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Achievements in organisational effectiveness

Safe Work Australia is proud to be an organisation that values fairness, equity and diversity consistent with the Australian Public Service (APS) Values, Code of Conduct and Employment Principles. It is committed to building and promoting a supportive environment that values and utilises the contributions of people with different backgrounds, experiences and perspectives. Safe Work Australia engages a dynamic and skilled workforce capable of delivering its strategic vision and goals.

Throughout 2014–15, the agency committed to building a high performance culture and improving organisational effectiveness by focusing on a number
of key areas, including:

  • workforce planning
  • capability development, including an unprecedented level of investment in mandatory training for all staff
  • diversity and inclusion
  • continuing to monitor and manage unscheduled absences
  • continuing to implement the IPF
  • increased collaboration with the SSC and the Department of Employment to streamline and provide efficient services to staff, reduce internal red tape, and priorities. This will introduce new technological solutions
  • implementing health and wellbeing strategies, and
  • commencing negotiations for a new enterprise agreement.

Outlook for 2015–16

In 2015–16, Safe Work Australia intends to focus on its strong commitment to a high performance culture and will be incorporating this as a key theme to drive cultural change. This includes enhancing the capacity and capability of its workforce and developing its leaders within the organisation by implementing new strategies such as mentoring and leadership programmes.

The agency will refine its planning processes to ensure robust strategies are in place to manage both short and long term workforce and budgetary priorities. This will include project planning for the next three to five years, managing an ageing workforce and succession planning for vacancies and specialised skill sets.

Organisational structure

The current structure of the agency as at 30 June 2015.

Explosives and Engagement
Jacinta Galluzzo, Branch Manager (A/g)
WHS Framework
Julia Collins, Branch Manager
Policy and Services
Amanda Grey, Branch Manager
Secretariat and Coordination Occupational Hygiene Policy and Engagement
Codes and Guidance WHS Review Data and Analysis
Explosives Policy Plant and Licensing Research and Evaluation
Explosives Framework Legal Finance and Business Services
  Australian Strategy People and Planning

The Executive Leadership Team

Ms Michelle Baxter - Chief Executive Officer

Ms Baxter was appointed Chief Executive Officer of Safe Work Australia on 1 November 2014. Prior to her appointment, Ms Baxter acted in the role from November 2013.

Ms Baxter brings more than 20 years of public sector experience to her positions as Member of Safe Work Australia and its subsidiary committees and as a Commissioner of the Safety, Rehabilitation and Compensation Council.

Ms Baxter has worked in many senior roles across the APS including as Group Manager, Department of Education, Employment and Workplace Relations (DEEWR). Other recent senior positions include Group Manager responsible for agency change with the Fair Work Ombudsman and Group Manager,COAG Taskforce with DEEWR.

Ms Baxter has a Bachelor of Laws and a Bachelor of Arts from the Australian National University. She is admitted to practice as a Barrister and Solicitor in the Australian Capital Territory.

Ms Amanda Grey

Ms Grey is the Branch Manager of the Policy and Services Branch. Ms Grey oversees Safe Work Australia’s research and data programme and the development of national workers’ compensation policy. Ms Grey is responsible for managing financial and human resources, the IPF and strategic communications.

Ms Grey has worked in the APS for 20 years and has extensive experience in industry policy, workplace relations and work health and safety. Ms Grey has a Bachelor of Arts in Industrial Relations and Industrial Sociology from the University of Wollongong; a Masters of Management Studies (Human Resource Management) from the University of New South Wales and an Executive Masters of Public Administration from the Australian National University.

Ms Julia Collins

Ms Collins is the Branch Manager of the WHS Framework Branch. Ms Collins is responsible for reviewing and improving the model WHS laws, developing policy and guidance relating to hazardous chemicals and promoting the Australian Strategy.

Ms Collins has extensive experience in policy development at the national level and in the work health and safety regulatory field. Prior to working at Safe Work Australia and its predecessors, Ms Collins managed the inspectorate and the education unit at ACT WorkCover.

Ms Collins has an Executive Masters of Public Administration from the Australian National University and a Graduate Diploma in Safety Science from the University of New South Wales.

Ms Jacinta Galluzzo

Ms Galluzzo is the acting Branch Manager of the Explosives and Engagement Branch. Ms Galluzzo is responsible for leading the development of the nationally consistent explosives framework, developing and reviewing codes of practice and national guidance material under the model WHS laws, and managing secretariat services.

Ms Galluzzo has worked in the APS for 15 years and is a policy specialist having held positions in the former DEEWR, Department of Industry and the Australian Workforce and Productivity Agency. Before joining the APS, Ms Galluzzo spent three years as a policy officer for a national industry association where she worked on fair trading and competition policy issues. Ms Galluzzo has a Bachelor of Arts in Communication with a major in politics from the University of Canberra.

Agency employees

As at 30 June 2015 the agency employed 105 ongoing and eight non-ongoing employees under the Public Service Act 1999. Of the ongoing employees, 12 were on long term leave and two were on temporary transfer from external departments.

In 2014–15 the agency had 13 ongoing engagements and eight non-ongoing engagements. There were 16 cessations with four of these being age retirements.

The agency continues to support flexible working arrangements with 16 per cent of employees being part time. This has decreased from 22 per cent in 2013–14 and 18 per cent in 2012–13. A number of employees who have accessed this arrangement in previous years are currently on maternity leave or have moved on from the agency. Other forms of flexible working arrangements undertaken by staff include condensed working weeks, purchased leave, and working from home arrangements.

No staff identify as Australian Aboriginal or Torres Strait Islander.

The agency is located in Canberra, Australian Capital Territory. One employee is based in the Department of Employment’s Adelaide State Office.

The table provides the employee numbers per substantive classification level by male and female as at 30 June 2015, as well as the total staffing numbers for 2011–12 to 2013–14 for comparative purposes.

The table provides the staff numbers per substantive classification level by male and female as at 30 June 2015.

Substantive Classification

Total Full time Part time Total 2013–14 Total 2012–13 Total 2011–12
Male Female Male Female
Graduate – APS 3 1 1 0 0 0 0 0 0
APS 4 9 1 8 0 0 3 5 6
APS 5 13 4 4 0 5 21 18 15
APS 6 25 6 15 0 4 23 25 22
EL 1 43 16 17 5 5 40 41 40
Public Affairs Officer 0 0 0 0 0 1 1 1
Senior Government Lawyer 1 0 1 0 0 1 1 0
EL 2 16 3 12 0 1 11 12 14
Principal Government Lawyer 1 0 0 0 1 2 2 0
SES 1 2 0 2 0 0 3 3 4
Chair 1 0 0 0 1 1 1 1
CEO 1 0 1 0 0 1 1 1
TOTAL 113 31 60 5 17 107 110 104

The average age of Safe Work Australia’s employees is 43, with 19 per cent of the agency staff between the ages of 36 and 40. The table shows the full profile of employees by age as at 30 June 2015.

Age profile (years) Number of employees Proportion (%) of total
Less than 20 0 0
20 – 25 3 3
26 – 30 16 14
31 – 35 19 17
36 – 40 21 19
40 – 45 13 12
46 – 50 13 12
50 – 55 15 13
56 – 60 5 4
61 – 65 6 5
66 – 70 1 1
71+ 1 1

Terms and conditions of employment and remuneration

Non-senior executive service remuneration

As at 30 June 2015 all Safe Work Australia non-senior executive service staff were covered by the terms and conditions of the Safe Work Australia Enterprise Agreement 2011–2014 (Enterprise Agreement). The Enterprise Agreement nominally expired on 30 June 2014. Safe Work Australia is negotiating a new enterprise agreement.

Performance pay

Safe Work Australia employees do not receive performance bonuses or performance pay. Annual performance ratings determine the increase of annual remuneration for non-senior executive employees within the pay point increments of the Enterprise Agreement.

Salary ranges for non-senior executive service staff as at 30 June 2015 are outlined in the following table.

Classification Salary range $
Graduate – APS 3 59 440 to 61 905
APS 4 64 655 to 69 565
APS 5 71 410 to 76 220
APS 6 80 214 to 88 375
EL 1 98 600 to 109 640
Senior Government Lawyer 98 700 to 121 620
Public Affairs Officer 112 350
EL 2 116 190 to 139 275
Principal Government Lawyer 132 510 to 142 930

Senior Executive terms and conditions of employment and remuneration

Senior Executives are employed under the terms of a determination made under section 24(1) of the Public Service Act 1999 known as the Safe Work Australia Agency Determination (the Determination). Each Senior Executive is covered by an individual Determination.
The amount of remuneration received by Senior Executives is determined on an individual basis by the Chief Executive Officer.

Chief Executive Officer and Chair of Safe Work Australia

The remuneration of the Chief Executive Officer and the Chair of Safe Work Australia is set by determinations made in accordance with the Remuneration Tribunal Act 1973.

The Chief Executive Officer was appointed to the full-time position on 1 November 2014 for a period of one year.

The Chair of Safe Work Australia was appointed to the part time position on 5 February 2013 for a period of three years.

Allowances and non-salary benefits

The agency has entered into one Individual Flexibility Arrangement with a staff member to recognise the specialised skills they have in their role.

Examples of allowances and non-salary benefits provided to non-senior executive staff per the Enterprise Agreement are provided in the following table.

Examples of non-senior executive employees allowances and non-salary benefits
School Holiday Allowance Maternity, Maternal, Supporting Partner, Primary Carer, Parental, Adoption and Foster Care Leave
Workplace Responsibility Allowance Restrictions Allowance
Community and Indigenous
Australian Languages Allowance
Cadets—Books and Equipment Allowance
Annual Health Allowance Loss, Damage and Indemnity Allowance
Support for professional and personal development including the Study Assistance Scheme Overtime Meal Allowance
Emergency Duty and Additional
Child Care Costs
Departmental Liaison Officer Allowance
Travel Allowance Flexible and part time working arrangements
Family care expenses when travelling Relocation Assistance
Disturbance Allowance Flu Shots
Health and Fitness programme Lactation breaks
Access to paid leave at half pay Access to the Employee Assistance Programme

Enterprise agreement negotiations

On 28 March 2014 the Minister Assisting the Prime Minister for the Public Service, Senator the Hon. Eric Abetz, announced new workplace bargaining arrangements for the Australian Public Service.

The agency is negotiating a new enterprise agreement consistent with these arrangements. The new agreement will demonstrate a commitment to achieving consistency with community standards and expectations in areas such as entitlements and working conditions.

Safe Work Australia has engaged staff through feedback forums, staff meetings and regular email updates on status of negotiations and proposed changes to the agreement including conditions and entitlements.

Workforce planning

Implementing the State of the Service Report

Following the release of the 2013–14 APSC State of the Service Report (SOSR), the agency focused on reviewing the capacity and capabilities of its workforce to ensure it has the right skills and experience. This process has been a key input in the development of the agency’s workforce plan.

In 2014–15, the Safe Work Australia Executive Leadership Team committed to four action areas relating to workforce planning. These were:

  • Action area 1—Implement the mandated APS Work Level Standards (WLS) by undertaking a role evaluation process
  • Action area 2—Develop formal position descriptions
  • Action area 3—Undertake an agency capability review, and
  • Action area 4—Undertake a staff capability review.

Action area 1

Safe Work Australia undertook a role evaluation process to ensure all roles were classified correctly in accordance with the WLS. Role evaluation is the method of determining the relative work value of a role through assessing its nature, impact and accountabilities. The focus is on the role, not the individual. The agency used the APS Role Evaluation Tool as a guide to assess roles.

Following the collection and analysis of information about all roles, it was demonstrated that the majority of roles were classified correctly against the WLS. A small number of roles required redesigning to ensure they met the required standard.

Action area 2

Safe Work Australia used information from the role evaluation process to develop formal position descriptions for staff which will be implemented in mid-2015. The agency intends to use the position descriptions to design a talent management programme including future recruitment activities and mentoring programmes.

Action areas 3 and 4

Safe Work Australia has commenced assessing capabilities at an organisational level with a view to commencing an assessment of individual capabilities in 2015–16.

Graduate programme

The Safe Work Australia Graduate Programme was delivered for the first time in 2014–15 with one graduate being selected from a competitive selection process. The programme is now an integral part of the agency’s future direction and will assist in building a strong workforce. Preparations are underway for the 2016 intake.

As part of the programme, the graduate was enrolled in the APSC Diploma of Government (Management) course.

The graduate programme allows for rotations in different areas of the agency.

Capability development

Corporate Learning and Development Plan

The 2014–15 Safe Work Australia Corporate Learning and Development Plan (the L&D Plan) outlines the agency’s commitment to ensuring its employees have the right skills, competencies and capabilities to undertake their role effectively and to deliver the activities outlined in the Operational Plan.

The L&D Plan puts in place a learning and development environment which:

  • enhances employee performance
  • builds a mobile workforce which is adaptable to change
  • supports organisational needs, and
  • provides appropriate learning and development opportunities for all staff.

In 2014–15, the following courses were run as in-house training programmes:

  • annual mandatory agency Security Awareness training
  • APS Values and Codes of Conduct
  • Fraud Awareness, and
  • Strategic Policy Skills.

The L&D Plan complements any individual training that employees and managers may agree to in their individual performance development agreements.

Core skills

Safe Work Australia’s results from the 2014 APS Employee Census (the Census) identified a number of core skill gaps across the agency.

The APS Leadership and Core Skills Strategy (the core skills programme) formed the basis of the agency’s commitment to addressing the skill gaps identified, developing a high performing, driven workforce and contributing to cultural change across the agency.

The core skills programme consists of courses that focus on foundation, core and management skills seen as essential for ensuring a high performing APS. It is based on the industry best-practice 70-20-10 learning model which acknowledges that formal classroom training is only one part of the learning process and recognises the importance of peer-to-peer learning, on-the-job learning and self-directed learning.

In 2014–15, the agency delivered four of the courses in the core skills programme:

  • Dealing with Change (selected staff nominated)
  • APS Performance Management (mandatory)
  • Structuring Work (mandatory), and
  • Building and Leading High Performing Teams (mandatory).

The core skills programme complements the activities outlined in the L&D Plan.

The agency will continue to implement the core skills programme in 2015–16.

To further strengthen the 70-20-10 learning principle and provide more learning flexibility for staff, Safe Work Australia has adopted a new online learning management system called LearnHub which will be fully implemented during 2015–16.


Safe Work Australia’s commitment to building a high performance culture and enhancing the capability of its workforce is intrinsically linked to a focus on developing leaders.

The agency actively promotes the APSC’s Executive Level Leadership Network (ELLN). The ELLN provides Executive Level employees with the opportunity to attend forums and discussions with senior leaders in the APS. This has provided a firm foundation for future initiatives designed to strengthen leadership capability and skills across the agency.

The agency also encourages and supports senior managers to attend APS-wide leadership programmes including the EL2 Leadership Expansion Program.

Staff information sessions

The Staff Information Sessions programme continued in 2014–15. The sessions were designed to share information on significant projects underway, assist in improving communication and understanding of the agency achievements, and provide employees with experience developing a presentation and speaking in front of an audience. In 2014–15 Staff Information Sessions were held on:

  • 2014 APS Employee Census
  • psychosocial risk factors at work—depression and anxiety
  • PGPA Act and the Commonwealth Contract Suite, and
  • ‘Stepping Into’ program—Australian Network on Disability (AND).

Performance and development

A key finding of the SOSR was that performance management was a major area for improvement across the APS. Safe Work Australia’s 2014–15 Census results also showed that further work was required to make improvements to the performance management scheme.

Throughout 2014–15, the agency has actively supported managers and employees throughout the performance cycle. This includes:

  • ensuring all staff have a performance development agreement in place which includes individual learning and development opportunities
  • encouraging regular and ongoing two-way feedback and discussions
  • applying performance standards consistently
  • rewarding high performing employees
  • providing case management support to staff who require specialised assistance, and
  • training and mentoring managers.

Safe Work Australia has begun redesigning its framework based on the APSC Strengthening the Performance Framework: Towards a High Performing Australian Public Service to encourage a more collaborative process. This work will continue in 2015–16.

Study assistance scheme and professional development

Safe Work Australia provides access to a study assistance scheme and a professional development scheme. Assistance is available in the form of:

  • financial support where an employee is required to be a member of a professional association or professionally licensed or registered in order to fulfil their role, and
  • financial or other assistance such as study leave to undertake formal courses of study at tertiary and higher education institutions and other vocational education courses where the study is agreed as part of an employee’s performance development agreement.

Rewards and recognition

Safe Work Australia is committed to rewarding and recognising employees who have made significant achievements towards its strategic direction. This may be done through different mechanisms including:

  • Australia Day awards
  • Branch Manager and peer nominated awards, and
  • additional learning and development opportunities.

Diversity and inclusion

Safe Work Australia is committed to diversity and inclusion. In 2014–15, the agency actively participated in disability forums and indigenous employee graduate recruitment programmes.

In 2015–16, the agency will continue to build on its diversity and inclusion activities with a focus on developing a strategy for mature age workers with emphasis on succession planning and supporting the transition of older workers’ to retirement.

Disability Employment Plan

Safe Work Australia has a strong commitment to facilitating the employment of people with disability in its workforce, through the removal of barriers and provision of improved support. This is done through the Disability Employment Plan which is administered by the Work Health and Safety Committee.

The Workplace Accessibility Forum (a subcommittee of the Work Health and Safety Committee) has been an important consultative group to discuss how Safe Work Australia can increase its support to employees with disability. The Forum provides an opportunity for employees with disability or those employees who have an interest to participate in discussions about attracting and retaining people with disability. The Forum meets four times a year.

Throughout 2014–15, Safe Work Australia has strengthened its commitment to diversity and inclusion by undertaking activities under the Disability Employment Plan.

  • In August 2014 Safe Work Australia became a member of the Australian Network on Disability (AND) which helps to develop its disability confidence through training programmes and information sessions on topics such as reasonable adjustment and building the disability skills of the management team.
  • Ms Amanda Grey became Safe Work Australia’s Disability Champion as part of the APSC’s Diversity Council and Disability Champions Network. Ms Grey actively leads and influences decisions about disability within the agency and represents it at APS-wide forums.
  • The agency has incorporated the RecruitAbility Scheme in its recruitment processes to provide applicants who may have a disability with assistance if they opt into the scheme and meet the minimum requirements for the job.
  • Safe Work Australia has committed to participating in the Stepping Into program facilitated by the AND which is an internship for university students to work in public and private sector organisations while completing their university studies. The agency will host the first intern early in 2015–16.

Agency Multicultural Plan

The Agency Multicultural Plan (AMP) outlines Safe Work Australia’s commitment to improving access and equity arrangements to government services for culturally and linguistically diverse communities. The AMP was approved by the Minister for Multicultural Affairs in July 2013 and will operate until 30 June 2015. A revised AMP will come into effect from 1 July 2015.

Actions undertaken in 2014–15 include:

  • developing the Communications and Stakeholder Engagement Strategy
  • reviewing stakeholder engagement using social media including Facebook, LinkedIn, Twitter and YouTube
  • undertaking the responsive website project to make the agency’s website easily accessible on mobile devices, using simplified language, and having more web-based content that can be translated into other languages, and
  • ongoing attendance at whole of government forums to assist in improved internal practices.

In 2014, the agency published Arabic, Greek, Hindi, Italian, Simplified Chinese and Vietnamese translations of three commonly downloaded documents on the model WHS laws.

Managing absenteeism

The results of the 2013–14 SOSR indicated Safe Work Australia had made improvements to its unscheduled absence rate. During 2014–15 the agency continued to make improvements in this area with the rate reducing to 12.0 days per employee.

The definition of unscheduled absence in the SOSR does not take into account pre-planned or scheduled personal and carers leave where employees have required leave for surgeries or other known circumstances. Leave taken by five agency employees during 2014–15 has therefore elevated the agency’s overall absence rate.

Safe Work Australia is continuing to manage unscheduled absenteeism as a priority, and will utilise the APSC publications Turned up and tuned in: A guide for APS managers and Promoting an attendance culture: A guide for APS agencies as key references to better understand, and address, the complex causes of unscheduled absence.

In 2015–16, the agency will expand the Connect Business Intelligence module to enable managers to monitor and manage absences within their sections.

Agency planning

The agency conducted an extensive planning exercise during 2014–15 to review its current approach, and to begin considering its future direction, such as what Safe Work Australia hopes to achieve in the future and how Australia can become a world leader in work health and safety and workers’ compensation.

To help focus its efforts, the agency has reviewed the IPF to ensure all financial and human capital resources are aligned toward achieving success.

Collaboration with other agencies

Shared Services Centre

The agency has a Memorandum of Understanding (MoU) arrangement with the SSC to deliver services including IT support, IT infrastructure and storage, library and mail services, payroll, personnel processing and financial processing to assist in reducing red tape and improving efficiency.

In 2014–15, Safe Work Australia partnered with the SSC to deliver six new technological solutions to improve its day to day operations. These are:

  • eRecruit—an online recruitment system which will assist in streamlining recruitment processes. This system will be implemented in 2015–16.
  • LearnHub—an online learning and development system for staff. This system will be implemented in 2015–16.
  • RiskActive—an organisation-wide risk management information system designed to help identify, actively manage and report on agency risks. This system will be implemented in 2015–16.
  • Connect Business Intelligence module—a reporting tool to assist in providing timely, efficient, detailed and accurate finance and personnel reports.
  • Connect Travel module—an online acquittal system designed to streamline travel processing arrangements with electronic documents supporting all credit card transactions.
  • Connect Purchase module—a tool used to record and manage all Safe Work Australia’s purchase requests.

All solutions have been tailored to Safe Work Australia’s needs.

Department of Employment

Safe Work Australia has in place a MoU arrangement with the Department of Employment to deliver services including corporate communications, ministerial and parliamentary services, people services, case management and Employee Assistance Program, and support for the Hazardous Substances Information System in early 2015–16 to assist in reducing red tape and improving efficiency.

Communication and consultation

Safe Work Australia is committed to effective communication with staff to meet its business needs while maintaining a safe and productive workplace where all employees are valued.

Effective communication is delivered through:

  • all staff stand up meetings
  • regular email messages from the Chief Executive Officer
  • all staff emails from corporate areas
  • branch and section meetings, and
  • a number of formal consultation mechanisms as provided for in the Enterprise Agreement.

Workplace Consultative Forum

The Workplace Consultative Forum (WCF) is a mechanism for staff consultation and encourages discussion about workplace matters (other than work health and safety) affecting the agency and its employees.

The WCF met six times in 2014–15 to discuss matters including agency guidelines and policies, major changes, accommodation issues and social activities.

In 2014–15 the WCF helped reach agreement on a revised car parking policy and a new general enquiry policy and procedure.

Until it is replaced with an alternative consultation forum under the new Safe Work Australia Enterprise Agreement, the WCF will continue to be an important consultative forum.

Work Health and Safety Committee

The Work Health and Safety Committee (WHS Committee) is a mechanism to facilitate consultation and cooperation between the agency and its employees on work health and safety matters.

The WHS Committee met four times in 2014–15. It advises the Chief Executive Officer and Senior Executive on policy matters concerning the work health and safety of employees.

In addition to this, the WHS Committee:

  • provides guidance on the development, implementation, review and improvement of work health and safety and rehabilitation standards, rules and procedures that are to be followed or complied within the agency
  • monitors the outcomes of policy initiatives on injury prevention and injury management issues
  • promotes health and safety initiatives in the workplace
  • reviews statistical data and identifies trends in accidents, injuries or diseases, and
  • reviews and reports on the implementation of and compliance with the Work Health and Safety Act 2011 (Cwth) (WHS Act), its subordinate legislation and the agency’s Work Health and Safety Policy.

A major achievement of the WHS Committee in 2014–15 was reviewing and revising the Work Health and Safety Policy.

Health and Safety Representative

The Health and Safety Representative (HSR) and Deputy HSR represent the health and safety interests of employees. The HSR and Deputy HSR carry out a bi-annual inspection of Safe Work Australia premises to ensure the health, safety and welfare of all employees. The HSR works with the Work Health and Safety Officer and Property Officer to identify and resolve all issues as soon as possible.

Health and wellbeing strategies

Health and wellbeing strategies are developed annually to support the Work Health and Safety Policy. These strategies are developed in consultation with the WHS Committee.

Activities undertaken to promote employee participation in health and wellbeing activities in 2014–15 include:

  • regular email updates to staff about work health and safety
  • workstation assessments
  • voluntary sit to stand workstation trial options and subsequent installation
  • voluntary influenza vaccinations
  • up to $200 reimbursement to encourage health and wellbeing activities outside of work
  • voluntary participation in a variety of health, wellbeing and fitness initiatives during Safety Month in October 2014 including mental health awareness sessions, and
  • promotion to all staff of key safety days including World Safety Day, Fatality Free Friday and World No Tobacco Day.

Safe Work Australia provides employees and their families with access to the Employee Assistance Program which is a free support service to provide advice 24 hours a day, 7 days per week.

The agency also ensures all staff have access to fully-trained harassment contact officers, first aid officers and fire wardens.

Work health and safety and compensation claims

Under section 35 of the WHS Act Safe Work Australia is required to notify Comcare of any incidents arising out of the conduct of a business or undertaking that result in death, serious injury or serious illness of a person or involve a dangerous incident. One incident was reported in 2014–15.

In 2014–15 Safe Work Australia had no new workers’ compensation claims lodged with Comcare.

Feature story: Rewards and recognition—Australia Day awards

As part of Safe Work Australia’s Reward and Recognition Programme, the agency celebrated the achievements of teams and individuals with the presentation of Australia Day Achievement Medallions.

These awards are reserved for the highest level of recognition for outstanding work performance on special projects or in performance of normal duties.

Three Australia Day Achievement Medallions were presented at an afternoon tea on 27 January 2015.

The first medallion was awarded to the team of people who successfully developed and implemented the Virtual Seminar Series, the first event of its kind delivered by Safe Work Australia. The team included Peta Miller, Janice Batt, Helen Righton, Ingrid Kimber, Liz Sweeney and Clare Sorensen.

The second medallion was awarded to Linda Prattley who coordinated the codes and guidance work for Safe Work Australia in 2014. Linda demonstrated her commitment, excellent organisational skills, stakeholder liaison ability, staff and resource management skills and dedication to delivering the project. The work of all the staff involved in the project is to be commended but the ultimate success of the project was due to Linda’s significant leadership contributions.

The third medallion was awarded to Marc Mahon from the People and Planning Section. Marc has dealt with a variety of stakeholders and his sensitive approach and professionalism when dealing with these matters has been exemplary.

The impact that Marc’s contribution has had on Safe Work Australia’s culture has been extraordinary, he is shaping a more dynamic and high performing culture.

All winners are pictured here with Michelle Baxter, Safe Work Australia Chief Executive Officer

All winners are pictured here with Michelle Baxter, Safe Work Australia Chief Executive Officer.

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Last modified on Tuesday 11 April 2017 [7901|38481]