City of Stirling - Work Health and Safety Strategy 2024 - 2027

Work Health and Safety Strategy 2024 – 2027

Introduction At the City of Stirling (City), a WHS strategy is a necessity. Australian WHS data (SafeWork Australia 2023) has consistently shown the severe impact of work-related injuries and illnesses on workers and businesses. A clear and concise WHS strategy developed for the City, will save workers compensation costs, prevent injuries and most importantly, ensure a happy and engaged workforce. On average, each year just under 200 workers are fatally injured at work. In 2021 over 130,000 claims Australia wide were accepted for work-related injury or illness. This is why our focus on leadership, technology, risk management, service delivery and injury management is vital to the City.

The purpose of this WHS Strategy is to outline how the City will comply with WHS legislation and how this relates to the City’s workforce. It demonstrates the necessary framework for our leaders, to ensure legislative compliance and reporting requirements are met. Support and direction provided by leaders is instrumental in the successful implementation of workforce strategies at the City. This requires a clear vision from our leaders and following through with initiatives and strategies. Poor WHS outcomes can have a detrimental impact on the lives and livelihoods of individuals and their families, on the financial, interpersonal and reputational health of a business and potentially, on the wider community.

This WHS Strategy sets a clear, unifying goal to reduce injury and illness for our employees, workers, volunteers and contractors. It outlines forward-looking actions to work towards, with tangible and achievable targets, as the City develops and

implements their own solutions to the challenges ahead. All stakeholders in our WHS system can make a valuable contribution to create safe and healthy work that promotes the social and economic well being of workers at the City.

• WHS Policy

CEO

• WHS Strategy • Strategic Workforce Plan

Executive

• WHS Plan

Managers

People Leaders

• WHS Procedures • Technical Controls

Employees

WHS Strategy

What

Why

Leadership & Capability

• Executives and People Leaders that are visibly active on safety, health and wellbeing • A City Workforce that has the capability to positively manage safety, health and wellbeing.

• An Executive Leadership Team that provides the impetus for continual improvement • Building staff capability and retention Legislative Compliance.

Technology & Systems

• Technology that provides data intelligence on safety, health and wellbeing • One management system that guides the City in managing health and safety • WHS Measurement and performance data presented to all leaders monthly.

• More efficient and effective delivery of WHS requirements, legislative compliance and ongoing workforce support leaders monthly.

Risk Management

• Focused work on known and risk assessed safety, health and wellbeing risks (eg, all high-risk work activities, chemicals, electricity, mental health, confined space and frontline risk management.

• To prevent injury and illness Proactive reporting and implementing reasonably practicable, compliant controls • Improve actions with effective controls to reduce incidents Legislative Compliance.

Service Delivery & Programs

• A health, safety and case management team operating a contemporary service delivery model (business partnering).

• Using a model which drives line management accountability to distribute across the City in an efficient and effective way • Maintaining a fully resourced WHS team.

Injury Prevention & Engagement

• Engagement programs that encourage cross business unit collaboration • Boosting wellbeing, early intervention, from mental ill health and workers’ compensation programs that provide recovery services for staff.

• Cross business unit engagement opportunities • Increase early intervention uptake and awareness.

How

Outcomes

5. Engagement of leaders to be visibly active on WHS and destigmatise mental health, particularly in the outside workforce 6. Monthly inspections with

Deliver WHS training plan including: 1. Induction and orientation 2. Leadership training 3. WHS modules including psychosocial training 4. Refresher training for risk management 1. Develop and implement a new WHS information management system 2. Consider workflow management capability

A critical mass of leaders and staff are trained in accordance with the training plan. All Leaders are visible on the topic of safety, health and wellbeing. Measured by: • % of staff trained in accordance with Performance Management Procedure reported • Number of health, safety, and wellbeing moments that leaders create each year. Better safety health and wellbeing decision making Consistent standards of practice across the departments A future ability to develop a safety assurance program Manager and Supervisor accountability under the Safety Management System. Measured by: • Successful implementation of management and IT systems for better reporting and managing WHS across the City. Compliance with WHS Act and Regulations Maintain risk level as low as reasonably practicable. Measured by: • Reduction in injuries and incidents throughout the City • Results of health and safety audits shared • Assessment of the City’s risk profile through pre and post implementation risk workshops. Successful delivery of relevant safety, health and wellbeing programs. Internal stakeholders providing positive feedback about the safety, health and wellbeing team. Measured by: • Service usage levels • Successful delivery of annual programs. Staff and management engaged and well supported during times of specialist need. Measured by: • City wide engagement on WHS, including sharing incidents • Reduction in workers compensation claim numbers and costs • Increased usage of early intervention programs.

HSRs or Workers as part of Senior Management KPIs.

3. Develop and implement Incident, investigation and

safety management practices, utilising ICAM methodology to drive accountability.

1. Locally implemented risk management programs 2. Permit to Work System 3. Electrical compliance program 4. Chemical and hazardous substance program

5. WHS Act and Regulation compliance audit 6. Compliance action plans 7. Upgrades and maintenance

work understood and assessed

8. Contractor management implemented.

1. Communicate new service delivery model 2. Develop and communicate WHS available services

3. Continually develop annual plan of WHS programs 4. Develop a 12-month WHS communications schedule, with monthly toolboxes and available training and WHS resources for the City.

1. Cross business unit

2. Increase early intervention uptake and awareness.

engagement opportunities

WHS Strategy

January

February

March

April

May

June

WHS induction & orientation development

WHS leadership training

WHS modules including psychosocial training

Monthly inspections plan with HSRs, WHS & employee

Risk management refresher (annual)

Safety management system review (safer)

Workflow & governance management Capability

ICAM methodology & training (WHS)

March – May

WHS management plan

WHS act/regs compliance audit

Permit to work system

Contractor management (Libby Walford)

March

WHS comms plan

Annual WHS plan development

WHS/WC education package

W/C management (ongoing)

Develop leadership mental health skills through training programs

Train mental health first aiders for the City

July

August

September

October

November

December

2025

2026

2027

March – 2027

December – 2027

August – 2027

August

2025

July – 2025

September – 2025

March – December

2025

June – December

January – December

May – June

September – December

March – 2027

March – December

March – August

Leadership and Capability

Action

Accountabilty

Timeline

Outcomes & Benefit

Review and develop a contemporary training package that includes, induction, leadership skills, WHS and wellbeing modules as well as refresher training for risk management. Develop a leadership culture where leaders are visibly active on WHS and wellbeing matters, through regular discussion, hosting wellness initiatives and promoting effective resources. Developing leadership capabilities around mental wellness and how to establish a safe psychosocial environment for their workers. Include monthly, front-line inspections with HSRs and workers as part of senior management KPIs.

The majority of people leaders across the City will possess the requisite skills to deliver the best outcomes for their team.

CEO / Executives / WHS Team

Mar 2024 – Dec 2027

Increased awareness and compliance on WHS matters across the City.

CEO / Executives

Dec 2024 – Dec 2027

Leaders will be well equipped to prevent psychosocial hazards within their teams, establishing positive mental health culture, contributing to retention.

Wellness Officer

Aug 2024 – Dec 2027

Increased collaboration and knowledge development around WHS best practice and identification of knowledge gaps.

WHS Team

Aug 2024

Technology and Systems

Action

Accountabilty

Timeline

Outcomes & Benefit

Develop / procure and implement a safety management system that is intuitive and caters to the Citys WHS and wellbeing needs.

Positive increase in reporting and increased education of safety procedures and systems.

WHS Team

Jul 2024 – Apr 2025

Device availability for outside workforce.

Lessen divide between outside / inside workforce and allow for accurate reporting to take place for our highest risk employees.

CEO / Executives

Jul 2024 – Apr 2025

Create a contemporary WHS and wellbeing space on the intranet.

Increase awareness of WHS compliance and requirements.

WHS Team

Continuous

Implement an incident investigation methodology with an ICAM foundation that drives accountability. Build reporting capability and data sets that provides management and executive with relevant, robust and timely information that informs the decisions that influence ongoing business performance.

Drive accountability and ownership of safe work practices within business units.

WHS Team

Mar 2024 – Dec 2024

Increased accuracy in reporting compliance. performance measurement and data analysis.

CEO / Executives / WHS Team

Mar 2024 – Dec 2024

Development of contractor management protocols.

Achieve legislative compliance for management of all workers for the City - employees, contractors, volunteers and visitors.

CEO / Executives / WHS Team

Jan 2024 – Dec 2024

Risk Management

Action

Accountabilty

Timeline

Outcomes & Benefit

Implement programs that evaluate high risk work such as electrical compliance, permits to work and hazardous substances.

Legislative WHS compliance, risk managed high risk activities.

WHS Team

Jun 2024 – Dec 2025

Conduct WHS compliance audits and develop action plans.

Continuous improvement and consistent evaluation of internal controls, which comprise actions, systems, and processes (including monitoring) to assure that those controls are well designed and implemented nd that they work as intended. To ensure its continued suitability, adequacy and effectiveness while addressing the need for changes to WHS policy, objectives, targets and other elements of the WHSMS. Outdated policies leaves the City at risk. regularly reviewing policies and procedures keeps everyting up to date with the latest regulations and technology, as well as consistent with the industry’s best practices.

WHS Team

Jan 2025 – Dec 2025

Conduct a systematic review of the City to streamline the WHS Management System (WHSMS).

WHS Team

Sept 2025

Regularly review processes and procedures to ensure they remain current.

Business Units, WHS Team, HSR’s

Continuous

Actively participate in the contractor management review and implement recommendations for safety.

Achieve legislative compliance for management of all workers for the City - employees, contractors, volunteers and visitors.

City of Stirling

Jan 2024 – Dec 2024

Service Delivery and Programs

Action

Accountabilty

Timeline

Outcomes & Benefit

Create cross departmental health and safety education, consultation, and collaboration frameworks including WHS Inductions, continued support for managers and regular training for Workers Compensation requirements.

Effective injury management relies on the co-operation of all involved, particularly the employer, injured worker and treating medical practitioner. When everyone understands their responsibilities, active and full participation in the injury management process is much easier to achieve. Sharing lessons learned promotes collaboration and ensures that the information is accessible. By making lessons learned widely available, the City taps into the collective knowledge and experiences of teams, stakeholders, and departments, and ensure that the information is being effectively utilised. A WHS/Injury Management Plan is the foundation for establishing a positive awareness and commitment to injury management. Good programs not only set standards but establish a shared commitment to workers’ health and safety that is evident from the top down.

WHS Team

Sept 2024 – Dec 2024

Share the lessons from incidents with the City.

WHS Team

Continuous

Continue to develop an effective WHS/Injury Management action plan for early intervention, case management and workers compensation. Implement strategies to support the mental wellbeing of our employees, including mental health first aid. Removing stigma around mental health for our high risk workers with a focus on men’s mental health.

WHS Team

Mar 2024 – Dec 2024

By establishing a culture focused on employee health, wellness programs also help to increase productivity, boost morale and increase teamwork.

Wellness Officer

Mar 2024 – Dec 2024

Injury Prevention and Engagement

Action

Accountabilty

Timeline

Outcomes & Benefit

Develop and implement annual plan of health, safety, and wellbeing programs.

Successful delivery of relevant safety, health and wellbeing programs. Tailored sessions for staff and managers i.e., resilience sessions, self-care, Mental Health Support, workers compensation.

WHS Team

Jan 2025

Review the current process for risk assessments and automate the process. Close outstanding actions from Deloitte Workshops.

Internal stakeholders provide positive feedback about the safety, health and wellbeing team.

WHS Team

Mar 2024 – Dec 2024

Build engagement with other Local, State and Territory Offices.

Networking opportunities, external opportunities for learning and development.

WHS Team

Continuous

Develop a 12-month WHS communications schedule with monthly toolboxes and available training and WHS presentation resources for the City.

Staff and management engaged and well supported during times of specialist need that includes a well-managed engagement plan for WHS Team.

WHS Team

Mar 2024

Summary A well-implemented, strong WHS strategy has numerous benefits, including reducing workplace incidents and injuries, improving employee morale and productivity, and mitigating financial and reputational risks by achieving legislative compliance. By investing in a robust WHS strategy, the City will create a safer work environment, protect its most valuable asset – the employees, and enhance overall business performance. By incorporating the essential five pillars of leadership and capability, technology and systems, risk management, service delivery and programs and injury prevention and engagement, the City will establish a robust foundation for WHS that can be built on for future, continuous improvement that is the backbone of effective WHS management.

Administration Centre 25 Cedric Street Stirling WA 6021

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