About the winners
Category 1: Leadership Award for Injury or Disease Prevention and Management
TNT Australia for Leading from the Top
About TNT Australia
TNT Australia provides domestic and international express delivery services to over 200 countries. TNT Australia employs and directly engages approximately 4,600 employees and fulltime owner drivers, and operates from 54 sites across all states and territories.
The problem
In the post Olympic period of 2000 and into 2001, TNT Australia faced widespread business decline and heavy losses in profit. Drastic measures were needed to control costs; and unlike many organisations where OHS and training are usually the first areas required to cut costs, TNT’s new Managing Director at the time embraced health and safety as the key tool to aid the organisation in its recovery.
TNT Australia recognised that OHS, workers’ compensation and rehabilitation management systems will not achieve their intended purpose unless executive and senior management are both committed and visibly leading OHS in the organisation. The greater this top level commitment, the more widespread it will cascade down through the underlying layers of the organisation to minimise and manage injuries.
The approach
To address its previously unsuccessful approach to injury prevention and management, one of the first initiatives of the new Managing Director was to increase his awareness and involvement in OHS management. This was aided by appointing a National OHS Manager in 1999, prior to the downturn, and conducting regular meetings with them.
Since that time continuous improvement has been driven through ‘continuous engagement’, with OHS becoming a regular component of Management Executive Committee meetings, Board Meetings and extending more recently to executive level meetings being held with the General Manager of OHS and General Manager of Rehabilitation and Workers’ Compensation. In addition, and irrespective of the economic climate over the last 10 years, TNT Australia has continued to invest heavily in upgrading its infrastructure. It has built professional and specialist OHS, workers’ compensation and injury management teams, and it continues to benchmark itself voluntarily through an external auditing process. TNT Australia has introduced OHS performance KPI’s, with targets based on an improvement over the previous year.
The outcome
TNT Australia has demonstrated a continuous improvement in its OHS performance year on year, with the exception of 2007, where negative OHS performance results were acted upon promptly and resulted in a 35% improvement in lost time incidence rate in 2008, and a continuing further improvement in 2009 of 23%. Simultaneously, and against normal trends, TNT Australia’s average calendar days lost per lost time injury has also reduced by 0.7 days.
Employees have routinely rated ‘Safety at TNT’ as one of its top 10 achievements in its annual engagement survey of all staff. TNT Australia received positive feedback following its first full audit by Comcare in early 2009, and has subsequently been recommended to the SRC Commission to be elevated to tier 2 for OHS.
Future plans
TNT Australia recognises that despite the positive commitment to OHS from its executive, more has to be done if it is to be an OHS leader in its industry. Despite the current economy, the executive will continue to show its commitment to health and safety through the continuation of a range of initiatives and programs, and the ongoing development and upgrading of existing depots and equipment.
Category 2: Best Workplace Health and Safety Management System
Australian Institute of Marine Science for Scott Reef Research Program Safety Management System
About the Australian Institute of Marine Science
The Australian Institute of Marine Science (AIMS) conducts scientific marine research in the region of Australia’s tropical environment and has personnel situated in Townsville, Darwin and Perth. AIMS employs approximately 200 staff and 130 scientific visitors, and has responsibility for approximately 50 contractors engaged in a range of activities including vessel management, cleaners, maintenance and catering.
The problem
In early 2008, AIMS commenced a four year Scott Reef Research Project with the Browse Joint Venture Partners operated by Woodside Energy Limited, to provide a baseline environmental study of the marine environment at Scott Reef, a large reef system approximately 430 kilometres north of Broome.
The project involved many challenges, including:
- The research site’s remote location
- Commissioning a new 35m research vessel
- Selection and recruitment of competent personnel
- Developing and implementing a project specific Health, Safety and Environment Management System
- Managing a multi-organisational worksite with numerous contractors.
The approach
To safely undertake the research project, AIMS adopted a systematic approach which consisted of the introduction of a Project Planning and Implementation Team, review of the existing safety management system, undertaking project task risk assessments on all proposed activities, development of a competency and training matrix and recruitment of personnel.
A project specific integrated Health, Safety and Environment Management System was developed and incorporated a HSE Management Plan, Structure and Reporting, Objectives and Targets, Emergency Response Plan, Environmental Management Plan and Vessel Safety Management System.
Upon implementation, pre-deployment documentation, risk assessments, work plans, operating procedures, passenger manifests, inductions, hazardous substances, equipment certification, training and competencies were introduced to all personnel. In addition, ongoing monitoring, reviewing and reporting were established.
The outcome
Through the effective development and implementation of a project specific Health, Safety and Environment Management System, AIMS’ safety practices and performance has gone beyond statutory compliance whilst striving for continuous improvement. The implementation of the system has further developed the safety culture of the organisation by changing attitudes and behaviours.
AIMS has achieved a lost time injury rate of zero. There has also been a large number of hazard observations documented and recorded by field staff, resulting in significant and ongoing improvements to safety.
A strong focus on safety briefings, proactive hazard identification and incident reporting has enhanced an inclusive safety culture, whereby all persons are empowered to stop any work where effective risk management controls are not in place and play an active role in continuous improvement.
Future plans
The safety management system has provided a platform for safety improvements throughout the organisation. AIMS’ priority is to further develop the system and apply relevant aspects across the whole organisation. The employees and contractors involved in the implementation of the system will continue to play a pivotal role in leading AIMS to a new level of safety management with the ambition of becoming a leader in safety management in its industry.
Category 3: Best Solution to an Identified Workplace Health and Safety Issue
Australian air Express for Opening Doors to a Safer Workplace
About Australian air Express
Australian air Express (AaE) was formed in 1992 as a joint venture between Qantas Airways Limited and Australia Post. With exclusive access to over 500 daily Qantas passenger flights and dedicated freighter aircraft, AaE holds a significant share of the domestic airfreight business throughout Australia.
The problem
Since the commencement of operations in 1992, AaE has undertaken manual sorting of all freight. Through a study of labour cost history and an analysis of workplace injury records and projections, it was recognised that the business could not sustain or increase the growth rate by merely updating machinery and working systems, or by employing more people for the tasks.
The risks involved in the manual handling process and lack of adequate traffic management systems at AaE facilities had been recognised via both state and national risk assessments as early as 2001. Higher lost time injury claim costs and absenteeism were having a crucial impact on the organisation and in particular the Victorian depot.
The approach
In 2004, AaE devised a national business strategy titled ‘Building our Future,’ to revolutionise the way business was undertaken through a comprehensive program of facilities redevelopment and process improvements. At the centre of this strategy was the development of new, state of the art Domestic Freight Handling Centres (DFPCs), incorporating market leading, automated sortation technology.
The design of the DFPCs provided the opportunity to eliminate or significantly reduce many manual handling risks and traffic management hazards in the new facilities, as well as improving the safety culture within the organisation through a change management program.
The Victorian senior management team took this as a platform to further improve safety at all sites. This was undertaken through improved management accountability across all divisions and employee involvement. It was agreed that elimination of injuries must be the focus.
The outcome
The design process and commissioning of the DFPCs reinforced the philosophy that productivity and safety are inherently linked. Embracing this philosophy has led to an effective solution that achieves ultimate efficiency and service delivery with fewer injuries and lower costs.
The Victorian DFPC has achieved an improved safety culture, resulting in a significant reduction in the lost time injury frequency rate (LTIFR) from 13.7 in 2006–07 to 10 in 2007–08 and 5.5 for the 12 months ending 30 April 2009. Its workers’ compensation claims have reduced from 13 in 2006–07 to 9 in 2007–08 and 2 for the 2008–09 financial year. Over the three–year period, it has shown a 60% reduction in the LTIFR and an 85% reduction in workers’ compensation claims.
Future plans
AaE recognises that despite the achievements to date, the journey is by no means complete. The commitment by senior management continues to drive the process for an improved safety culture and the lessons learned in Victoria will be rolled out nationally. Programs for the further evolution of the safety culture are being expanded to other states to ensure that safety remains paramount in the eyes of all AaE personnel.
Category 4: Best Individual Contribution to Health and Safety
Sub-category a) An employee who does not have responsibility for OHS as part of their duties
WO2 Bruce Ferguson from Department of Defence
About WO2 Bruce Ferguson and his role
WO2 Bruce Ferguson is an instructor at the Army School of Electrical & Mechanical Engineering (ASEME), located within the Albury Wodonga Military Area. The school delivers Nationally Accredited Technical Training to a range of Army personnel.
The problem
The Armament Construction Wing of the school had an OHS issue with the gas manifold system, which is a set of pipes that deliver oxygen and acetylene from tanks to the welding bay. These pipes run throughout the buildings and provide the gas used in welding. Bruce identified several issues with the gas manifold system, such as the installation of incorrect flashback arrestors and labelling and painting of the pipes, to notify building contractors of gas pipes if they were drilling.
Bruce conducted an investigation and identified a number of significant risks that represented potential for gas leakage, gas explosion and fires, due to substandard and aged equipment.
The approach
Bruce immediately commenced the process to temporarily shut down the system until the issues could be rectified. He also started to investigate alternative and safer methods to conduct weld training. One of the options involved proposing that a new virtual reality system called the SIMWELDER be implemented into the welding trade program for environmental friendly, efficient training, to reduce the risks of exposure to weld hazards.
The outcome
Bruce’s approach to the gas manifold system issues was a simple solution of using trolleys with oxygen and acetylene cylinders. This solution was deemed suitable to implement and within budget, and would also enable ease in updating equipment to industry standards should it ever occur.
There are currently 11 SIMWELDER units used in the facility for training, removing trainees from the operational area for their initial training and thus reducing the risk of injury. In addition, use of the SIMWELDER saves on the cost of materials and increases productivity, as the time taken to train students is reduced.
Future plans
Standardising the school’s welding equipment could lead to a whole revamp of welding equipment around Defence training centres and other Defence welding facilities. In addition, new policies could be introduced for it to be a requirement that gas manifold systems be routinely tested for faults.
Sub-category b) An outstanding contribution by a person with responsibility for OHS as part of their duties
Mr Russell Power from Department of Defence
About Russell Power and his role
The Royal Australian Navy (Navy) is represented in North Queensland by HMAS CAIRNS, with the Navy Fleet being a regular visitor to the port of Cairns since before the Second World War. Russell Power is the Command OHS Manager.
The problem
HMAS CAIRNS has a relatively small footprint, yet a large workforce, and for two years it has been primarily a construction site. There is not one part of HMAS CAIRNS that has not been affected by this activity. Due to the complexity of the redevelopment activity, coupled with the requirement to allow up to 1,000 personnel access to the establishment daily, Russell’s focus ensured the establishment remained fully operational to support 14 home ported ships, without compromising safety. This proved to be a significant challenge in maintaining safety standards due to ongoing changes around the site.
The approach
Following a safety assessment initiated by Russell, Command was alerted to the high risk that existed to both personnel and the redevelopment project in sustaining the very high workload whilst maintaining the required OHS and environmental standards. This timely assessment is testament to Russell’s continual review philosophy and commitment to keeping senior leaders informed.
Russell established effective communication with all stakeholders, sometimes under difficult circumstances where individual interests were challenging. The excellent rapport he established with the contractor led to many successes and averted potential problems. Again his understanding of the importance of communicating safety issues promptly to his leaders resulted in numerous briefings at short notice, all of which have been informative, timely, easily understood and very effective.
A particularly innovative approach to achieving better OHS performance was Russell’s collaborative approach to sharing ideas, processes and procedures with the contractor. This resulted in the contractor adopting some of Defence’s material and philosophy for the betterment of their own system, and forged excellent working arrangement for all involved.
The outcome
Russell was instrumental in identifying the risk to sustaining such high workloads during the peak of activity and the possible consequences to personnel, reputation and the redevelopment project. He relayed his concerns and presented to his leaders workable solutions, which were implemented in accordance with OHS practices.
Russell’s trustworthiness, common sense approach, calculated foresight and problem solving abilities were perfectly suited to the redevelopment challenges he encountered daily. His superior management, negotiation skills and excellent work ethic ensured people were provided a safe and healthy workplace. Russell’s expertise and competence is also recognised by external agencies that have requested his availability to conduct Ship OHS and Environment Audits and deliver specialist briefs on Radiation Hazard and Asbestos Hazards.
Russell has been instrumental in maintaining excellent OHS standards, as well as maintaining integrity of the environment for a prolonged period through a state of significant change.
Future plans
Russell has earned a highly respected and authoritative status in all things safety. This reputation has more recently had a very positive impact on OHS training to a new generation of safety managers. Russell will continue as the lead authority for all issues relating to OHS and environmental compliance and standards.
Category 5: Rehabilitation and Return to Work Award
Australia Post for Creating a Nationally Consistent Approach to the Provision of Rehabilitation Management
About Australia Post
Australia Post has 35,000 employees over three core business areas: delivering letters, handling parcels and operating retail outlets. It operates Australia’s largest transport fleet and retail network.
The problem
Australia Post employs both in-house rehabilitation providers and external rehabilitation providers, thus creating a challenge to unify their approach to service delivery so that every employee receives the same level of rehabilitation intervention, regardless of their location. Underlying this was a commitment to providing every employee with an offer of meaningful suitable duties.
It was identified that there were inconsistencies in Australia Post’s approach to rehabilitation management between states and between internal and external rehabilitation providers. While good return to work outcomes were being achieved, Australia Post endeavoured to establish a management system and nationally consistent approach to rehabilitation that would become industry best practice.
The approach
In 2006 Australia Post’s Workplace Injury Prevention and Management Unit (WIPM) was formed. This branch brought together each state rehabilitation function under national management. The aim of this initiative was to:
- forge closer working relationships between rehabilitation, workers’ compensation and OHS
- ensure that rehabilitation, workers’ compensation and OHS issues and outcomes are tabled and discussed at a national executive level
- standardise rehabilitation processes and procedures, drawing on the strengths of each state to create a national approach
- ensure that injured workers receive consistent service regardless of location
- create strong working relationships between state rehabilitation managers
- reduce workers’ compensation costs.
The outcome
The WIPM Unit is now recognised as a key business unit within Australia Post and in 2007 was awarded an Australia Post National Excellence Award.
Australia Post has achieved impressive results in the areas of return to work, reduction in lost working days and provision costs. Australia Post has exceeded the scheme average in return to work performance from 2005–06 to 2007–08, for the following indicators: employees who returned to work for some period since the injury; employees who returned to work with their original employers; and employees who returned to work to their original duties.
Australia Post’s commitment to best practice rehabilitation is further evidenced by its well developed and constantly evolving management systems.
Australia Post holds a tier 3 licence in prevention, rehabilitation and workers’ compensation, and its commitment to early intervention is evidenced by the fact that in the majority of cases rehabilitation services commence prior to a claim being accepted.
Future plans
Due to the success of this initiative, plans for the future are to continue with more of the same. Australia Post will continue to strive to exceed service standards and set an industry benchmark for occupational rehabilitation services. It will further its commitment to ensuring that all injured workers receive the highest level of care and that in all instances suitable duties are provided, thus reducing the human, workplace and financial impact of work related injuries.
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