HSWMS Audits
Health, Safety and Wellbeing
Management Systems Audit
Report
GOODWOOD INSTITUTE OF TAFE
Department of Education, Training and Employment
November 2009
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this
document.
Page 1 of 47
HSWMS Audits
1.0 Executive Summary
A review of Goodwood Institute of TAFE (GWIT) workplace health and safety management systems
was conducted on 1 - 3 November 2009 to determine the Institute’s level of health and safety
performance measured against the criteria detailed in the Safer Workplaces Agency Toolkit,
Organisational Assessment and Improvement Tool for Queensland Public Sector Agencies.
The system was assessed on the basis of information provided to the auditor by the Institute through
documentation and personnel interviews, in addition to information available on the intranet.
GWIT has three campus locations - Goodwood, Blacktown and Brownlands - with employees working
at each of these locations. The audit was conducted at two of the sites - Goodwood and Blacktown
campuses. Although the auditor did not visit all of the campuses, the auditor has made the
assumption that the activities observed and the information gathered from personnel at the
aforementioned campuses is indicative of all locations.
For the purposes of these audits, an overall rating for GWIT has been calculated by applying a
numerical score to each rating. The results of the audit found that the criteria assessed averaged a
score of 3.21, equivalent to a C rating, which alludes to ‘Meets all essential criteria, however, planning
implementation and/or communication needs improvement.’. It should be noted that this is an
averaged score and a number of the criteria were assessed as meeting some of the key best practice
criteria.
Findings from the review identified that some essential elements of a safety management system
have been developed, implemented and reviewed at GWIT. The Property and Operations Managers
at each of the campuses undertake and manage a comprehensive specific and safety audit schedule.
Senior management expressed a commitment to workplace health and safety and were aware of their
responsibilities for managing HSW issues and fostering a safe and healthy workforce. GWIT has
developed a systematic and integrated approach to defining HSW objectives and targets, identifying
and managing risks and developing and implementing healthy lifestyle programs that are integrated
into the Institute’s Strategic Plan.
There are also a number of key strategic opportunities for improvement that if implemented will have
a positive effect on strengthening health and safety performance. The aim of the recommendations is
to ensure GWIT HSW management system achieves compliance with the essential criteria of JAG’s
Safer Workplaces Toolkit. The auditor/s recommend the following:







The inclusion of HSW responsibilities as a key accountability in performance agreements.
Ensure the outcomes of progress with HSW activities are reported to and reviewed by the
Institute Director and the Institute Executive Team.
Incorporate HSW objectives and measurable targets in the Institute’s Strategic and Business
Plans.
Develop a formal process to ensure senior management are actively involved in the HSW
consultative arrangements and a link from these processes to the GWIT strategic planning
process.
Develop and implement a safe driving program.
Ensure the Staff induction, refresher and ongoing HSW related training programs are effectively
implemented.
Develop a process to strategically review incidents and causal factors to prioritise actions to
reduce the incidence and severity of injuries and ensure the results of the review are incorporated
into the Institute’s Strategic and Business plans.
Failing to meet the requirements of such criteria may result in the following commercial implications:
o Potential non-compliance with Queensland Workplace Health and Safety legislation, resulting in
penalties (i.e. fines, enforceable undertakings and/or prosecutions) for managers and directors
o Poor management of health and safety risks resulting in injuries and/or illnesses to employees,
students and visitors
o Workers’ compensation claims, increased insurance premiums and litigation resulting in direct
financial costs to the Institute
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this
document.
Page 2 of 47
HSWMS Audits
o
Negative impact to the Institute’s and the department’s public perception and reputation in the
eyes of employees, students, customers, suppliers, stakeholders and the wider community,
resulting in further damaging effects on turnover and profitability.
2.0 Background
The department recognises that the safety of our learning and working environments and the health
of our people are integral to delivering our vision of a clever, skilled and creative Queensland. To fulfil
this obligation, the department has committed to creating a robust health, safety and wellbeing (HSW)
performance based culture by leading and supporting the development of clearly defined, focussed
and articulated health, safety and wellbeing goals, performance measures and targets at the
strategic, operational, business unit and individual planning levels. The Queensland Government has
also set a range of targets for government agencies in the Queensland Government Safer and
Healthier Workplaces 2007 - 2012 framework as a step towards achieving the national vision of
Australian workplaces free from death, injury and disease. The Safer and Healthier Workplaces
2007 - 2012 framework is the continuation of the focus of government agencies on the three major
issues that directly relate to improving injury prevention and workers’ compensation claims
performance, namely:
 Improving health, safety and wellbeing management systems
 Establishing systematic injury management processes, and
 Workers’ compensation claims management issues.
The success of all strategies relies on the ongoing commitment from senior management and the
provision of adequate resources within agencies to implement improvement programs. The challenge
for senior managers is therefore not only to improve safety and injury management systems but also
to develop skills that build positive management and worker capabilities. An important element of the
strategy was the establishment of targets, with results being monitored and reported to agencies. The
Safer and Healthier Workplaces Organisational Assessment and Improvement Tool for
Queensland Public Sector Agencies is a document developed to assist government agencies in
undertaking an assessment of their workplace health, safety and wellbeing performance against
specified essential and best practice criteria. The tool has been designed to rate the level of
performance against five pre-determined rating criteria for scoring the business unit’s performance.
By definition, a HSWMS audit is a ‘systematic examination against defined criteria to determine
whether activities and related results comply with planned arrangements, and whether these
arrangements are implemented effectively and are suitable to achieve the organisation’s policy and
objectives’. An audit of a HSWMS is separate from a workplace inspection program. Inspections are
conducted to detect hazards in the workplace and to check how well risk controls are working for
particular activities, processes or areas. Audits look at the procedures and processes that are
intended to manage the entire health and safety program, rather than the individual deficiencies and
failures identified during inspections. These two activities (audit and inspection), are complementary
to each other and are not mutually exclusive.
Some of the audit criteria in the Safer and Healthier Workplaces Audit Tool refer to the requirements
of the relevant health and safety legislation, and conformance to these criteria should indicate that the
organisation has adopted the management practices needed to fulfil its legal responsibilities.
However, conformance to the audit criteria alone does not assure compliance with all statutory
obligations nor does it preclude any action by a regulatory body.
The HSWMS audits are a tool to assess how effectively the system, including its structure, policies,
planning activities, resourcing, operating procedures, and work practices combine together to
manage the risks associated with the organisation’s business. Audits are not designed to measure
the performance of individuals working within the system. Instead, the information generated through
an audit will provide evidence and rate the level of performance by the business unit against the
essential and best practice audit criteria, and will provide recommendations for solutions to any
identified problems.
This document specifies essential and “best practice” criteria against which HSW performance can be
measured. It then rates the level of performance on a five-tier evaluation scale from “best practice” to
“non-conformance” (i.e. A through to E).
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this
document.
Page 3 of 47
HSWMS Audits
3.0 Results Summary
Findings of the HSW management system review are detailed in the HSW Improvement Standard
Assessment - criteria checklists (see Attachment A). These findings may include recommendations
for implementation for both the Institute and the Department. The HSW Improvement Action Plan
(see Attachment B) included in this report will only include recommendations for the Institute.
A summary of the findings for each performance criteria is outlined below.
Key Element
A. HSW Policy &
Commitment
B. Planning
Performance Criteria
1 HSW Policy
Rating
Score
9 Claims Management
C
D
D
B
C
D
B
D
A
B
3
2
2
4
3
2
4
2
5
4
10 Incident Recording, Investigation, Analysis &
Review
D
2
11 Measuring & Evaluating HSW Performance
B
4
12 Reviewing HSW Performance
B
4
13 Institute Director and/or DG Reporting
B
4
3.21
2 Management Responsibility
3 Planning Processes
4 Consultation
5 Risk Management
5(a) Driver Safety
6 Healthy Lifestyle Programs
C. Implementation
7 Information, Instruction & Training
8 Injury Treatment & Management
D. Measurement &
Evaluation
E. Review &
Improvement
Overall Rating
Graphical representation of summary of audit findings
WHS Policy
3
Management responsibility
2
Planning Processes
2
Consultation
4
Risk Management
Driver Safety
3
2
Healthy Lifestyle Programs
Information, Instruction & Training
4
2
Injury Treatment & Management
Claims Management
Incident Recording, Investigation, Analysis &
Review
Measuring & Evaluating WHS Performance
5
4
2
4
Reviewing WHS Performance
4
Institute Director and/or DG Reporting
4
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this
document.
Page 4 of 47
HSWMS Audits
4.0 Acknowledgements
The auditor would like to acknowledge the assistance of everyone within GWIT who provided their
time for interviews and discussions during the site visit. In particular, the effort of the WH&S
Coordinator, in the preparation of the supplied documentation, arrangement of staff availability for
interviews and assistance during and after the site visit was much appreciated. The auditor would
also like to thank the Property and Operations staff at the campus, for providing me with time out of
their very busy days to give me a tour of the campus visited.
5.0 Key Findings
Element A: HSW Policy & Commitment
1. HSW Policy
The DETE Health, Safety and Wellbeing Commitment Statement meets the majority of the essential
and best practice criteria. GWIT has developed a Workplace Health and Safety Management Plan
that contains a clear commitment by the Institute Management Team and complements the
departmental statement. However, bestowing the approving authority of the GWIT Workplace Health
and Safety Management Plan to the Institute Director, would further embed the commitment to HSW.
Current Rating: C
2. Management Responsibility
All senior managers interviewed were aware that they had HSW responsibilities, however these
responsibilities are not documented in their position descriptions and there is no measurement of
individual HSW performance. Ensuring the Institute develops and implements a program to monitor
and measure HSW performance of senior managers will enable improved outcomes in the future.
Current Rating: D
Element B: Planning
3. Planning Processes
The Institute has developed planning processes to include HSW as a key objective supported by
defined measurable outcomes and there is some indication that HSW activities are periodically
reviewed. However, the Business Plan does not contain any specific HSW initiatives and there is no
evidence of effective implementation of the procedures for risk management.
Current Rating: D
Element C: Implementation
4. Consultation
GWIT has a comprehensive process for the provision of consultation opportunities for staff. The
Workplace Health & Safety Accountability & Reporting Requirements procedure documents clear
lines of communication between management and staff and the audit findings show this process has
been effectively implemented. However, there is no formalised consultation process that links to the
WHS planning process.
Current Rating: B
5. Risk Management
There is a process in place for the identification, assessment and elimination or control of health and
safety risks at the Institute. However, the implementation of the process needs further review. In
particular, ensuring the Risk Management Committee is actively meeting the documented objectives,
reviewing the Risk Register, reporting emerging issues to the Institute Management Team and
preparing an annual report as input into the Institute’s planning process will enhance the current risk
management strategies. Moreover, integration of the ‘hierarchy of controls’ risk management
principles would lead to improved outcomes. GWIT should also consider aligning prioritised safety
improvements to senior manager’s performance agreements and reviewing the mechanism for early
reporting of significant risks to the Institute Director.
Current Rating: C
5(a). Safe Driving Program
There is evidence that GWIT have a safe driving program that has been included in the planning
process as evidenced by the inclusion of the Think Safe, Drive Safe section in the online staff
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this
document.
Page 5 of 47
HSWMS Audits
induction and the measures implemented to reduce the number of vehicles travelling between
campuses and encouraging staff to share the driving. Ensuring the current programs are documented
including clearly defined objectives and targets and implementing performance measures to allow the
Institute to measure progress in achieving objectives and targets will further integrate the driver safety
program into GWIT strategic plans.
Current Rating: D
6. Healthy Lifestyle Program
The GWIT Organisational Wellness program meets all of the essential criteria and is included as a
key objective in the Workforce Capability Unit’s business activities. The Workforce Management Plan
contained clear objectives and measurable targets and the Institute has delivered effective activities
in 2009. In particular the ‘FISH Philosophy and Program’ was well received by the majority of staff
interviewed. All staff interviewed were aware of the Organisational Wellness activities and staff that
attended activities believed they had made a positive impact.
Current Rating: B
7. Information, Instruction & Training
GWIT has a process in place for providing information, instruction and training to staff and analysis of
the training needs of the Institute is undertaken. However, the most recent review of the induction
training has identified that almost half of the new staff have not completed the induction program. A
report of the Group Participation Information for CQI 2009 Staff Induction Refresher shows that a
large proportion of staff have not completed or only partially completed this training. Specific training
whenever new equipment or plant is purchased or there are changes to the work environment is not
always implemented. Ensuring these induction and ongoing training programs are effectively
implemented will increase staff knowledge relating to HSW.
Current Rating: D
8. Injury Treatment & Management
The Injury Management and Rehabilitation Framework meet all the relevant essential and best
practice criteria in the guidance. The procedures are understood by staff and managers and the
Institute Director is committed to ensuring early intervention strategies are effectively implemented.
The current injury management statistics show an increase in claims lodged, however the costs per
claim has reduced significantly over the same period and the cost per FTE is well below the state
average. These statistics reflect the Institute’s effective injury treatment and management program.
Current Rating: A
9. Claims Management
WorkCover claims have been reported to senior management. GWIT has achieved a reduction in the
number of claims lodged in the past two years, although two claims were re-opened after staff
returned to work. Therefore, GWIT should review the return to work programs in these cases. Even
though, reports and comparative data is supplied by the Department, an ‘internal’ annual report is not
produced. Implementing a mechanism for annual reporting of worker’s compensation claims
management may assist GWIT in identifying areas for improvement.
Current Rating: B
10. Incident Recording, Investigation, Analysis & Review
There is a process in place for the recording and investigation of all workplace incidents. Analysis of
incidents is completed, however further detailed analysis and evaluation of trends would assist GWIT
in determining root causes and provide prioritised actions that can be incorporated into the Strategic
and Business Plans. The Institute does not have a mechanism in place to check corrective actions
recommended from the incident investigation are implemented.
Current Rating: D
Element D: Measurement and Evaluation
11. Measuring & Evaluating HSW Performance
GWIT has a number of processes for the ongoing monitoring and review of the WHS management
system. Ensuring the integration of these processes through the implementation of the Business
Operation Plan would create a robust WHS management system. In particular, the inclusion of a
mechanism for reporting the recommended improvements identified by the internal Safety Audit
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this
document.
Page 6 of 47
HSWMS Audits
Schedules program would increase the value of this process. Presenting a WHS performance report
to the DG would ensure compliance with best practice criteria.
Current Rating: B
Element E: Review and Improvement
12. Reviewing HSW Performance
GWIT has processes in place for reviewing all areas of WHS performance for which it has direct
responsibility apart from a documented process for review of WHS performance of senior
management. The processes implemented incorporate the review of WHS management activities and
there is evidence that the review is integrated into planning processes.
Current Rating: B
13. Institute Director and/or Director General Reporting
The WHS Consultant and Safety Committee members stated the mechanisms for WHS reporting to
the Institute Director work effectively. The Institute Director was informed and aware of GWIT WHS
performance. The Departmental processes do not require Institutes’ to directly report on WHS
performance. However, there is some evidence that indirect measures of WHS performance are
reported to the DDG.
Current Rating: B
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this
document.
Page 7 of 47
HSWMS Audits
Attachment A
HSW Improvement Standard Assessment - Criteria Checklists
HSW Management System Analysis
Element A: HSW Policy & Commitment
Performance Criteria 1: HSW Policy
The agency has an HSW policy that clearly states the senior management’s commitment to the HSW function outlines responsibilities for all parties and is clearly communicated to all
staff.
Essential Criteria:
Compliance
To be effective, the policy should:
Comments
The DETE Health, Safety and Wellbeing Commitment Statement was displayed at the
campus visited and is accessible on the GWIT intranet. In addition to the departmental
statement, GWIT have produced a Workplace Health and Safety Management Plan.
The DETE Health, Safety and Wellbeing Commitment Statement contains a general
statement of aims and objectives for improving health and safety that are preventative in
nature.

contain a general statement of aims and objectives for improving
health and safety that are preventative in nature
Y

express clear commitment to health and safety of staff, visitors and
contractors
Y
The DETE Health, Safety and Wellbeing Commitment Statement expresses a clear
commitment to health and safety for “our people, our students, our visitors and volunteers,
our partners and contractors”.

express clear commitment to improving health and safety
performance, legislative compliance, and to the allocation of
appropriate resources
Y
The DETE Health, Safety and Wellbeing Commitment Statement contains several
statements that express these commitments.

express a clear commitment to take a risk management approach to
HSW
Y
The GWIT Workplace Health and Safety Management Plan includes “a commitment by
the Institute Management Team to implement policies and procedures to reduce the risk of
accident, injury and illness to staff, students, contractors and members of the general
public during the operations of the Institute”.

recognise the key role of consultation between staff and
management on HSW issues
Y
The DETE Health, Safety and Wellbeing Commitment Statement recognises the key role
of consultation between staff and management.

be clearly communicated to all staff within the agency on a regular
basis
N
The DETE Commitment Statement and the GWIT Workplace Health and Safety
Management Plan are both available on the GWIT Intranet and the Institute has a process
in place for annual HSW Refresher training for staff. However, the Refresher training does
not refer to either of the aforementioned documents.

outline responsibilities of all parties including senior management,
supervisors and employees.
Y
The DETE Health, Safety and Wellbeing Commitment Statement outlines a commitment to
clearly communicating the health, safety and wellbeing expectations, accountabilities and
responsibilities for all staff. GWIT has further defined the roles and responsibilities for
HSW in the Institute’s Workplace Health and Safety Management Plan.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 8 of 47
HSWMS Audits
Best Practice:
Compliance
Comments
In addition, a best practice policy should:

be signed and dated by the current Institute Director and/or Director
General
N
The GWIT Workplace Health and Safety Management Plan is not signed and dated by the
Institute Director.

be dated within last twelve months or reviewed through quality
procedures annually
N
The GWIT Workplace Health and Safety Management Plan does not state a date of issue
or a date of review.

specify a systematic approach to planning and implementing HSW
Y
The DETE Commitment Statement and the GWIT Management Plan both specify a
systematic approach to planning and implementing HSW.

specify the negotiated and agreed arrangements for continuing
consultation about health and safety
Y

include a review mechanism, which recognises the need to regularly
scrutinise and review performance
Y

where applicable, refer to related policies such as injury
management, rehabilitation.
Y
The DETE Health, Safety and Wellbeing Commitment Statement contains the expectation
that all personnel will work together to achieve and maintain safe, healthy and supportive
working and learning environments.
The DETE Health, Safety and Wellbeing Commitment Statement includes a review and
monitor mechanism for day to day activities, performance, policies and procedures to
continually improve HSW.
The DETE Health, Safety and Wellbeing Commitment Statement refers to rehabilitation
and return to work programs, employee assistance programs and health promotion
programs.
Evaluation Rating:
C
The DETE Health, Safety and Wellbeing Commitment Statement meets the majority
of the essential and best practice criteria. GWIT has developed a Workplace Health
and Safety Management Plan that contains a clear commitment by the Institute
Management Team and complements the departmental statement. However,
bestowing the approving authority of the GWIT Workplace Health and Safety
Management Plan to the Institute Director, would further embed the commitment to
HSW.
Recommendations:
Institute
1. The Institute Director should formally endorse the Workplace Health and Safety Management Plan and effectively communicate the Plan to all staff.
Department
1.
2.
3.
The Department must review the DETE Health, Safety and Wellbeing Commitment Statement and ensure the document is reviewed annually through quality procedures.
Following the review of the Health, Safety and Wellbeing Commitment Statement, the Director General must sign and date the document.
The Department should instigate procedures to ensure that in the event of a new Director General being appointed, the Health, Safety and Wellbeing Commitment Statement is
signed and dated by the new appointment as soon as practicable.
Verification/Documentation Sighted:
DETE Health, Safety and Wellbeing Commitment Statement, GWIT Workplace Health and Safety Management Plan.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 9 of 47
HSWMS Audits
Rating Criteria for HSW Policy:
A.
B.
C.
D.
E.
There is a written policy that meets all the essential and best practice criteria in the guidance.
There is a written policy that meets all the essential criteria in the guidance and specifies a systematic approach to planning and implementing HSW.
There is a written policy that meets all the essential criteria in the guidance. The policy does NOT specify a systematic approach to planning and implementing HSW.
There is evidence of a draft policy but it is not yet implemented.
There is no evidence of an organisational health and safety policy.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 10 of 47
HSWMS Audits
Performance Criteria 2: MANAGEMENT RESPONSIBILITY
Performance agreements for Executives and senior managers include statements of responsibility for HSW.
Essential Criteria:
Compliance
To be effective, agreements should ensure:
Comments
The GWIT Workplace Health and Safety Management Plan states that ‘performance
standards on the WH&S accountabilities and responsibilities are to be included in the
Performance Management Planning Process to ensure assessment at each review’.
However, most staff interviewed stated that HSW is not currently assessed as a task or
responsibility for the role in Individual Achievement Plans.

HSW is set out as a key accountability in performance agreements
N

the key accountability is supported by specific strategies
Y
The GWIT Strategic Plan states that safe work practices is a key priority and includes a
specific strategy to support workplace health and safety. However this strategy is not
supported by initiatives and actions in the GWIT Business Plan.

specific HSW activities are included in senior managers'
performance agreements
N
All senior managers interviewed were aware they had responsibilities for HSW. However,
specific HSW activities are not included in senior managers’ performance agreements.

the HSW activities link to and reflect agency's corporate HSW
objectives
N
The HSW priorities included in the Strategic Plan are not linked to documented HSW
activities.

performance measures are developed to assess senior manager's
progress with HSW activities.
N
An Institute-wide quarterly HSW performance summary is reported to the Institute
Management Team. However the report does not directly assess senior manager’s
progress.
Best Practice:
Compliance
Comments
In addition, to ensure best practice:

progress with HSW activities performance are measured on an
annual basis
Y
Progress with HSW performance is measured on a quarterly basis in the HSW
performance summary report.

outcomes of progress is recorded centrally and reported to the
Institute Director and/or DG on a regular basis
Y
The Institute-wide quarterly HSW performance summary are reported to the Institute
Executive Team, chaired by the Institute Director.

HSW activities are reviewed, so that they align with HSW corporate
objective.
N
The Institute Director stated that even though there is not a formalised process to ensure
the revamped HSW activities align with the Institute corporate HSW objectives there is an
informal process for the incorporation of HSW performance outcomes when the GWIT
Strategic Plan is developed.
D
All senior managers interviewed were aware that they had HSW responsibilities,
however these responsibilities are not documented in their position descriptions
and there is no measurement of HSW performance. Ensuring the Institute develops
and implements a program to monitor and measure HSW performance of senior
managers will enable improved outcomes in the future.
Evaluation Rating:
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 11 of 47
HSWMS Audits
Recommendations:
Institute
1. Ensure all position descriptions include a key accountability for HSW and the responsibilities are reviewed annually.
2. Develop and implement a program to monitor and measure the HSW performance of senior managers.
3. Implement a process to ensure that HSW related performance measures are aligned with business objectives and documented in Strategic and Business Plans.
Verification/Documentation Sighted:
GWIT Workplace Health and Safety Management Plan, GWIT Strategic Plan, GWIT Business Plan, GWIT HSW performance summary.
Rating Criteria for Management Responsibility:
A. Performance agreements of Executives and senior managers include statements of responsibility to HSW that meet all the essential and best practice criteria in the guidance.
B. Performance agreements of Executives and senior managers include statements of responsibility to HSW that meet all the essential criteria and are reviewed annually by the DG.
C. Performance agreements of Executives and senior managers include statements of responsibility to HSW that meet all the essential criteria but they are NOT reviewed annually by the Institute
Director and/or DG.
D. There is evidence of plans to include HSW responsibilities in performance agreements of Executives and senior managers but it has not yet been implemented.
E. There is no evidence of HSW responsibilities built into the performance agreements of Executives and senior managers.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 12 of 47
HSWMS Audits
Element B: Planning
Performance Criteria 3: PLANNING PROCESSES
The agency's planning processes include HSW as a key objective supported by defined measurable outcomes.
Essential Criteria:
Compliance
Comments
To be effective, processes should ensure:

the agency has a corporate plan that includes HSW as an objective
that links to the agency’s Key Result Area

the corporate plan contains as a minimum
Y
The GWIT Strategic Plan lists a key performance indicator for the Institute is “compliance
in addressing workplace health and safety, risk, disaster management and business
continuity issues”.
The GWIT Procedure for Risk Management states that the Institute Risk Management
Committee will meet annually to review the effectiveness of operations and prepare an
annual report as input into the Institute’s business planning process. However, the auditor
did not find any evidence that this formalised process to determine the objectives and
targets documented in the Strategic Plan is currently implemented.
o
clearly defined objectives and measurable targets derived from
the risk assessment process
N
o
performance indicators that will allow the agency to measure
progress in achieving objectives and targets
Y
The Institute-wide quarterly HSW performance summary currently measures Workcover
claims and statutory costs and health and wellbeing activities.
o
specific actions to be taken to achieve the objectives and
targets, within a set timeframe
Y
Property and Operations conduct specific HSW actions such as general and specific
safety audits. The completion of these actions is monitored to ensure targets are met
within the set timeframe.
o
assigned responsibility for the achievement of the objective and
targets
Y
The Manager, Property and Operations is currently responsible for the implementation and
monitoring of risk management strategies, in particular the achievement of the safety
audits.

the business plan contains specific HSW actions to assist in meeting
the corporate HSW objective
N
The GWIT Business Plan does not contain any specific HSW actions to assist in meeting
the objectives in the Strategic Plan.

planning for HSW is undertaken in consultation as per agreed
consultation arrangements
Y
The Workplace Health and Safety Committee at each campus is the main instrument for
consultation on matters relating to health and safety. Minutes of the committee meetings
are available on the GWIT intranet.

planning considers arrangements for emergency planning.
Y
The GWIT Business Plan provides a framework for the implementation of all disaster
related processes.
Best Practice:
Compliance
Comments
In addition, to ensure best practice:

planning for HSW is based on the key priorities identified in the risk
N
The Institute’s risk management procedures provide a framework to ensure significant
risks are identified and managed through an action plan. However, the GWIT Risk Action
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 13 of 47
HSWMS Audits
assessment process and key legislative requirements
Plan on the GWIT Intranet has not been updated for 3 years.

A specific HSW plan is developed that links to the agency's
corporate and business plan, by reference to a corporate objective
Y

progress with HSW Plan is discussed at executive meetings and
outcomes reported to the Institute Director and/or DG
Y
The GWIT HSW performance summary is discussed at the Institute Executive Team and
Institute Leadership Team meetings.

planning for HSW 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.
N
Specific HSW initiatives and actions are not included in the GWIT Business Plan.
D
The Institute has developed planning processes to include HSW as a key objective
supported by defined measurable outcomes and there is some indication that HSW
activities are periodically reviewed. However, the Business Plan does not contain
any specific HSW initiatives and there is no evidence of effective implementation of
the procedures for risk management.
Evaluation Rating:
The documented purpose of the GWIT Workplace Health and Safety Management Plan
links to the key performance indicator in the Institute’s Strategic Plan.
Recommendations:
Institute
1. Ensure the processes contained in the GWIT Procedure for Risk Management are effectively implemented.
2. Implement a process to ensure that specific HSW actions to assist in meeting the GWIT Strategic HSW objectives are included in the Institute’s Business Plans.
Verification/Documentation Sighted:
GWIT Strategic Plan, GWIT Procedure for Risk Management, GWIT HSW performance summary, GWIT Business Plan, Operations Manager Job Description, GWIT Workplace Health
and Safety Management Plan.
Evaluation
Rating Criteria for Planning Processes:
A.
B.
C.
D.
E.
The agency's plans meet all the essential and best practice criteria contained in the guidance.
The agency's plans meet all of the essential criteria in the guidance. The HSW objective is based on the key priorities identified in the risk assessment process and is reviewed at least
annually.
The agency's plan meets all of the essential criteria in the guidance. The HSW objective is NOT based on the key priorities identified in the risk assessment process and/or reviewed at least
annually.
There is evidence of the agency's plans including an HSW objective but it is NOT yet implemented.
There is no evidence of an HSW objective in the agency's planning processes.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 14 of 47
HSWMS Audits
Element C: Implementation
Performance Criteria 4: CONSULTATION
There is a process in place for effective consultation on HSW issues.
Essential Criteria:
Compliance
Comments
To be effective, consultation should ensure:

a negotiated consultative arrangement is in place that is facilitated
by:
o a HSW committee
o election of HSW representatives
Y
o other agreed arrangements
Y

senior management are involved and active in the HSW consultation
arrangements

consultation occurs whenever:
o planning new facilities or refurbishing existing facilities

Y
Y
Y
GWIT has a well established WHS Committee with Terms of Reference listing the
functions, membership and provisions for holding meetings.
Three new WHS representatives have recently been elected by the Electrical, Automotive
and Fabrication teams.
The GWIT Workplace Health and Safety Management Plan contains other agreed
arrangements such as the review of HSW delegations and education and training for
relevant staff.
A representative of the Institute Executive Team is an active member of the WH&S
Committee.
The Workplace Health and Safety Consultant is a member of the Steering committee for
large works projects.
The campus Workplace Health and Safety Officers conduct incident investigations and
provide feedback to the relevant work area and the campus Safety Committee.
The campus Workplace Health and Safety Officers conducts all risk assessments and
provides advice to the relevant work area and the WH&S Committee.
o
investigating incidents
Y
o
reviewing risk assessments or implementing controls
Y
o
developing, implementing and evaluating HSW programs,
policies, procedures and management systems
Y
Policies, procedures and systems are discussed and reviewed at the safety committee
meetings.
o
determining training needs
Y
o
planning changes to work practices, or introducing new ones
Y
o
planning to purchase new or different plant or substances.
Y
Information about HSW is shared with employees and employees
are given the opportunity to participate in decisions affecting HSW
and those views are taken into account
Y
GWIT undertakes training needs analysis annually. Included in the analysis is an e-survey,
feedback through team meetings and individual management interviews.
Senior managers interviewed stated that WHS related changes were reviewed at team
meetings and during quarterly reviews within business units. Staff interviewed indicated
that issues were discussed in team meetings intermittently.
Some staff interviewed were not aware if WHS issues were determined prior to purchasing
new or different plant or substances. However, other staff indicated that WHS issues were
determined prior to purchases. The Facilities Manager stated that the Workplace Health
and Safety Committees provided advice prior to purchase if WHS issues were determined.
Minutes from the campus GWIT Safety Committee meetings are published on the Intranet.
Employees can also participate in decisions affecting HSW in staff forums and team
meetings.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 15 of 47
HSWMS Audits

The consultation process is clearly communicated to all staff.
Best Practice:
Y
Compliance
Staff were aware that HSW issues could be raised at team meetings and that issues could
then be directed to the Safety Committee, if required.
Comments
In addition, to ensure best practice:


additional forms of consultation are provided, e.g.:
Regular staff meetings and the mandatory annual Staff Forum provide staff with
opportunities for consultation.
o
Information sessions and focus groups
o
Including HSW on staff meeting agendas
Y
Senior managers stated that HSW is a standing agenda item on staff meeting agenda’s
and quarterly reviews of WHS related work practices are completed within business units.
However, some staff interviewed stated that HSW was discussed at team meetings only
when required.
o
Encouragement of staff suggestions and input into
consultation process
Y
o
HSW newsletters and/or inclusion of HSW matters in staff
newsletters
Y
o
Tool box meetings
Y
The electronic GWIT Business Improvements Requests (BIR) provides staff with a formal
process to make suggestions and have input into the consultation process.
Staff stated that Healthy lifestyle programs are included in the ‘Inside TAFE’ newsletter
(not verified). HSW information is readily available on the Intranet and HSW-related
‘broadcast’ emails are produced at times.
WHSOs have attended specific workgroup team meetings when required and the
Workplace Health and Safety Consultant attends team meetings regularly.
the consultation process links to the HSW planning process.
Evaluation Rating:
Y
N
There is no formailsed process for the GWIT consultation processes to link to HSW
planning.
B
GWIT has a comprehensive process for the provision of consultation
opportunities for staff. The Workplace Health & Safety Accountability &
Reporting Requirements procedure
documents clear lines of
communication between management and staff and the audit findings show
this process has been effectively implemented. However, there is no
formalised consultation process that links to the WHS planning process.
Recommendations:
Institute
1. Ensure that all staff are aware that WHS is a standing agenda item on staff meeting agenda’s.
2. Develop a formal process to link from the consultation processes to the GWIT strategic planning process.
Verification/Documentation Sighted:
GWIT Safety Committee Terms of Reference, GWIT Workplace Health and Safety Management Plan.
Evaluation
Rating Criteria for Consultation:
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 16 of 47
HSWMS Audits
A.
B.
C.
D.
E.
There is a process for consultation of HSW issues that meets all the essential and best practice criteria in the guidance.
There is a process for consultation of HSW issues that meets all of the essential criteria in the guidance. The consultation process links to the HSW planning process.
There is a process for consultation for HSW issues that meets all of the essential criteria in the guidance. The consultation process is NOT linked to the planning process.
There is evidence of a process for consultation of HSW being developed, but it has not yet been implemented
There is no evidence of a consultation process in place for HSW issues.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 17 of 47
HSWMS Audits
Performance Criteria 5: RISK MANAGEMENT – INCLUDING SAFE DRIVING PROGRAM
Health and safety risks are systematically identified, assessed, eliminated or controlled and recorded on a continuous basis.
Essential Criteria:
Compliance
Comments
To be effective, risk management should ensure:


there is a process in place for the identification, assessment and
elimination or control of all hazardous activities associated with:
o work premises, materials and equipment
o the layout and condition of the workplace
o work practices, work systems and shift work arrangements
the process includes hazards such as the potential for workplace
stress and violence
Hazard Identification

Health and safety risks are systematically identified:
o prior to procurement of goods and services
Y
Y
Y
Y
Y
The GWIT Risk Assessment Guide is a 5 step process for the identification of hazards and
risks, analysis, treatment and review, including a recommendation for staff identify hazards
“by dividing the workplace into logical groupings such as tasks (working on the lathe,
loading the truck, data processing), locations (offices, grounds, warehouse), roles
(electricians, office workers), functions or production processes (administration, cooking,
washing, cleaning, receiving, forming finishing), and type of fixture, fitting or construction
(steps, pavers, nails, etc.)”.
The GWIT Risk Management processes do include security hazards and the GWIT Risk
Assessment Guide lists that sources of risk may include human resources and behaviour.
There is a documented process to identify risks prior to procurement of goods and
services in the GWIT Workplace Health and Safety Management Plan. Some staff stated
that HSW issues are discussed prior to procurement of goods and services when required.
o
prior to completion of design work for new and refurbished
premises
Y
The minutes of the Safety Committee meetings included discussions on several
refurbishment projects.
o
through regular workplace inspections
Y
The regular safety inspections and audits conducted at all campuses are reported as
standing agenda items at each of the Safety Committee meetings.
o
reviewing hazard/incident data
Y
Each campus Safety Committee reviews incident report data at their meetings. The
incident data are reported to the campus Local Consultative Committee Meetings.
o
through task analysis
Y
Several examples of specific task analysis risk assessments were sighted. In addition,
GWIT have developed a specific Electrical Risk Assessment Form and a Hazardous
Substances & Dangerous Goods Risk Assessment Form.
Risk Assessment

Risk assessment takes into consideration:
o frequency of exposure of staff and others
Y
The GWIT Procedure for Risk Management states that operational areas should consider
the number of people involved and the GWIT Risk Assessment Guide states a key
question for identifying risks is “who might be involved in the occurrence of the risk?”.
o
potential severity of outcome
Y
The five levels of consequence for HSW risks are presented in the GWIT Risk
Assessment Guide.
o
likelihood of occurrence
Y
The GWIT Risk Assessment Guide defines likelihood and provides a scale for rating the
risks.
o
prioritisation of risks
Y
GWIT risk management processes prioritise risks into low, moderate, high and extreme
using a risk matrix calculator.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 18 of 47
HSWMS Audits
o
need for risk assessment review process e.g. new hazards,
change in work process
Y
The GWIT Workplace Health and Safety Management Plan states that risk assessments
are to be undertaken for each planned activity or when required by changes to business,
i.e. purchase of new plant and equipment, changes to work patterns, etc.
o
consultation with managers, staff and unions
Y
Consultation processes are described in the GWIT Risk Assessment Guide and the GWIT
Procedure for Risk Management provides staff with a link to an online feedback form.
Y
The GWIT Risk Management processes provide a framework for the management and
control of hazards that can pose risks to health and safety of staff. However, the standard
risk control strategies adopted by GWIT do not consider the ‘hierarchy of controls’ risk
management principles.
Risk Control

agencies plan the management and control of activities, products or
services that can pose risks to the health and safety of employees.
Risk control strategies consider risk management principles e.g.
Elimination, Substitution, etc.
Best Practice:
Compliance
Comments
In addition, to ensure best practice:

prioritised risks should be documented in a risk register or action
plan
N
Even though the GWIT Procedure for Risk Management states that the Risk Management
Committee will meet at least bi-annually to review the Risk Register, the Health and Safety
Risk Action Plan in the Risk Register has not been reviewed since 2004.

prioritised safety improvements should be included in the planning
process and aligned to senior managers' performance agreements
N
The prioritised safety improvements from the Risk Action Plan have been addressed to
some degree in the planning process, but are not aligned to senior managers’
performance agreements.

there should be a mechanism for the early reporting of significant
risks to the Institute Director and/or DG
N
The GWIT Risk Management Policy states that all significant risks are to be reported in a
timely manner to the Institute Executive Team through the Risk Management Committee.
However, there is no evidence that a Risk Management Committee has been appointed or
actively undertaking the documented objectives in the GWIT management structure.

there is a mechanism for the ongoing review of the risk management
process.
N
The implementation of the risk management approach to the Institute’s business
objectives with respect to health and safety as endorsed in the GWIT Risk Management
Policy have not been reviewed since 2004.
Evaluation Rating:
C
There is a process in place for the identification, assessment and elimination or
control of health and safety risks at the Institute. However, the implementation of
the process needs further review. In particular, ensuring the Risk Management
Committee is actively meeting the documented objectives, reviewing the Risk
Register, reporting emerging issues to the Institute Executive Team and preparing
an annual report as input into the Institute’s planning process will enhance the
current risk management strategies. Moreover, integration of the ‘hierarchy of
controls’ risk management principles would lead to improved outcomes. GWIT
should also consider aligning prioritised safety improvements to senior managers
performance agreements and reviewing the mechanism for early reporting of
significant risks to the Institute Director.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 19 of 47
HSWMS Audits
Recommendations:
Institute
1. Integrate the hierarchy of controls risk management principles into the current risk management procedures.
2.
3.
4.
Ensure the Risk Management Committee is actively meeting the documented objectives including reviewing the GWIT Risk Register, reporting emerging issues to the Institute
Executive Team and preparing an annual report as input into the Institute’s planning process for the management and control of activities, products or services that can pose risks
to the health and safety of employees.
Ensure prioritised safety improvements are aligned to senior managers’ performance agreements.
Update the mechanism of early reporting of significant risks to the Institute Director in the current risk management procedures.
Verification/Documentation Sighted:
GWIT Risk Management Policy, GWIT Procedure for Risk Management, GWIT Risk Assessment Guide, GWIT Risk Assessment Form, GWIT Electrical Risk Assessment Form, GWIT
Hazardous Substances & Dangerous Goods Risk Assessment Form, GWIT Risk Register, GWIT Risk Action Plan – Health and Safety, GWIT Workplace Health and Safety
Management Plan.
Evaluation
Rating Criteria for Risk Management – including Safe Driving Program
A.
B.
C.
D.
E.
There is a process in place for the identification, assessment and elimination or control of health and safety risks that meets all the essential and best practice criteria in the guidance.
There is a process in place for the identification, assessment and elimination or control of health and safety risks that meets all of the essential criteria in the guidance. A risk register or action
plan is developed and it is linked to the agency planning processes.
There is a process in place for the identification, assessment and elimination or control of health and safety risks that meets all the essential criteria in the guidance. A risk register or action
plan is developed, but it is NOT linked to the agency planning processes
There is evidence of a process for the identification, assessment and elimination or control of health and safety risks but it is NOT yet implemented.
There is no evidence of a hazard identification risk assessment process in place.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 20 of 47
HSWMS Audits
Performance Criteria 5(a): SAFE DRIVING PROGRAM
This audit criteria was endorsed by the QFleet Driver Safety Sub-Committee on 7 February 2007.
Essential Criteria:
Compliance
Comments
To be effective, programs should ensure:


the safe driving program should be included as an objective in the
agency’s planning process including:
o clearly defined objectives and targets
Y
o
specific actions to be taken within a set timeframe
Y
o
performance indicators that will allow the agency to measure
progress in achieving objectives and targets
N
the agency must have a safe vehicle use policy/guideline/standard
which addresses at least each of the following elements:
o courteous and safe driving behaviours
Y
o
vehicle induction and familiarisation
Y
o
operating conditions
Y
o
seatbelts and other safety features
Y
o
speed
Y
o
journey planning and fatigue management
Y
o
rural and remote driving
N
o
licensing
Y
o
fitness to drive
N
GWIT does not have a safe driving program with clearly defined objectives and targets.
However, staff do have access to a safe driver CD, are provided with information about the
use of the vehicle and procedures to follow in the case of an accident prior to use of a
government vehicle and a carpooling mechanism has been implemented to reduce the
number of vehicles travelling between campuses and encourage staff to share the driving.
GWIT keep a register of drivers licences for staff using government vehicles and ensure
the licence details are updated regularly.
The inclusion of performance indicators in future operational plans will allow the Institute to
measure progress.
The Departmental Motor Vehicle Practices and Procedures (A.I.15) contains the statement
“Drivers of Government vehicles are to act in a courteous manner at all times”.
The DETE Safe Driving Fact Sheet states that drivers should “familiarise yourself with the
vehicle and its operations”.
The DETE Safe Driving Fact Sheet states that drivers should “Drive to road conditions e.g.
wet weather’ and ‘check road conditions with local police, RACQ.
The DETE Safe Driving Fact Sheet states that drivers should be aware of “compliance
with Queensland Road Rules and any safety requirements such as wearing of seat belts”.
The DETE Safe Driving Fact Sheet states that drivers should “observe speeds posted on
roads”.
References are made to journey planning and fatigue management in the DETE Safe
Driving Fact Sheet. GWIT staff are encouraged to include travel time when planning for
meetings, etc. and a carpooling mechanism has been implemented to reduce the number
of vehicles travelling between campuses and encourage staff to share the driving.
Departmental procedures and fact sheets do not include specific elements in relation to
rural and remote driving. However, GWIT staff travelling long distances are issued with a
mobile telephone.
The Departmental Motor Vehicle Practices and Procedures (A.I.15) states that ‘A
Government vehicle must only be driven by an employee or other authorised person who
possesses a current driver’s licence for the class of vehicle in question’. GWIT keep a
register of drivers licences for staff using government vehicles.
Departmental procedures and fact sheets do not include specific elements in relation to
fitness to drive.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 21 of 47
HSWMS Audits
o
alcohol and other drugs
Y
o
mobile phones and other distractions
Y

a strategy for communicating the safe vehicle use
policy/guideline/standard to all employees and examining employee
understanding of the policy
Y

the incorporation of safe vehicle use policy into induction procedures
for all staff
Y

all vehicle crashes and incidents included in WH&S incident
recording and reporting processes
Y

training and education for officers required to operate four-wheel
drive vehicles (or other non-standard vehicles) and/or operate
vehicles in off-road conditions or remote locations.
Y
Best Practice:
Compliance
References are made to affect of alcohol and other medication on a drivers fitness to
operate a vehicle in the DETE Safe Driving Fact Sheet.
The DETE Safe Driving Fact Sheet draws drivers’ awareness to inattention that can be
caused by mobile phones and other distractions.
Staff were aware of the need to present their drivers licence prior to obtaining an Institute
vehicle. Staff are provided with information about the use of the vehicle and procedures to
follow in the case of an accident prior to use of a government vehicle and some staff
stated they were given advice on the use of vehicles.
The GWIT Staff Induction contains a section entitled ‘Think Safe, Drive Safe’ that states
the requirements for licensing for use of government vehicles and a contact for staff
interested in undertaking driver safety training.
The DETE Safe Driving Fact Sheet states that drivers should report road accidents. Staff
indicated that all incidents involving vehicles are reported on ‘EV010’ forms.
Licensing for the operation of non-standard vehicles, such as forklifts, are obtained from
the relevant staff and stored on their personnel files. Training is not provided for the
operation of vehicles in off-road conditions or remote locations.
Comments
In addition, to ensure best practice:

a needs assessment performed annually
N
The GWIT Skills Stocktake did not include a needs analysis of the safe driving program.

the inclusion of a safe driving program in the agency’s WH&S
management system
N

processes for monitoring the safety of drivers and for providing
feedback to employees about their driving safety. An
incentive/reward program for safe driving may also be developed
N
The GWIT ‘Think Safe, Drive Safe’ program is incorporated into the staff induction
program but not the GWIT Workplace Health and Safety Management Plan.
Neither the Department nor GWIT have processes for monitoring the safety of drivers and
providing feedback to employees about their driving safety.

where a position requires an employee to spend a significant
amount of working hours driving a vehicle, driving should be
included in the position description for the position and in
performance appraisal processes
N
The GWIT Human Resources staff interviewed stated that no specific driving requirements
are included in the position descriptions for any GWIT staff.

education programs for drivers, including a focus on factors
influencing driving behaviour and self examination of attitudes and
behaviours.
N
Staff interviewed were not aware of an education program for drivers that focus on factors
influencing driver behaviour and self examination of attitudes and behaviours.
D
There is evidence that GWIT have a safe driving program that has been included in
the planning process as evidenced by the inclusion of the Think Safe, Drive Safe
section in the online staff induction and the measures implemented to reduce the
number of vehicles travelling between campuses and encouraging staff to share the
driving. Ensuring the current programs are documented including clearly defined
Evaluation Rating:
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 22 of 47
HSWMS Audits
objectives and targets and implementing performance measures to allow the
Institute to measure progress in achieving objectives and targets will further
integrate the driver safety program into GWIT strategic plans.
Recommendations:
Institute
1.
2.
3.
4.
Document the current Safe Driving programs and procedures to ensure compliance with the current criteria including incorporating the programs into the GWIT HSW management
system with clearly defined objectives, set timeframes and measurable targets.
Ensure training and education of staff required to travel long distances (rural and remote driving) is consistently delivered and the outcomes are measured and reviewed.
Incorporate a training needs analysis for monitoring the safety of drivers and for providing feedback to employees about their driving safety in the GWIT Skills Stocktake.
Consider the delivery of the CARRS-Q Driver Education program that focuses on factors influencing driver behaviour and self examination of attitudes and behaviours.
Department
1. The Department must update the Safe Driving programs, procedures and fact sheets to ensure compliance with the current criteria.
Verification/Documentation Sighted:
Departmental Motor Vehicle Practices and Procedures (A.I.15), Departmental Safe Driving Fact Sheet, GWIT Staff Induction, GWIT Skills Stocktake, GWIT Workplace Health and
Safety Management Plan.
Evaluation
Rating Criteria for Safe Driving Program:
A.
B.
C.
D.
E.
There is a safe driving program as a key objective supported by defined measurable outcomes that meets all the essential and best practice criteria.
There is a safe driving program included in the agency’s planning process and all of the essential criteria are met. Two or more of the best practice criteria are also met.
There is a safe driving program included in the agency planning process and all of the essential criteria are met.
There is evidence that a safe driving program has been included in the agency’s planning process.
There is no evidence of a safe driving program included in the agency’s planning process with defined and measurable outcomes.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 23 of 47
HSWMS Audits
Performance Criteria 6: HEALTHY LIFESTYLE PROGRAM
The agency’s planning processes include a healthy lifestyle program as a key objective supported by defined measurable outcomes.
Essential Criteria:
Compliance
Comments
To be effective, programs should ensure:
 the healthy lifestyle program should be included as an objective in
the agency’s planning process including:
o clearly defined objectives and measurable targets
o
specific actions to be taken within a set timeframe
 the healthy lifestyle programs should include:
o a worksite based committee comprising the functional areas of
the workplace including HSW, HR, health promotion, etc.
Y
The GWIT Strategic Plan includes a key performance indicator to achieve survey results
that reflect positive attitudes towards work life balance.
Y
The GWIT Business Plan contains specific actions to undertake annual Organisational
Wellness Project and lists the Director Human Resources as the Action Officer.
Y
The Local Consultative Committee Meetings and the Institute Leadership Team comprises
the functional areas of the workplace including HSW, HR and health promotion.
GWIT’s Workforce Management Plan forms an integral part of the Institute’s strategic and
business planning framework and outlines priority strategies to be undertaken in four key
focus areas to achieve the goals and outcomes.
Staff interviewed had voluntarily participated in some of the healthy lifestyle programs
offered.
Staff are provided with information on the healthy lifestyle programs via email and intranet.
o
an organisational profile which identifies organisational,
environmental and individual factors to be undertaken
Y
o
voluntary participation by staff
Y
o
a marketing and communication plan
Y
o
infrastructural planning to ensure appropriate human and
material resources have been identified
Y
Human and material resources to develop and implement an annual Organisational
Wellness Program and provide advice to all staff on work/life balance options have been
identified in the GWIT Workforce Management Plan.
o
a needs assessment which allows staff to identify health issues
of interest to them
Y
Staff are able to identify health issues of interest to them in the GWIT Skills Stocktake.
o
program planning including multiple strategies at the
organisational, environmental and individual level with defined
measureable outcomes
Y
o
a comprehensive evaluation plan including
and outcome measures
Y
GWIT healthy lifestyle programs included multiple strategies aimed at both the
organisational and individual levels. The GWIT Workforce Management Plan contains
defined measurable outcomes.
The results have been measured by the Skills Stocktake and the Work Effectiveness
Report completed by an external provider.
process, impact
 the healthy lifestyle program is clearly communicated to all staff
Y
All staff interviewed had knowledge of the healthy lifestyle programs.
 performance indicators that will allow the agency to measure
progress in achieving objectives and targets
Y
The Workforce Management Plan and Workforce HSW performance report contains
performance indicators that allow the Institute to measure progress in achieving objectives
and targets.
 information about healthy lifestyle is shared with all staff and staff
are given the opportunity to participate in decisions about the
healthy lifestyle program and those views are taken into account.
Y
The survey results are shared with staff and the advice given by staff in the surveys are
taken into account for future healthy lifestyle programs.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 24 of 47
HSWMS Audits
Best Practice:
Compliance
Comments
To ensure best practice:

the needs assessment should occur on an annual basis
Y
The GWIT Skills Stocktake is conducted on an annual basis.

the healthy lifestyle program considers the interactive nature of
factors affecting the health of staff such as job demands, worker
characteristics, work culture, work environment and extraorganisational influences
Y

parameters for the evaluation of the healthy lifestyle program include
cost-benefit and efficiency
N
The ‘FISH Philosophy and Program’ recently presented to staff considers the interactive
nature of factors affecting staff and encourages staff to be there for their co-workers and
customers, play, make someone's day, and choose their attitude about how they show up
for work.
Apart from anecdotal evidence and the staff survey results, GWIT does not evaluate costbenefit and efficiency of the healthy lifestyle program.

includes an annual review mechanism, which recognises the need
to regularly scrutinise and review performance
Y
GWIT review performance through the Workforce Management Reports and the internal
and external survey results.

there is a written policy and program plan for the healthy lifestyle
program which is posted in every work area and/or staff noticeboard/
agency intranet etc.
Y
Staff are able to view the Organisational Wellness Program on the GWIT Intranet. The
program activities are also advertised by email.
Evaluation Rating:
B
The GWIT Organisational Wellness program meets all of the essential criteria and is
included as a key objective in the Workforce Capability Unit’s business activities.
The Workforce Management Plan contained clear objectives and measurable targets
and the Institute has delivered effective activities. In particular the ‘FISH Philosophy
and Program’ was well received by the majority of staff interviewed. All staff
interviewed were aware of the Organisational Wellness activities and all staff that
attended activities believed they had made a positive impact.
Recommendations:
Institute
1. GWIT should continue to operate the effective Organisational Wellness Program.
2. Consider conducting a cost-benefit analysis of the healthy lifestyle program.
Verification/Documentation Sighted:
GWIT Strategic Plan, GWIT Business Plan, GWIT Workforce Management Plan, GWIT Skills Stocktake, GWIT HSW performance reports.
Evaluation
Rating Criteria for Healthy Lifestyle Program:
A.
B.
C.
D.
E.
There is a healthy lifestyle program as a key objective supported by defined measurable outcomes that meets all the essential and best practice criteria in the guidance.
There is a healthy lifestyle program that meets all the essential criteria in the guidance. The healthy lifestyle program is included as a key objective in the agency’s planning processes.
There is a healthy lifestyle program that meets all the essential criteria in the guidance. The healthy lifestyle program is NOT linked to the agency’s planning processes.
There is evidence of a planning process including healthy lifestyle program as a key objective but it has not yet been implemented.
There is no evidence of a planning process including healthy lifestyle program as a key objective supported by defined measurable outcomes.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 25 of 47
HSWMS Audits
Performance Criteria 7: INFORMATION, INSTRUCTION AND TRAINING
There is a process in place for providing information, instruction and training for all staff on HSW issues.
Essential Criteria:
Compliance
Comments
To meet the essential criteria, a process should be in place to ensure:
The completion rates for the GWIT Staff Induction for New Employees are reviewed every
3 months. The most recent survey shows that 52% of new staff have completed
inductions.
Staff indicated that some changes had been made to certain operations to reduce
exposure to risk and a number of training programs are available to staff. The GWIT
Workplace Health and Safety Handbook contains guidance for working with hazards such
as electrical equipment, chemicals and manual handling.
The Workplace Health and Safety Manager and Workplace Health and Safety Officers
have been provided with information, instruction and training. However, supervisors should
also be given responsibility for identifying, assessing and controlling workplace hazards.
The GWIT Workplace Health and Safety Management Plan states that purchasing
procedures incorporate steps involved in the evaluation of the purchased item to ensure
that it conforms to all stipulated HSW requirements. However, staff indicated that they
familiarised themselves with new equipment and didn’t always evaluate the HSW
requirements.
Some managers, in particular the Property and Operations Managers have been provided
with specific HSW training. However managers and senior managers outside this section
have not been provided with specific HSW information, instruction and training.
 each new employee receives induction training
N
 employees exposed to risks in the workplace are informed of
procedures to maintain safety
Y
 staff responsible for identifying, assessing and controlling workplace
hazards are provided with information, instruction and training
Y
 staff are trained whenever new equipment/plant is purchased or
there are changes to the work environment
N
 managers and senior managers are provided with specific HSW
information, instruction and training
Y
 HSW practitioners undertake specific professional development
training
Y
The Workplace Health and Safety Manager has completed Workplace Rehabilitation and
Return to Work Coordinator and WHS Essentials for Committee Members training.
 staff with HSW functions such as First Aid Officers, Fire Wardens,
Rehabilitation Coordinators, committee members etc. are provided
with ongoing specific agency information, instruction and training
Y
The WHS Manager is currently reviewing the levels of training for staff with First Aid and
Rehabilitation Coordinator functions and arranging for further training where required.
 information, instruction and training is easy to understand, e.g.
where English is a second language, consider providing information
in the employee's native language
Y
The information, instruction and training presented to the auditor was easy to understand.
The majority of procedures contained a flowchart representation of the process to assist
the ease of interpretation and understanding.
 information, instruction and training delivered is centrally recorded.
Y
The formal training delivered is centrally recorded on the Aurion ESS system.
Best Practice:
Compliance
Comments
To ensure best practice:
 a needs analysis is carried out to identify information, instruction
and training required within the agency
Y
The GWIT Skills Stocktake measures the attendance rates and provides staff with an
opportunity to recommend other skills they need to develop in their current roles.
 the needs analysis is linked to the planning processes
Y
The GWIT Workforce Management Plan contains detailed analysis of all professional
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 26 of 47
HSWMS Audits
development investment for staff and documents strategies to achieve the stated goals
and outcomes.
 information, instruction and training provided is evaluated
N
The GWIT Training and PD Application allow managers to request staff to complete a
report on the training attended. However, on the applications sighted, this reporting
requirement was not requested.
 information, instruction and training needs are reviewed on at least
an annual basis.
Y
The GWIT Workforce Management Plan contains an objective to undertake an annual
skills audit of the workforce.
Evaluation Rating:
D
GWIT has a process in place for providing information, instruction and training to
staff and analysis of the training needs of the Institute is undertaken. However, the
most recent review of the induction training has identified that almost half of the
new staff have not completed the induction program. A report of the participation
information for Staff Induction refresher training shows that a large proportion of
staff have not completed or only partially completed this training. Specific training
whenever new equipment or plant is purchased or there are changes to the work
environment is not always implemented. Ensuring these induction and ongoing
training programs are effectively implemented will increase staff knowledge relating
to HSW.
Recommendations:
Institute
1.
2.
3.
4.
Ensure that all new staff members receive an Institute induction at the commencement of their employment.
Supervisors should be given the responsibility for identifying, assessing and controlling workplace hazards. Therefore supervisors should receive information instruction and
training in identifying, assessing and controlling workplace hazards.
Ensure that staff are trained whenever new equipment/plant is purchased or there are changes to the work environment.
Consider implementing the reporting requirements for staff training and development to evaluate the effectiveness.
Verification/Documentation Sighted:
GWIT Staff Induction for New Employees, GWIT Workplace Health and Safety Handbook, GWIT Workplace Health and Safety Management Plan, GWIT Skills Stocktake,.
Evaluation
Rating Criteria for Information, Instruction and Training:
A.
B.
C.
D.
E.
There is a process in place for providing information, instruction and training to all staff on HSW issues that meets all the essential and best practice criteria in the guidance.
There is a process in place for providing information, instruction and training to all staff on HSW issues that meets all the essential criteria in the guidance. An information, instruction and
training needs analysis is undertaken.
There is a process in place for providing information, instruction and training to all staff on HSW issues that meets all the essential criteria in the guidance. An information, instruction and
training needs analysis is NOT undertaken.
There is evidence of a plan for providing information, instruction and training to all staff on HSW issues but it is not yet implemented.
There is no evidence of a process for providing information, instruction and training of staff on HSW issues.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 27 of 47
HSWMS Audits
Performance Criteria 8: INJURY TREATMENT AND MANAGEMENT
There is a process in place for providing information, instruction and training for all staff on HSW issues.
Essential Criteria:
Compliance
Comments
To satisfy the essential criteria an agency should have a process in
place for injury treatment and injury management that includes the
following:
Injury treatment

first-aid facilities (e.g. first aid officers, kits, rooms, trained
personnel)
Y
Emergency procedures instructions, including first aid assistance and listing the first aid
contact number is documented in the GWIT Workplace Health and Safety Handbook.
First aid kits were available in some work areas inspected.

arrangements with local Medical centre/GP/Staff health centre for
priority treatment (These arrangements must recognise the right
of workers to select their own medical practitioner)
N
The GWIT Workplace Health and Safety Handbook only refers to contacting an
ambulance in the case of emergency. There is no reference to arrange for staff to attend
alternative medical support. Hence, there is no need for GWIT to make arrangements with
local medical support services.

notification to Rehabilitation
personnel of injury
Coordinator or other relevant
Y
Notifications of injuries to the Rehabilitation Coordinator is clearly documented in the
GWIT Workplace Rehabilitation Program.
Injury management
 appointment of Rehabilitation Coordinators in accordance with
legislation
Y
Complying with legislative obligations with respect to rehabilitation is a commitment
statement in the GWIT Workplace Rehabilitation Policy.
 notification of injuries to WorkCover within
timelines
required reporting
Y
The GWIT Workplace Health and Safety and Workcover Procedure contains flowcharts
which include timelines for reporting.
 participation in the development of an injury management plan for
significant injuries with WorkCover
Y
The GWIT Workplace Rehabilitation Policy contains the individual responsibilities and
rights for participation in the rehabilitation plans.
 early intervention e.g. early contact with injured worker to establish
nature and severity of injury
Y
Making sure workplace rehabilitation is started as soon as possible in accordance with
medical advice is a commitment statement in the GWIT Workplace Rehabilitation Policy.
The Departmental Integrated Injury Management Framework also contains detailed early
intervention strategies.
 early injury management e.g. contact with treating doctor
Y
One of the stated aims of the GWIT Workplace Rehabilitation Policy is to have a process
to support an early safe return of any worker who has an injury/illness.
 early and safe return to work e.g. support of return to work plans,
modification to work environment/tasks, establishment of suitable
duties
Y
Options for graduated return to work and selected/alternative duties are listed in the GWIT
Workplace Rehabilitation Policy.
 monitoring of progress e.g. ensuring injured worker's progress is
consistent with agreed rehabilitation plan
Y
The role of the Workplace Rehabilitation Coordinator includes monitoring rehabilitation
plans and to ensure doctor approval for those plans.
 managers of injured workers are actively informed of and involved in
injury management.
Y
Managers interviewed stated they were informed of and involved in injury management.
The GWIT Workplace Rehabilitation Policy states that supervisors play a central role in
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 28 of 47
HSWMS Audits
ensuring the success of any rehabilitation program and lists their responsibilities.
Best Practice:
Compliance
Comments
To ensure best practice:
GWIT has established policy, procedure and program documents specifically related to
injury treatment and management. These procedures are in addition to the Departmental
procedures.
The processes are communicated to staff through the induction process and via the
intranet. All staff interviewed are aware of the reporting processes.

establishment of injury treatment and/or injury management policy
Y

communication of injury treatment/injury management process to all
staff
Y

injury treatment and management processes are regularly reviewed
Y
Both the Workplace Rehabilitation Policy and the Workplace Health and Safety and
Workcover Procedure have been recently reviewed.

the agency provides adequate financial and budget support to the
injury treatment and injury management process.
Y
The WH&S Consultant and senior management indicated that adequate financial and
budgeted support has been provided for the injury treatment and management process.
However the Institute does not conduct any detailed analysis of the financial costs
associated with incidents and/or WorkCover claims.
Evaluation Rating:
A
The Injury Management and Rehabilitation Framework meet all the relevant
essential and best practice criteria in the guidance. The procedures are understood
by staff and managers and the Institute Director is committed to ensuring early
intervention strategies are effectively implemented. The current injury management
statistics show an increase in claims lodged, however the costs per claim has
reduced significantly over the same period and the cost per FTE is well below the
state average. These statistics reflect the Institute’s effective injury treatment and
management program.
Recommendations:
Institute
1. Consider implementing a process to analyse the financial costs associated with incidents and/or WorkCover claims.
Verification/Documentation Sighted:
GWIT Workplace Health and Safety Handbook, GWIT Workplace Occupational Rehabilitation Program, GWIT Workplace Rehabilitation Policy, GWIT Workplace Health and Safety and
Workcover Procedure, Departmental Workplace Rehabilitation Integrated Injury Management Framework, Departmental WorkCover Data Reports.
Evaluation
Rating Criteria for Injury Treatment and Management:
A.
B.
C.
D.
There is a process in place for the treatment and management of injuries that meets all the essential and best practice criteria in the guidance.
There is a process in place for the treatment and management of injuries that meets all of the essential criteria in the guidance. The process is clearly communicated to all staff and managers.
There is a process in place for the treatment and management of injuries that meets all of the essential criteria in the guidance. The process is NOT clearly communicated to all staff and
managers.
There is a draft process in place for the effective treatment and management of injuries but it is not yet implemented.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 29 of 47
HSWMS Audits
E.
There is no evidence of an effective injury treatment and/or management process in place.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 30 of 47
HSWMS Audits
Performance Criteria 9: CLAIMS MANAGEMENT
There is a process in place for the timely and effective management of workers compensation claims.
Essential Criteria:
Compliance
Comments
To meet the essential requirements, the worker's compensation claims
management process implemented by the agency should:

obtain data, statistics and reports from WorkCover and track the
progress of all claims
Y

conduct quarterly claims reviews and if required contact WorkCover
claims manager’s
Y

provide continuous case management of claims to ensure a return
to work or the settling of the claim
Y
Human Resources monitors the progress of the injured worker. The Workplace Health and
Safety Consultant and/or the campus Workplace Health and Safety Officers liaise with the
Rehabilitation and Return to Work Coordinator (RRTWC) regarding case management. A
review of the WorkCover claims data revealed that two claims have been re-opened since
staff returned to work.

ensure managers and supervisors are actively involved in claims
management and advise relevant parties about any information
which may impact on the claim.
Y
The role of managers and supervisors in claims management is clearly articulated in the
GWIT Workplace Rehabilitation Policy. Workforce Capability staff stated that they
coordinate the supervisor-staff interactions. Senior Managers and Line Managers stated
the communication and information channels worked effectively.
Best Practice:
In addition, to facilitate continuous
management, the process should:
Compliance
improvement
of
WorkCover reports are provided to the GWIT Human Resources team by the
Departmental Organisational Health Unit (OHU). The Human Resources team track all
claims and provide reports to the Institute Executive Team.
The Human Resources team provides fortnightly reports on ‘difficult’ WorkCover claims to
the Institute Director and the quarterly GWIT HSW performance report provides a
summary of WorkCover claims to senior management.
Comments
claims

ensure regular reporting and analysis of claims data is undertaken
by agency to understand claims trends and identify improvements
and opportunities in claims management
Y
The quarterly GWIT HSW performance reports provide a summary of WorkCover claims to
senior management.

ensure outcomes of analysis and actions for improvement are
reported to the senior manager responsible for claims management
and outcomes for improvement are incorporated into the planning
processes
Y
Analysis of claims data and actions for improvement are reported to the Institute Executive
Team. Outcomes for improvement have been incorporated into the planning processes, as
evidenced by the introduction of the Zero Harm, Zero Tolerance program.

produce an annual report to Institute Director and/or DG on
progress of workers’ compensation claims management.
N
Worker’s compensation claims are reported to the Institute Executive Team and trends are
identified. The Department now provides annual claims data and 3 yearly comparative
data. However an annual report on worker’s compensation claims management is not
produced. The worker’s compensation claims management is not directly reported to the
DG.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 31 of 47
HSWMS Audits
Evaluation Rating:
B
WorkCover claims have been reported to senior management. GWIT has achieved a
reduction in the number of claims lodged in the past two years, although two claims
were re-opened after staff returned to work. Therefore, GWIT should review the
return to work programs in these cases. Even though, reports and comparative data
is supplied by the Department, an ‘internal’ annual report is not produced.
Implementing a mechanism for annual reporting of worker’s compensation claims
management may assist GWIT in identifying areas for improvement.
Recommendations:
Institute
1. Review the return to work program to determine if the program is working effectively.
2. Implement a mechanism for annual reporting of worker’s compensation claims management to assist GWIT in identifying areas for improvement.
Department
1. The Department, in conjunction with TAFE Institutes, to implement a process for reporting workers’ compensation claims management information to the DG.
Verification/Documentation Sighted:
GWIT HSW performance report, GWIT Workplace Rehabilitation Policy, Departmental WorkCover Data Reports.
Evaluation
Rating Criteria for Claims Management:
A.
B.
C.
D.
E.
There is a process in place for the management of workers’ compensation claims that includes all essential and best practice criteria.
There is a process in place for the management of workers compensation claims that meet all of the essential criteria. Regular reporting and analysis of claims data is undertaken, reported to a
senior manager and outcomes incorporated into the planning processes.
There is a process in place for the management of workers compensation claims that includes all of the essential criteria. Regular reporting and analysis of claims data is NOT undertaken,
reported to senior manager and/or outcomes included into the planning process.
There is evidence of development of a claims management process, however it is not yet implemented.
There is no evidence of a claims management process in place.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 32 of 47
HSWMS Audits
Performance Criteria 10: INCIDENT RECORDING, INVESTIGATION ANALYSIS AND REVIEW
There is a process in place to record, investigate, analyse and review all workplace related incidents.
Essential Criteria:
Compliance
Comments
To satisfy the essential criteria an agency should have a process for
incident recording, investigation and analysis that includes the
following:
GWIT uses the Departmental Work Injury/Incident Report (EV010) to record injuries. The
campus WH&S Officers document the injury reports for each campus and the Property
and Operations Unit store the original EV010 forms and collate the injury reports for the
Institute using an ‘Access’ database.
Incident recording

a register of injuries as required under section 134 of the WHS
Regulation 2008
Y

Y
The Departmental Work Injury/Incident Report (EV010) contains a mechanism for
recording the notification of the incident to Workplace Health and Safety Queensland.
Incident investigation

an established incident investigation process
Y

investigations of incidents that lead to a workers compensation
claim or hazard report to determine underlying causes
Y
The Departmental Workplace Rehabilitation Integrated Injury Management Framework
2005 – 2009 contains a detailed incident investigation process.
The campus Workplace Health and Safety Officers investigate all incidents recorded on
the EV010 report forms. An example of a detailed investigation was sighted.

repository for centrally recording results/ corrective actions of
incidents
Y

mechanism for informing Institute Director and/or DG of all serious
incidents
Y
mechanism for notifying Workplace Health and Safety Queensland
in accordance with section 135 of the WHS Regulation 2008
Incidents are recorded at the Institute in an ‘Access’ database and records are also
centrally recorded on the Aurion ESS system. GWIT is planning to use the QPULSE
system to track control measures.
The Departmental Workplace Rehabilitation Integrated Injury Management Framework
2005 – 2009 states that for serious incidents, the relevant Director or General Manager will
be briefed immediately. The Institute Director stated that senior management are informed
when Workplace Health and Safety Queensland are notified of serious incidents.
Incident Analysis

injuries, ill health and other unplanned events are analysed yearly
Y
Work incidents are analysed and reviewed by the campus WH&S Committees at each
meeting. The WH&S Committee reports are reviewed by the Institute Executive Team.

notices issued by Workplace Health and Safety Queensland are
reviewed
Y
The campus WH&S Officers review notices and brief the campus WH&S Committees
regarding notices issued by Workplace Health and Safety Queensland.

regular management reporting which result in management action
Y
All incidents are reported to the Human Resources Manager. The Workplace Health and
Safety Officers also report incidents to the relevant Education Program Managers.

results of the analysis are reviewed by Institute Director and/or DG
N
The Institute Director stated there is some level of devolvement for the investigation,
review and analysis of incidents. However, senior management do review the WorkCover
claims reports.
Incident Review

incidents reviewed are prioritised and implemented to reduce the
incidence and severity of accidents/injuries
N
There is no evidence of a process for strategically reviewing incidents to prioritise actions
to reduce the incidence and severity of injuries.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 33 of 47
HSWMS Audits

prioritised actions are incorporated into the planning process
N
There are no prioritised actions regarding the reduction of incidents incorporated in the
GWIT Strategic or Business Plans.

risk assessment of activity/process where injury/illness occurred is
reviewed.
Y
The GWIT Workplace Health and Safety and Workcover Procedure sets out the process
for managing, reporting and reviewing incidents. The flowchart includes hazard and risk
assessment with rectification and management recommendations as the last step in the
process. There is some evidence that this process is implemented.
Best Practice:
Compliance
Comments
To ensure best practice:

one form is used for recording all incidents
Y

the incident recording system is automated
N

investigation of all incidents is undertaken
N

senior managers investigate serious incidents
Y

recommendations corrective actions following incident investigation
are implemented
Y

incident information is analysed quarterly
Y

analysis of accidents, injuries, incidents and notices are available to
all staff.
Y
Evaluation Rating:
D
The Work Injury/Incident Report (EV010) Form is used for recording all incidents that
occur within the Training Qld workplaces in the department. Although, EQ workplaces use
a different form for recording incidents.
The Work Injury/Incident Report (EV010) Form is recorded manually on the Aurion ESS
system.
The campus Workplace Health and Safety Officers stated that all reported incidents are
investigated. However there was some evidence that not all incidents are reported to the
relevant personnel and documented using the EV010 form.
Serious incidents are investigated by the campus Workplace Health and Safety Officers.
Senior managers are involved in the investigation process where necessary.
Examples of corrective actions following incident investigation were sighted.
Incident information is analysed at the campus Safety Committee Meetings and the
Institute Executive Team. The Department does not analyse incident information.
Minutes of the campus Safety Committee Meetings are available to all staff on the intranet.
The minutes contain a list and/or overview of the incidents reported at the campus.
There is a process in place for the recording and investigation of all workplace
incidents. Analysis of incidents is completed, however further detailed analysis and
evaluation of trends would assist GWIT in determining root causes and provide
prioritised actions that can be incorporated into the Strategic and Business Plans.
The Institute does not have a mechanism in place to check corrective actions
recommended from the incident investigation are implemented. The Institute is
investigating the implementation of QPULSE and this may assist in addressing
these issues.
Recommendations:
Institute
1.
2.
3.
Implement QPULSE to allow for the management and review of corrective actions recommended from the incident investigation.
Develop a process to strategically review incidents and causal factors to prioritise actions to reduce the incidence and severity of injuries and ensure the results of the review are
incorporated into the Institute’s Strategic and Business plans.
Consider reporting the results of incident recording, investigation, analysis and review to the DG.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 34 of 47
HSWMS Audits
Department
1. The Department should implement a process to analyse incident information quarterly.
2. The Department should implement one automated incident recording system for all workplaces.
Verification/Documentation Sighted:
Departmental Work Injury/Incident Report (EV010), Departmental Workplace Rehabilitation Integrated Injury Management Framework 2005 – 2009, GWIT HSW performance reports,
Aurion ESS Incident Report, Campus Safety Committee Meeting Minutes.
Evaluation
Rating Criteria for Incident Recording, Investigation, Analysis and Review:
A.
B.
C.
D.
E.
There is a process in place for the recording, investigation, analysis and review of all workplace incidents that meet all the essential and best practice criteria in the guidance.
There is a process in place for the recording, investigation, analysis and review of all workplace incidents that meets all the essential criteria in the guidance. There is a mechanism in place for
checking corrective actions recommended from the incident investigation and analysis are implemented.
There is a process in place for the recording, investigation, analysis and review of all workplace incidents that meets all of the essential criteria in the guidance. There is NOT a mechanism in
place for checking corrective actions recommended from the incident investigation and analysis are implemented.
There is evidence of the development of an incident reporting and investigation process but it is not yet implemented.
There is no evidence of an incident reporting and investigation process in place.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 35 of 47
HSWMS Audits
Element D: Measurement and Evaluation
Performance Criteria 11: MEASURING AND EVALUATING HSW PERFORMANCE
There is a process in place to measure and evaluate the ongoing performance of the HSW management system.
Essential Criteria:
Compliance
Comments
HSW Performance monitoring should:

take place in consultation with key stakeholders, including
employees, supervisors, key OH&S specialists and management
representatives
Y

identify applicable HSW, Injury Management and Workers’
Compensation legislation which applies to the agency's activities
Y

assess degree of compliance with legislation
Y

determine proactive and reactive performance indicators e.g.
outcomes of audit process, injury rates, costs and return to work
rates
Y

identify successful strategies and current gaps in the HSW
management system
Y

identify specific areas/issues which require improvement
Y

recommend improvements to be made to senior management.
Y
Best Practice:
Compliance
The campus Safety Committees’ Meetings provide the majority of HSW performance
monitoring tasks at GWIT. The Institute Executive Team also conducts monitoring of
outcomes.
The WH&S Coordinator manages the identification of applicable legislation through
electronic newsletters and email announcements and through attendance at Government
network meetings. The campus Safety Committees have a standing agenda item to
provide updates on any new forms or processes relating to HSW.
GWIT assess the level of compliance with legislation through scheduled safety compliance
audits. The audits measure compliance with DETE and GWIT health and safety policies
and procedures and the Workplace Health and Safety Act.
The comprehensive audit process conducted throughout GWIT campuses are reviewed at
the campus Safety Committee meetings. The HSW performance reports also contain
proactive and reactive performance indicators, such as the training and development,
WorkCover claims rates and costs and induction completion rates.
The internal Safety Audit Schedules address issues at the workplace level. The GWIT
Workplace Health & Safety Operational Plan identifies successful strategies and current
gaps in the WHS management system from an Institute wide perspective..
The internal Safety Audit Schedules identifies specific areas/issues which require
improvement.
The internal Safety Audit Schedules do not include a mechanism for reporting the
recommended improvements to senior management. However, the recommended
improvements contained in the WH&S Operational Plan are approved by the Director
Human Resources. Recommendations for improvements tabled through the Committee
structure are authorised by senior management.
Comments
To ensure best practice:

HSW performance monitoring should be conducted at least annually
N
The primary tool for performance monitoring, the Workplace Health and Safety
Operational Plan is not completed on an annual basis. The plans to integrate the WHS
Operational Plan in the Business Operation Plan will ensure the monitoring of WHS
performance is reviewed at least annually.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 36 of 47
HSWMS Audits

results of monitoring should be reported to Institute Director and/or
DG
Y
Results of monitoring WHS performance are reported to the Institute Director via the
Director, Human Resources. TBIT does not report WHS performance to the DG.

actions for improvement should be included in agency's planning
processes and/or other plans as necessary e.g. Human Resources,
IT, procurement and design.
Y
There is some evidence that actions for improvement have been included in the Institutes’
planning processes.
Evaluation Rating:
B
GWIT has a number of processes for the ongoing monitoring and review of the WHS
management system. Ensuring the integration of these processes through the
implementation of the Business Operation Plan would create a robust WHS
management system. In particular, the inclusion of a mechanism for reporting the
recommended improvements identified by the internal Safety Audit Schedules
program would increase the value of this process. Presenting a WHS performance
report to the DG would ensure compliance with best practice criteria.
Recommendations:
Institute
1.
2.
Ensure the integration of WHS performance monitoring and review processes in the Business Operation Plan is effectively implemented and maintained within the Strategic and
Operational Plans for GWIT.
Implement a process to report WHS performance to the DG.
Verification/Documentation Sighted:
GWIT campus Safety Committee Meeting Minutes, GWIT HSW performance reports, GWIT Safety Audit Schedules, GWIT Workplace Report for Hazard Identification.
Evaluation
Rating Criteria for Measuring and Evaluating HSW Performance:
A.
B.
C.
D.
E.
There is a process in place for the ongoing monitoring and review of the HSW management system that meets all essential and best practice criteria in the guidance.
There is a process in place for the ongoing monitoring and review of the HSW management system that meets all the essential criteria in the guidance. Results are incorporated into the
agency's planning processes.
There is a process for the ongoing monitoring and review of the HSW management system that meets all the essential criteria. Results are NOT incorporated in the agency's planning
processes.
There is evidence of process for the monitoring and review of HSW performance being developed but it is not yet implemented.
There is no evidence of a process developed or being developed for the ongoing monitoring review of the HSW management system.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 37 of 47
HSWMS Audits
Element E: Review and Improvement
Performance Criteria 12: REVIEWING HSW PERFORMANCE
Reviews of HSW performance feed into the planning processes of the agency. Establish if review processes are integrated into the management system. Review results are planned
and implemented.
Essential Criteria:
Compliance
Comments
To be effective and ensure currency the review should include consider
the outcomes of the measurement and evaluation processes in
regards to:

implementation of the HSW policy
Y
The GWIT Workplace Health and Safety Handbook and the online Induction process have
been reviewed and updated in the last 12 months.

progress with achieving HSW accountabilities in Institute Director
and/or DG's performance agreement and activities in senior
managers' performance agreements
N

implementation and effectiveness of HSW planning processes
Y

implementation and effectiveness of risk,
management processes
Y
HSW accountabilities and progress with achieving HSW activities are not included in
senior management performance agreements. The Department does not have a process
to assess senior managers’ HSW accountabilities.
The WHS planning processes demonstrate a systematic approach to defining objectives
and measurable targets that link to the Institute’s Strategic Plan. Ensuring these processes
are given set timeframes and are reviewed on an annual basis will improve the outcomes.
A review of the GWIT Workplace Rehabilitation Policy and the Workplace Health and
Safety and WorkCover Procedure were completed in April 2009.

arrangements for consultation
Y
Consultation arrangements at GWIT have undergone a detailed review, and the Workforce
Management Plan contains a strategic goal to “develop and implement strategies to
improve communication between managers and staff across the Institute”.

progress with delivery of information, instruction and training against
plan and increase in awareness of employees and management
with HSW issues
Y
The annual Staff Induction Refresher training provides a method of delivery of HSW
information, instruction and training and ensures employee and management awareness
is maintained. The online training program is regularly reviewed and the staff completion
rates are also reviewed.

implementation of incident recording, investigation and analysis
processes
Y

reporting to Institute Director and/or DG
Y

corrective actions implemented
Y

HSW performance monitoring
Y
There is some evidence of the review of processes for incident recording, investigation
and analysis in the campus Safety Meeting minutes.
The Institute Director receives reports on HSW performance. There is no direct
mechanism of reporting to the DG.
The Workplace Health & Safety Operational Plan contained evidence that corrective
actions have been implemented.
The Institute Executive Team monitors performance through the quarterly HSW
performance reports.

in addition, outcomes of the review should be incorporated into the
agency’s planning process.
Y
injury and claims
There is evidence that outcomes of HSW performance reviews has been incorporated
into the Institute’s planning processes.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 38 of 47
HSWMS Audits
Best Practice:
Compliance
Comments
To be effective, a review of HSW management systems will also
consider:

changes in legislation
Y

changing expectations and requirements of interested parties
Y

changes in the products or activities of the organisation
Y

changes to the structure of the organisation
Y

advances in science and technology
Y

market preferences
Y

feedback, particularly from employees.
Y
Evaluation Rating:
B
The minutes of the Safety Committee meetings contained evidence of WHS procedures
review following changes in legislation.
The minutes of the Safety Committee meetings contained evidence that changing
expectations and requirements regarding smoking on campus and from a visually impaired
student prompted reviews of management systems.
Several of the Team Leaders and the Property and Operations Manager discussed
changes to activities following review.
The annual review of GWIT HSW procedures ensures that changes in the Institute’s
structure are addressed.
Discussion of the upgrading of fire alarm systems and duress alarms at campus Safety
Committee meetings indicates that advances in technology have been considered.
The activity of the Safety Committees’ contains examples of where market preferences,
such as lack of physical security for staff, are considered.
The Business Improvement Requests process allows for feedback from employees to be
reviewed.
GWIT has processes in place for reviewing all areas of WHS performance for which
it has direct responsibility apart from a documented process for review of WHS
performance of senior management. The processes implemented incorporate the
review of WHS management activities and there is evidence that the review is
integrated into planning processes.
Recommendations:
Institute
1. Establish processes to review the HSW performance of senior management.
Department
1. The Department should implement a process to review incident recording, investigation and analysis at individual Institutes and across all workplaces.
2. The Department should ensure a process for reporting of HSW performance to the DG is implemented.
Verification/Documentation Sighted:
GWIT Workplace Rehabilitation Policy, GWIT Workplace Health and Safety and WorkCover Procedure, GWIT HSW performance Report, GWIT Safety Committee Meeting Minutes.
Evaluation
Rating Criteria for Reviewing HSW Performance:
A.
There is a process in place for reviewing HSW performance that meets all the essential and best practice criteria in guidance.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 39 of 47
HSWMS Audits
B.
C.
D.
E.
There is a process in place for reviewing HSW performance that meets all the essential criteria in guidance. The review also considers changes to the structure of the organisation and/or the
services provided by the organisation.
There is a process in place for reviewing HSW performance but it does NOT consider changes to the structure of the organisation and/or the services provided by the organisation.
There is a draft process for reviewing HSW performance but it is not yet implemented.
There is no evidence of a review of HSW performance within the agency.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 40 of 47
HSWMS Audits
Performance Criteria 13: INSTITUTE DIRECTOR AND/OR DIRECTOR GENERAL REPORTING
The Institute Director and/or Departmental Director General is informed of and regularly updated on the agency's HSW performance.
Essential Criteria:
Compliance
There is no evidence of direct reporting of HSW performance to the COO or the DG.
Hence this section will only evaluate the Institute Director reporting processes.
To be effective, the reporting should ensure:


Comments
the Institute Director and/or DG receives at least yearly reports on
agency's progress with:
o planning for HSW
Y
o
incident statistics
Y
o
HSW litigation
Y
o
senior managers’ progress against HSW performance targets
N
o
HSW training
Y
o
HSW reviews
Y
o
Workers’ compensation claims management
Y
o
Workers’ compensation premium
Y
there is a mechanism for immediately notifying the Institute Director
and/or DG of:
o significant risks
Y
o
serious incidents
Y
o
prohibition and improvement notices.
Y
GWIT Operational Plan is authorised by the Director, Human Resources, with discussion
with the Institute Director as required.
Incident statistics are collected through the Aurion ESS system. The WHS Consultant
provides trends analysis reporting of these statistics to the Institute Director.
There is no evidence of annual reporting of HSW litigation. However, WHSQ notices are
immediately reported to the Institute Director.
The Institute Director stated that performance targets were reviewed, however there is no
evidence that senior management’s progress against WHS performance targets was
recorded.
The GWIT Training Needs Analysis which included some WHS training was reported to
the Institute Director.
WHS reviews were reported to the Institute Director by the chair of the Safety Committee.
The Organisational Health Unit collates Monthly WorkCover Reports. These reports are
presented to the Institute and incorporated into the HSW performance Reports.
The Departmental Finance Area manages the allocation of Workers’ compensation
premiums to the Institutes’ Finance Manager.
The GWIT Risk Management Policy states that all significant risks are to be reported in a
timely manner to the Institute Leadership Team through the Risk Management Committee.
The Departmental Workplace Rehabilitation Integrated Injury Management Framework
2005 – 2009 states that serious incidents are to be reported to the relevant Director or
General Manager. The Institute Director stated that serious incidents were reported to him.
The Institute Director stated that senior management were involved whenever WHSQ
intervened.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 41 of 47
HSWMS Audits
Best Practice:
Compliance
Comments
To ensure best practice:

ensure Institute Director and/or DG is informed on at least a yearly
basis of HSW performance against pre-determined indicators
Y

ensure Institute Director and/or DG is actively involved in planning
processes and decision making regarding HSW improvements
Y

ensure Institute Director and/or DG is informed of penalty and
improvement notices issued.
Y
There is a mechanism for notifying the Institute Director of penalty and improvement
notices.
Evaluation Rating:
B
The WHS Consultant and Safety Committee members stated the mechanisms for
WHS reporting to the Institute Director work effectively. The Institute Director was
informed and aware of GWIT WHS performance. The Departmental processes do not
require Institutes’ to directly report on WHS performance. However, there is some
evidence that indirect measures of WHS performance are reported to the DDG.
The Institute Director receives the quarterly HSW performance report that includes some
evidence of reviewing HSW performance against pre-determined indicators.
The Institute Director is actively involved in planning processes and decision making
regarding HSW improvements.
Recommendations:
Institute
1.
The Institute may wish to implement a mechanism for reporting WHS performance to the DG on an annual basis.
Department
2. Review the current processes for managing serious risks and incidents to ensure there is a mechanism for reporting to the DG.
3. Implement a process to inform DG of the receipt of prohibition and improvement notices.
4. Implement a mechanism for the annual reporting of incident statistics, HSW litigation and HSW training.
Verification/Documentation Sighted:
GWIT HSW performance Report, Monthly WorkCover Reports, GWIT Risk Management Policy, Departmental Workplace Rehabilitation Integrated Injury Management Framework 2005
– 2009.
Evaluation
Rating Criteria for Director General Reporting:
A.
B.
C.
D.
E.
There is a process in place for informing and regularly updating the Institute Director and/or DG on the agency's HSW performance that meets all the essential and best practice criteria in the
guidance.
There is a process in place for informing and regularly updating the Institute Director and/or DG on the agency's HSW performance that meets all the essential criteria in the guidance. The
Institute Director and/or DG is actively involved in the HSW planning processes and decision making regarding HSW improvements.
There is a process in place for informing and regularly updating the Institute Director and/or DG on the agency's HSW performance that meets all the essential criteria in the guidance. The
Institute Director and/or DG is NOT actively involved in the HSW planning processes and decision making regarding HSW improvements.
There is evidence of a plan to inform and regularly update the Institute Director and/or DG on the agency's HSW performance but it is not yet implemented.
There is no evidence that the Institute Director and/or DG is informed and regularly updated on the agency's HSW performance.
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 42 of 47
HSWMS Audits
Attachment B
HSW IMPROVEMENT ACTION PLAN
Recommendation
Improvement Strategies

The Institute Director should formally endorse
the Workplace Health and Safety Management
Plan and effectively communicate the Plan to
all staff.


Ensure all position descriptions include a key
accountability for HSW and the responsibilities
are reviewed annually.


Develop and implement a program to monitor
and measure the HSW performance of senior
managers.


Implement a process to ensure that HSW
related performance measures are aligned with
business objectives and documented in
Strategic and Business Plans.


Ensure the processes contained in the GWIT
Procedure for Risk Management are effectively
implemented.


Implement a process to ensure that specific
HSW actions to assist in meeting the GWIT
Strategic HSW objectives are included in the
Institute’s Business Plans.


Ensure that all staff are aware that WHS is a
standing agenda item on staff meeting
agenda’s.
Develop a formal process to link from the
consultation processes to the GWIT strategic
planning process.


Integrate the hierarchy of controls risk
management principles into the current risk
management procedures.


Ensure the Risk Management Committee is
actively meeting the documented objectives
including reviewing the GWIT Risk Register,
reporting emerging issues to the Institute


Accountable Officer
Review/ Completion Date

Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 43 of 47
HSWMS Audits
Management Team and preparing an annual
report as input into the Institute’s planning
process for the management and control of
activities, products or services that can pose
risks to the health and safety of employees.

Ensure prioritised safety improvements are
aligned to senior managers’ performance
agreements.


Update the mechanism of early reporting of
significant risks to the Institute Director in the
current risk management procedures.


Document the current Safe Driving programs
and procedures to ensure compliance with the
current criteria including incorporating the
programs into the GWIT HSW management
system with clearly defined objectives, set
timeframes and measurable targets.


Ensure training and education of staff required
to travel long distances (rural and remote
driving) is consistently delivered and the
outcomes are measured and reviewed.


Incorporate a training needs analysis for
monitoring the safety of drivers and for
providing feedback to employees about their
driving safety in the GWIT Skills Stocktake.


Consider the delivery of the CARRS-Q Driver
Education program that focuses on factors
influencing driver behaviour and self
examination of attitudes and behaviours.


GWIT should continue to operate the effective
Organisational Wellness Program.


Consider conducting a cost-benefit analysis of
the healthy lifestyle program.


Ensure that all new staff members receive an
Institute induction at the commencement of
their employment.

Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 44 of 47
HSWMS Audits

Supervisors should be given the responsibility
for identifying, assessing and controlling
workplace hazards. Therefore supervisors
should receive information instruction and
training in identifying, assessing and controlling
workplace hazards.


Ensure that staff are trained whenever new
equipment/plant is purchased or there are
changes to the work environment.


Consider implementing the reporting
requirements for staff training and development
to evaluate the effectiveness.


Consider implementing a process to analyse the
financial costs associated with incidents and/or
WorkCover claims.


Review the return to work program to
determine if the program is working effectively.


Implement a mechanism for annual reporting of
worker’s compensation claims management to
assist GWIT in identifying areas for
improvement.


Implement QPULSE to allow for the
management and review of corrective actions
recommended from the incident investigation.


Develop a process to strategically review
incidents and causal factors to prioritise actions
to reduce the incidence and severity of injuries
and ensure the results of the review are
incorporated into the Institute’s Strategic and
Business plans.


Consider reporting the results of incident
recording, investigation, analysis and review to
the DG.


Ensure the integration of WHS performance
monitoring and review processes in the
Business Operation Plan is effectively
implemented and maintained within the
Strategic and Operational Plans for GWIT.

Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 45 of 47
HSWMS Audits

Implement a process to report WHS
performance to the DG.

Establish processes to review the HSW
performance of senior management.


The Institute may wish to implement a
mechanism for reporting WHS performance to
the DG on an annual basis.


Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this document.
Page 46 of 47
HSWMS Audits
Attachment C
EVIDENCE CHECKLIST
EXAMPLES OF SOURCES OF INFORMATION EXAMINED FOR AUDIT
 HSW Policy and secondary policies
 HSW Objectives, targets, Performance Indicators
 mechanism for review of policy
 mechanism for updating staff on content/amendments to policy
 process for development of performance agreements
 copies/examples of performance agreements for senior officers which demonstrate inclusion of
health and safety statements
 mechanism for review and update of performance agreements
 HSW Plan
 Corporate Business Plan
 organisational charts for HSW showing reporting lines to senior management and CEO
 job descriptions of appointed HSW personnel
 training program for HSW personnel
 communication/consultation strategy, policy, procedures, arrangements
 current committee structure, reporting lines and membership
 current activities of committees
 risk management strategy, policy, procedures arrangements
 workplace safety inspection reports
 risk assessment pro forma and examples of completed risk assessments
 examples of specialist risk assessments completed
 risk register, action plan
 Injury Register
 mechanism for Injury reporting
 incident report form
 completed Incident investigation reports
 incident analysis reports
 workers compensation/injury management policy
 workers compensation statistics/reports and related data
 First Aid policy and arrangements for first aid
 workers compensation review reports
 process for notification of injuries/claims to Insurer
 training strategy, policy, arrangements
 example of training records
 copy of HSW Induction program
 HSW manuals
 review strategy, policy, process
 review pro forma
 results of review
 Institute/Regional Director and/or DG Reports
 identification of key stakeholders
 method of communication with stakeholders
Uncontrolled copy. Refer to the Department of Education, Training and Employment
Policy and Procedure Register at http://ppr.det.qld.gov.au to ensure you have the most current version of this
document.
Page 47 of 47