes.
73
Rating:
Full implementation
There is a process for CEO reporting and leadership that meets 100% of the
essential criteria listed in B
Performance Criteria
significant risks
serious incidents, and
prohibitions notices and prosecutions.
q CEO responds to, and acts on, information in reports where relevant.
The CEO receives regular (at least quarterly) reports on organisation's:
a reporting process to the CEO that includes mechanisms for reporting frequency and format
reports to CEO that include progress against performance measures
a procedure for immediate reporting to the CEO of significant risks, serious incidents and prohibition
notices and prosecutions
a review of OHS performance by CEO and subsequent planning and action (e.g. minutes of
meetings, memoranda to staff, and/or annual he alth and safety report).
74
Rating:
Rating:
Partial implementation
Inadequate implementation
There is a process for CEO reporting and leadership that meets that meets
50%, but less than 100%, of the essential criteria listed in B
Performance Criteria
75
76