/ Corporate Plan

Transcription

1 / Corporate Plan

2 Contents Message from the Chief Executive Our Vision and Mission Our Goals Our Key Pillars Strategic Direction Appendix

3 2 3 Message from the Chief Executive We have taken the first steps in our long-term strategy, WorkSafe 2030, positioning the organisation on a clear pathway to achieving our vision for the future. The transformation we are undertaking will ensure WorkSafe remains a leader in safety through emerging challenges and rapid workforce change. WorkSafe 2030 foundation projects are well advanced and this work will provide a solid platform for the implementation of our long-term plans over the next decade. At the same time, we have undertaken the enormous task of relocating our head office to Geelong. In many ways, the change in our own work environment will influence and enhance our new way of working under WorkSafe We will rethink and redesign the way we work. We will embrace new technologies, launch a more user-friendly website, simplify our processes and cut red tape to make it easier for the Victorian community to interact with us. With WorkSafe 2030 and this corporate plan, we are squarely focused on the needs of Victoria s workers and employers, as the workplace landscape changes. We want to continue to protect workers and give them the support they need in the event of a workplace injury. We want to give employers value for money and be able to offer a greater level of service and support where it is needed most. Importantly, we want to engage the Victorian community and empower them to play a role in building a positive, prevention culture of health, safety and wellbeing in their workplace. This is an exciting new chapter for WorkSafe. We know there will be challenges ahead, but we believe our agile and forward-thinking approach puts us in a position of strength to deliver transformative improvements for the benefit of all Victorians. Clare Amies Chief Executive

4 4 5 Our Vision Victorian workers returning home safe every day Our Mission Actively working with the community to deliver outstanding workplace safety and return to work, together with insurance protection Our Values WorkSafe launched refreshed values in October 2018 to support the change under WorkSafe The values will help employees connect to the vision, and provide a guide to the thinking and behaviours that are necessary to transform WorkSafe into a client-centred and prevention-led organisation. Connected by being caring, inclusive and collaborative Persistent by being purposeful, flexible and resilient Dynamic by being passionate, innovative and courageous

5 6 7 Our Goals Our Key Pillars Healthy and safe workplaces A clear pathway to recovery for injured workers Social and economic value for Victoria Healthy & Safe We work to prevent injury, disease and death in Victorian workplaces. We do this by raising public awareness, providing advice and information, fostering cooperative, consultative relationships, initiating and encouraging research and publishing information and findings. We enforce Victoria s occupational health and safety and accident compensation laws and we inspect workplaces, grant licences and prosecute to enforce the law and deter non-compliance. Recovery We support injured workers to access early and effective treatment and occupational rehabilitation. We know how important it is for a person s recovery to get back to safe and sustainable work and we know the best outcome is achieved when workers and employers work together throughout the process. Value Maintaining a sustainable workers compensation scheme enables us to deliver the most appropriate services and support to injured workers as quickly as possible. Compensation entitlements include weekly payments, treatment costs and impairment lump sums. We must ensure workers compensation costs are managed to minimise the burden on Victorian businesses and deliver social and economic benefits to the Victorian community.

6 8 9 Strategic Direction The Victorian workforce is growing and by 2030 it s expected to reach four million. In that time, claims for workplace injuries are predicted to increase by 20%. Our strategic direction has been developed using sound evidence gathered from research synthesis, future client expectations and global leading practice. It takes into account emerging industry trends, costs and capability to respond to the changing environment, needs and expectations. Integral to our planning process is our approach to risk management, which is forward-looking and collaborative, giving consideration to both the internal and external operating environment. Importantly, we have also listened to our stakeholders. They ve told us we will need to transform into a streamlined, digitally-enabled, service delivery organisation if we are to meet their expectations. Workers and employers want integrated platforms which offer simple, easy to use online self service capability. They also believe an injury extends beyond the incident, and that physical injuries can lead to mental injuries. They want to be better supported in preventing accidents and harm. Injured workers expect an empathetic, consistent and seamless experience from all WorkSafe touch points. They also expect to be trusted, treated seriously when submitting a WorkSafe claim, and want similar incidents prevented. Small and medium employers expect education on occupational health and safety and want greater guidance and support through the claims and return to work process. These employers want more tools and training and a better digital experience. Large employers expect WorkSafe to provide industry specific advice and help with cross-jurisdictional compliance.

7 10 11 Our Vision Our Mission WorkSafe2030 With this Corporate Plan 2018/ /21, we are entering into the second year of our WorkSafe 2030 transformation program. Transforming the way we work across our three key pillars Healthy & Safe Recovery Value In year one, we began building the foundations necessary to support the implementation of WorkSafe Early opportunities for change were identified with work starting on the redevelopment of the website and the simplification of guidance materials. The world of work is changing and over the next decade many Victorians will be operating in very different workplace environments with new hazards and risks. To meet the challenges ahead in health and safety, wellness, recovery and return to work, WorkSafe is modernising its systems, tools and services. WorkSafe 2030 will embed a client-centred and prevention-led approach and, through community awareness, will drive deeper awareness of what a safe workplace is no matter when, where or how people work. By 2030 we will be well on the way to creating a generational shift towards community co-ownership of healthier, safer workplace behaviour. A prevention-led and client-centred transformation focusing on: Simplifying WorkSafe s business to improve the experience with the organisation Sophisticated analytics and data Offering tailored products, services and support to workers and employers Creating shared goals with the community and enabled by: Leading the way and adapting quickly Our people Our stakeholders Our community

8 12 13 Healthy &Safe Keeping our workplaces healthy and safe is becoming more complex. A rapidly changing workforce is significantly altering the mix of hazards and risks. Now, more than ever before, we need to work with the community to actively prevent workplace injuries and illness from occurring. This prevention-led approach will ensure workers, employers and workplaces are all playing an active role alongside WorkSafe to prioritise health and safety. We will engage the community to share in the responsibility for health and safety and ensure everyone understands what safety in the workplace looks like. Measuring Performance Key performance measures are: The number of lives lost in workplace incidents The number of claims per million hours worked (CpMHW) Working together, with modern tools and systems, WorkSafe and the community will have greater capability to tackle complex issues such as mental injury, workplace bullying, occupational violence and post-traumatic stress disorder (PTSD). We will be investing in proactive initiatives and directing these initiatives to those most at risk. At the same time, we will build on our relationship with the community to enhance our role as a regulator, ensuring the high safety standards Victoria is known for are maintained. 2017/18 TARGET 2017/18 RESULT 2018/19 TARGET < < % -0.8% -2.5%

9 14 15 Recovery Workplace injuries and incidents affect many aspects of an injured worker s life and how an employer runs their business. Our aim is to take a more holistic view to understanding what is happening beyond the injury and incident so that we re able to achieve the best outcomes as quickly as possible. This will involve services that are better tailored to workers and employers so that they receive a greater level of support where and when it s needed most. By adopting a service delivery approach more focused on individuals, we can offer greater choice and flexibility in the level and types of support provided, enabling workers, employers and the community to access services and better engage with us and our partners. Identifying and responding to the needs of workers, employers and the community is a WorkSafe 2030 priority. Measuring Performance The key performance measure is: 2017/18 TARGET 2017/18 RESULT 2018/19 TARGET The percentage of injured workers who have made a safe and sustainable return to work within six months of injury 76.79% 77.74% 78.10%

10 16 17 Value Over 30 years, safer workplaces have become the norm, while premium levels have remained low. Victoria has provided more than $31 billion in compensation, medical help and rehabilitation services to more than a million injured workers. To ensure our scheme remains sustainable, we need to look at how the interactions workers and employers have with us can be simplified and made more efficient. Our current processes have been mapped to identify gaps, duplication and overly complex or inefficient practices that could be improved with technological or innovative solutions. Measuring Performance Key performance measures are: In addition to striving for efficiency gains, we must remain agile and adapt to emerging health and safety and return to work challenges as well as the evolving environment in which we operate. We will continually review and update our service offerings and the ways in which services are delivered to ensure we meet the changing expectations and needs of workers, employers and the community. 2017/18 TARGET 2017/18 RESULT 2018/19 TARGET The satisfaction of workers (50%) and employers (50%) with WorkSafe s agents, 89.60% 90.30% 90.50% the WorkSafe Advisory and our inspectorate The breakeven premium, which represents the annual amount of premium that needs to be collected from employers to cover projected future liabilities and administration costs during the next 12-month period 1.272% 1.249% 1.272%

11 18 19 We will achieve our goals with the help of Sophisticated Analytics & Data A more sophisticated process of data collection and analysis will enable more targeted, insight-driven decisions and help us to better understand and anticipate our clients needs. It will mean being able to develop tailored programs of care for Victorian workers and employers. Additionally, analytics and data will enable the proactive management of risks, and identify and prevent workplace injuries and illness. In turn, this will reduce the cost burden on Victorian businesses. Individual needs are unique and a one-size-fits-all approach does not provide the best experience or outcome. The data sets we are currently using look at trends from the past and often action taken is reactive. As we move to becoming a more prevention-led organisation, more sophisticated analytics will allow us to proactively support those industries, organisations and individuals at a greater risk of harm. Our people, stakeholders and the community WorkSafe s skilled and highly-valued employees are key to our success as we work through a period of considerable change. Not only are we transforming the way we work under WorkSafe 2030, we have successfully completed the challenge of relocating our head office to Geelong. A comprehensive change management program will ensure employees are engaged and supported as they rethink and redesign the way they work for the benefit of all Victorians. The organisation s values will also be reviewed and refreshed as we make the transition to a client-centred and prevention-led culture. Our stakeholders will play a critical role in guiding the change and helping us achieve our long term goal of true co-ownership of WorkSafe s strategic objectives. Creating a culture of true co-ownership will mean bringing the community on the journey with us. We will reengage every Victorian on an emotional level, demonstrating what it means to be healthy and safe at work, while building a consistent view of the value of WorkSafe s role in the community.

12 20 21 Appendix Occupational Health & Safety Compliance & Enforcement As Victoria s OHS regulator, WorkSafe aims to prevent workplace fatalities, injuries and disease. This document provides employers, workers, duty holders and other key stakeholders with an overview of WorkSafe s 2018/19 Occupational Health and Safety strategic priorities. For more information on WorkSafe s compliance and enforcement approach, please see the WorkSafe Occupational Health and Safety Compliance and Enforcement Policy at Introduction As Victoria s OHS regulator, WorkSafe aims to prevent workplace fatalities, injuries and disease. To achieve this Worksafe adopts a constructive compliance approach to prevention. This approach encourages good practices using incentives and information, while deterring unacceptable performance through compliance and enforcement activity. WorkSafe focuses its activity, including 48,000 inspector visits, on three key areas: Response work across all industries and hazards, acting on issues raised by the public, employers and workers Statutory work in line with the OHS Act and regulations, particularly in the more regulated areas of major hazard facilities, mines, construction and dangerous goods; and Strategic work, which is planned and prevention-focused and includes 50% of all inspector visits. Risk-based Strategic Framework WorkSafe identifies priority areas through the development of an annual risk-based strategic framework. This ensures its compliance and enforcement activity is focused on industries and causes of injury that require significant attention and improvement. This includes targeting industries and/or workplaces that have been found to have high numbers and rates of injury and/or fatalities and are by their nature hazardous or where information and data indicates further action is required (e.g. number of claims by industry). Additional data analysis, internal and external indicators and research contributes to the development of priority areas. Growth in mental injury Analysis of the predominant causes of injury shows an increase in mental stress factors. To mitigate this, WorkSafe will increase its involvement and intervention strategies in the area of psychosocial harm, including stress, bullying, mental health and occupational violence. WorkSafe focuses its compliance and enforcement activity on priority areas, however an inquiry or investigation may be triggered by a range of sources, including complaints, referrals from other agencies or WorkSafe s proactive activities, including education campaigns and workplace inspections. WorkSafe 2030 Work is underway on our long term strategy, WorkSafe 2030, which will embed a client-centred and prevention-led approach to health, safety and wellbeing. We will adopt a more sophisticated process of data collection and analysis which will enable more targeted, insight-driven decisions and help us to better understand and anticipate our clients needs. This will mean being able to offer a greater and more customised level of support for workers and employers, and continue to improve safety for the Victorian community.

13 22 23 WorkSafe operational activity Inspections Investigations Prosecutions Setting our Strategic Priorities Databases Claims Advisory Incidents, including injuries and lives lost Data collection and analysis Strategic priorities Victorians Stakeholders Workers Community External reports For example, coroner recommendations Research Australian Bureau of Statistics Safework Australia Awareness/ information Awards Advertising Campaigns Education Guidance Advisory Policy creation Expert advice Partnerships Grants Small business consultants

14 24 25 Our Strategic Industry Priorities 2018/19 In 2018/19, WorkSafe is focusing on six priority industries. These industries will be the subject of targeted intervention strategies aimed at preventing workplace fatalities, injuries and disease. The six priority industries are: 1. Manufacturing 2. Transport and warehousing 3. Agriculture 4. Construction 5. Health practice 6. Public administration and safety These six areas account for: 40% Victorian workplaces 60% of all claims 80% of all workplace fatalities 74% of planned inspector visits

15 26 27 Manufacturing 9.6% Accounts for 16% of all claims of all hours worked in Victoria 9.1 CpMHW Employs 9% of all working Victorians 8% of all workplaces in Victoria 4,467 CLAIMS 7 (434 million hours worked) (Claims per Million Hours Worked) lives lost in the last 5 years in 17/18 out of 28,416 Sub industries or focus: Food product manufacturing Structural metal products Wood products Polymer products Main causes of injury Body stressing Plant hazards Noise For example, repetitive actions and processing machines are causing injury Activities: Significant pro-active inspector visits to riskiest workplaces (over 2,500 visits out of 23,000 proactive visits = 12%) Focus on equipment (appropriate guards /emergency stops/processes) and the design of work (task rotation, staff consultation) Targets: reduction in 4.5% CLAIMS to 8.7 claims per million hours worked (against current 9.1 CpMHW) 2,500 inspector visits

16 28 29 Transport 5% Accounts for 9% of all claims of all hours worked in Victoria (221 million hours worked) 9.2 CpMHW Employs 5% of all working Victorians 6% of all workplaces in Victoria 2,472 CLAIMS 8 (Claims per Million Hours Worked) lives lost in the last 5 years Sub industries or focus: Road freight Warehousing and storage Couriers Main causes of injury in 17/18 out of 28,416 Body stressing For example, Vehicle accidents Fatigue Main employees affected: drivers packing and unpacking, forklifts and road accidents are causing injury Activities: Significant pro-active inspector visits to riskiest workplaces (over 1,800 visits out of 23,000 proactive visits = 8%) Stakeholder engagement with industry to influence all employers around high risk hazards Side of the road and vehicle inspection projects, working with other regulators Increased focus on identifying effective locations for inspections (mobile workplaces make it harder to conduct inspections) Targets: reduction in 3% CLAIMS to 8.9 claims per million hours worked (against current 9.2 CpMHW) 1,800 inspector visits

17 30 31 Health Activities: 13.3% Accounts for 14% of all claims of all hours worked in Victoria (566 million hours worked) 6.8 CpMHW Employs 13% of all working Victorians 8% of all workplaces in Victoria 3,853 CLAIMS 6 (Claims per Million Hours Worked) fatalities in the last 5 years in 17/18 out of 28,416 Sub industries or focus: Hospitals Residential care Aged care Main causes of injury Body stressing Occupational violence and aggression Mental stress Significant pro-active inspector visits to riskiest workplaces (over 2,000 visits out of 23,000 proactive visits = 9%) Stakeholder engagement with hospitals, focusing on safety leadership Exploring safe design in existing buildings and sharing best practice across the sector Continued focus on occupational violence and aggression campaign bursts and follow-up outreach Refresh guidance for the sector to better match the needs of the audience Build on WorkWell resources and learning networks Partnership approach with Department of Health and Human Services on mental stress including bullying Targets: reduction in 5% CLAIMS to 6.5 claims per million hours worked (against current 6.8 CpMHW) 2,000 inspector visits

18 32 33 Construction 10.4% Accounts for 13% of all claims of all hours worked in Victoria (455 million hours worked) 8 CpMHW Employs 9% of all working Victorians 16% of all workplaces in Victoria 3,658 CLAIMS 25 (Claims per Million Hours Worked) lives lost in the last 5 years Sub industries or focus: Heavy & civil engineering Building installation services Building structure services Main causes of injury in 17/18 out of 28,416 Body stressing Slips, trips & falls For example, lifting heavy, awkward items and wet/slippery/ uneven surfaces are causing injury Activities: Dedicated education officer working with TAFEs and other training providers and educational institutions Significant pro-active inspector visits to riskiest workplaces (over 7,750 visits out of 23,000 proactive visits = 34%) as well as 5,000 visits in response to incidents and alerts Monthly focus campaigns on specific hazards or sub-sector e.g. scaffolding, cranes, SWAT, hire yards, formwork, concrete pumps, lifts Campaigns with other regulators e.g. Cross-border (with NSW), Safer Shared Roads (with VicRoads and TAC) Targets: reduction in 2.5% CLAIMS to 7.8 claims per million hours worked (against current 8 CpMHW) 12,750 inspector visits

19 34 35 Agriculture 3% Accounts for 2% of all claims of all hours worked in Victoria (121 million hours worked) 5.3 CpMHW 643 CLAIMS 47 (Claims per Million Hours Worked) lives lost in the last 5 years Employs 3% of all working Victorians 4% of all workplaces in Victoria in 17/18 out of 28,416 Sub industries or focus: Dairy cattle farming Sheep, beef cattle and grain farming Agriculture and fishing support services Fruit and tree nut growing Main causes of injury Large livestock Tractor and quad bike accidents Activities: Significant pro-active inspector visits to riskiest workplaces (over 2,500 visits out of 23,000 proactive visits = 12%) Stakeholder engagement community/industry engagement via regional field days and farm walks Updated guidance documents Further time extension for the rebate scheme for passenger protection on quad bikes Focus is on reducing lives lost and injury arising from the use of powered plant and machinery Targets: reduction in 2.5% CLAIMS to 5.2 claims per million hours worked (against current 5.3 CpMHW) 2,500 inspector visits

20 36 37 Public Administration & Safety 4% Accounts for 7% of all claims of all hours worked in Victoria 5.3 CpMHW Employs 5% of all working Victorians 1% of all workplaces in Victoria 2,034 CLAIMS 0 (190 million hours worked) (Claims per Million Hours Worked) lives lost in the last 5 years in 17/18 out of 28,416 Sub industries or focus: Public order and safety Main causes of injury Mental stress Manual handling Being hit by people or objects Vehicle accidents Activities: Tailored proactive inspector visits to riskiest workplaces, with a focus on occupational violence and aggression, bullying, and manual handling Influence industry through our networks and relationships with key stakeholders Develop and implement projects focussed on key hazards: mental stress factors, body stressing, slips, trips and falls, and being hit by a person or object Investigation of use of labour hire within the sector to identify and respond to key risks Government employers: - whole of government focus on mental health including development of an education and training framework and initiatives to improve workload management and exposure to vicarious trauma - targeted engagement with government employers with highest claims volume Targets: reduction in 2.5% CLAIMS to 5.2 claims per million hours worked (against current 5.3 CpMHW) 1,000 inspector visits

21 38 39 Our Strategic Hazard Priorities 2018/19 Mental Health º Work-related stress is the second most common compensated illness/injury in Victoria º Of particular concern is the growing incidence of stress and bullying injuries in the public sector and the risk of occupational violence in the health sector The four main areas of focus for WorkSafe in 2018/19 are: 1. Stress 2. Bullying 3. Occupational violence 4. Fatigue. º A dedicated team of inspectors investigate bullying allegations º The successful community awareness campaign for occupational violence will continue with targeted support º The 1,800 planned, pro-active visits in transport will include attention to driver fatigue º WorkWell, a five-year initiative to promote mental wellbeing in workplaces, will extend the grant scheme, increase resources on the web portal and build sustainable learning networks Manual Handling º Majority of claims are in manufacturing, health and construction º Injuries are mainly as a result of working with unpowered tools/appliances or moving things Body stresses alone account for more than 40% of all WorkSafe claims. º Main injuries are to the musculoskeletal system º Main people affected are labourers, tradespeople and loaders/driver. º Manual handling injuries have been trending down over the last few years but they are starting to increase again º Expect new workers in construction and ageing workers to be most affected in the coming years º More than 5,000 inspector visits will include a discussion on manual handling risks and controls

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