Health, Safety and Wellbeing Strategy

2017-2022

And

Health, Safety and Wellbeing Annual Plan

2017-2018

2

CONTENTS

OUR VISION FOR HEALTH AND SAFETY .........................................................................................................3

INDUSTRY ENVIRONMENT ............................................................................................................................4

GOALS AND OBJECTIVES ...............................................................................................................................5

NEXT STEPS ...................................................................................................................................................6

WEL HEALTH AND WELLBEING STRATEGY ....................................................................................................7

STRATEGIC KPIS .............................................................................................................................................8

HEALTH, SAFETY AND WELLBEING ANNUAL PLAN .................................................................................... 12

HEALTH AND SAFETY INITIATIVES 2017 -2018 ........................................................................................... 13

3

OUR VISION FOR HEALTH AND SAFETY

Our vision is for WEL Networks to be an industry leader in health and safety. We strive to be ‘BEST IN

SAFETY’, ensuring our people return home safely every day, giving stakeholders confidence in our

fundamental commitment to safety, all while delivering a reliable and efficient network.

We continually endeavour to improve our health and safety performance in line with regulatory and

legislative requirements and recognise that ongoing development and effort are required to better

position us to realise our vision.

Our Board and Management team are committed to ensuring company-wide engagement in improving

our safety performance. It is essential that there is a collective understanding and agreement on the

deliverables necessary to enable our vision.

To enable continued improvement in our safety performance:

� We need committed and sustainable leadership in health and safety at every level

� We must have the competence to identify hazards and ensure that risks are effectively controlled

� All staff must be fully engaged and take personal responsibility for health and safety both for

themselves and others

� We must have effective health and safety systems, processes and practices integrated with the

management of our assets

� We must continually improve and raise the standards in our health and safety performance

� We must have in place effective forums and systems for communicating our health and safety

challenges

This strategy sets out the vision for the next five years and the associated plan provides detail on the

initiatives that will take place over the 1-2 year period that will enable us to achieve this vision.

Together they provide a framework for maintaining a robust safety culture and achieving our goal of

being ‘BEST IN SAFETY’ in everything we do.

Garth Dibley

CHIEF EXECUTIVE

4

INDUSTRY ENVIRONMENT

WEL Networks recognises that the electricity and distribution industry is a high risk industry which

historically sustained a number of fatalities, permanent disabilities and serious harm injuries. We

embarked on an improvement programme to enable WEL to minimise the risk of harm to our

workforce, which resulted in a significant reduction in our overall injury severity rate.

While we have improved our health and safety performance and have introduced a revised health and

safety management system (policies and procedures) to OHSAS 18001 accreditation level, we recognise

we will always have room for improvement. We continue to aim to achieve our vision of ‘Best in Safety’

in every type of work we undertake whether in the corporate area or the in the field. We believe there

is no single factor that presents an opportunity to improve safety performance; rather, there are

opportunities across a full range of health and safety components, supported by strong governance and

sound leadership.

WEL Networks’ planning

process provides

differentiation between our

long term vision and short

term business focus. The

Health and Safety stream aims

to enable WEL Networks and

WEL Services to be ‘Best in

Safety’, ensuring our people

return home safely every day.

Strategic Plan Framework

5

GOALS AND OBJECTIVES

Our FIVE Goals

To help us work towards our vision we created five goals:

1. Bring ‘Best in Safety’ to life - Our people will be fully engaged in health and safety and understand

our health and safety strategy, objectives and accountabilities.

2. Build Capability - We will have strong and sustainable leadership in health and safety. We will have

the competence to identify hazards and ensure that risks are appropriately controlled.

3. Manage Risk - We will focus on our Critical Risks, ensuring we have effective controls in place

across the organisation. We will measure and monitor our controls through our Risk Management

framework.

4. Improve Systems and Structure - We will raise the standard and continually improve our health and

safety performance, systems and structure. We will effectively communicate health and safety

issues and performance.

5. Manage Contractors - We will ensure our strategic partners are engaged, competent and capable in

supporting WEL Networks in achieving our desired objectives. Best in Safety will only be achieved

when we have all stakeholders personally committed.

These five goals were designed by incorporating the following:

• feedback received by WEL from a review undertaken by the Wilson Consulting Group in 2015;

• activities agreed upon by the WEL Networks Safety Forum in early 2016;

• results from the Orange Umbrella Safety Climate Survey; and

• objectives agreed upon by the WEL Networks Executive team.

Additional Inputs

This revised strategy and the annual plan continue to build upon the strategic objectives that were

developed previously and to incorporate suggestions and findings from the 2017 KPMG Audit and the

GSI (Global Safety Index) Safety Culture Survey completed in February 2017. We have also used our

Health and Safety performance data to focus on the main causes of injury and continue to seek

guidance from within the workplace.

Other external certification audits conducted in early 2017, the ACC WSMP Audit and the OHSAS 18001

Audit did not result in any further recommendations for improvement.

6

NEXT STEPS

The Future of Health and Safety at WEL

In the year 2016-17 a huge focus was placed on rolling out the first year of the two year WEL Networks

Health and Safety Strategic Road Map.

In January 2017, an internal audit was conducted to verify the activities completed within the Road Map

had been done to a satisfactory standard. Of the thirty nine activities identified to be rolled out over

two years, twenty six were completed within the first 11 months representing 69% completion.

The audit gave WEL Management the opportunity to appraise and understand progress so far and

consider the work still needed to be done, including the time and personnel resources that would be

required to achieve these goals.

Having taken the opportunity to review our overall goals and objectives, it has been identified that new

activities are required to further reduce injury rates at WEL and to improve overall health and safety

performance. These have been identified in the KPMG Audit (March 2017), the Global Safety Index (GSI)

Survey (February 2017) and a review of our injury statistics over the last five years.

Our proposed approach

Continuation and Refresh of the Five Year Health, Safety and Wellbeing Strategy

1. Review, update and continue the 5 year strategy that was started in 2015.

2. Introduce a Health, Safety and Wellbeing Annual Plan

3. Incorporate the WEL Health and Wellbeing Strategy as a subset of this strategy

4. Develop a new set of lead and lag indicators that can be accurately measured against agreed

targets which are effectively reported and communicated

5. Complete the activities that are currently planned in the existing Health and Safety Strategic

Road Map

6. Incorporate findings from the external audits and the GSI Survey results to continue to improve

our systems and processes.

Introduction of an annual plan

A Health and Safety Annual Plan will be introduced in 2017 to support the achievement of the strategy.

The 2017-18 year will focus on the completion of the two year Health and Safety Strategic Road Map

and the completion of activities already identified by audits or by the business. From 2018 onwards the

annual plan will replace the need for specific project initiatives (i.e. the Road Map).

7

WEL HEALTH AND WELLBEING STRATEGY

At WEL we are committed to ensuring our employees return home safely every day and our aim is to be

‘Best in Safety’ in everything we do. We recognise that employee wellbeing is not just about keeping

people safe at work, but that it also requires investment in seeking opportunities to assist people to

enhance and develop their own physical and mental wellbeing.

Well devised and targeted workplace wellness programmes can reduce absenteeism, improve

productivity, reduce health risks (particularly in an aging workforce), reduce potential for injury and

improve employee morale.

Our goal at WEL is to:

� Provide a wellbeing programme that is designed to meet the needs of as many of our people as

possible, taking into account age, gender, cultural differences, physical abilities and diversity of

general interests.

� Provide a wellbeing programme that includes strategies to prevent injuries and illnesses and

strengthen our people physically and mentally.

� Enhance the overall health and wellbeing of our employees by focussing on initiatives that are

agreed upon by a representative group from within the organisation.

Established and on-going occupational health and wellbeing initiatives

WEL currently provides a number of services aimed at promoting health and wellbeing in our staff,

some of these are required for regulatory purposes (occupational health) while others are offered to

staff as additional benefits when working for WEL.

Our strategic approach is to ensure the benefits package is competitive in the market and positions WEL

to both meet our regulatory requirements and ensures prospective and current employees view us as

an employer of choice.

Employee Wellbeing Programme 2017

In 2017 we have developed a calendar of activities that will be rolled out during the year which cater to

the diverse nature of our workforce.

We also plan to launch a wellbeing portal, giving staff access to health and wellbeing links on the

internet.

8

STRATEGIC KPIS

LAG Indicators

Measure 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

Total Recordable Injury

Frequency Rate (TRIFR)

Measure – number per

200,000 work hours

Target – to reduce by 5 %

per annum

≤3.5 ≤3.5 ≤3.5 ≤3.5 ≤3.5 ≤3.5 ≤3.5 ≤3.5 ≤3.5 ≤3.5

Injury Severity Rate

Measure – days lost on

average per injury

≤7 ≤7 ≤7 ≤6.5 ≤6.5 ≤6.5 ≤6 ≤6 ≤6 ≤5.5

Public Safety Incidents

Causing Harm

Target – zero harm

0 0 0 0 0 0 0 0 0 0

Soft Tissue Injuries (sprains

and strains)

Measure – number per year

Target – to reduce by 5 %

per annum

25 23 22 21 20 19 18 17 16 15

Lead Indicators

Measure

Near Misses Reported

Measure – Investigation type decided and launched within

three working days of receiving the report. Report complete

and actions assigned within four weeks.

Executive and Management Site Visits

Conducted and completed as per agreed schedule. Site

assessments recorded and acted upon within each calendar

month.

Health and Safety Meetings

Health and Safety Committee: monthly

Service Partners (Contractors): bi-monthly

Senior Leadership Health and Safety Committee: bi-monthly

Close out of FARS 80% closed out within the month of reporting

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10

11

Health, Safety and Wellbeing Annual Plan

2017-2018

12

HEALTH, SAFETY AND WELLBEING ANNUAL PLAN

Introduction of an annual plan

The Health, Safety and Wellbeing Annual Plan is being introduced to support the achievement of the

strategy. The 2017-18 year will focus on the completion of a number of initiatives that are currently

underway. These include; the two year Health and Safety Strategic Road Map, the completion of

activities already identified by audits and initiatives aimed at continuous improvement already

identified by the business.

These activities are listed on the following pages based on the source of the initiative:

1. Completion of activities in the Health and Safety Strategic Road Map

The Road Map activities were planned for the two year period 2016-18. Many of these are now

complete so this plan only contains the activities that are still underway.

2. Agreed approach to employee wellbeing

A new wellbeing strategy has been developed and the previously ad hoc activities are now being

formulated into a calendar of events.

3. Completion of audit recommendations

Audit recommendations from KPMG, OHSAS 18001, ACC WSMP or any other regulated audits

will be captured in the annual plan.

4. Completion of agreed GSI survey recommendations

After each GSI Survey is completed the business will decide whether any actions are required to

improve business performance and if so these will be added to the annual plan.

5. Activities to improve health and safety performance

Activities may be added to the annual plan if the business requires uplift in the area of health

and safety performance and to facilitate continuous improvement.

It is envisaged that in subsequent years the annual plan will be structured in a more functional manner

rather than being based on areas of input.

13

HEALTH AND SAFETY INITIATIVES 2017 -2018

1. Completion of activities in the Health and Safety Strategic Road Map

Pillar 2: Build Capability Completion Due

2.1 Develop a Board and Executive ‘Safety Observation and Risk Management’

Programme.

December 2017

2.4 Field Services ‘Hazard and Risk ID’ training – include understanding of

critical risks and controls.

December 2017

2.5 ‘Mental Health and Wellbeing’ Training. September 2017

Pillar 3: Risk Management

3.1 Develop a Health and Safety Risk Governance audit and assurance

programme that utilises both internal and external resources to provide

governance visibility to Executive and board.

December 2017

3.4 Establish and publish a corporate Health and Safety critical risk and control

register.

November 2017

3.5 Develop and implement a Corporate Health and Safety Governance

framework.

November 2017

3.9 Develop and implement a ‘Safety by Design’ process and procedure to

enable risk mitigation in accordance with the hierarchy of control.

March 2018

Pillar 4: Systems and Structure

4.2 Automate dashboard reporting with common set of Health and Safety lead

and lag indicators, trend analysis and safety improvements. Review Board

report format. Automate incident reporting and communication process,

ensuring visibility and incident escalation processes.

December 2017

4.6 Develop smart technology/mobile solution to provide Health and Safety

information, guides and reporting.

May 2018

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2. Approach to Employee Wellbeing

Current state Initiatives Future state

Unstructured approach to

wellbeing. Activities are

conducted but on an ad hoc

basis

• Development of a Wellbeing

Strategy

• Development of an annual

wellbeing calendar of activities

• Development of a Health and

Wellbeing Portal to be available via

InGrid

A considered and

documented approach to

wellbeing is in place.

Wellbeing is aligned more

closely to health and safety.

A number of employee

benefits that contribute to

employee wellbeing

currently exist in the Human

Resources space

• A review of current benefits is

undertaken and recommendations

for any updates are endorsed by the

Executive team.

• Southern Cross health insurance

package for WEL is implemented.

The benefits package is

aligned to WEL’s strategic

direction, the HR Strategy

(especially recruitment and

retention) and best practice

employee management.

Regulatory wellbeing

activities are documented

and undertaken as required.

15

3. Audit recommendations

Current state Initiatives Future state

KPMG: Consider educating

the Board on Contractor

Management

Aligns with Wilsons work 2.1

and 3.5

• Board paper recommending an

effective health and safety due

diligence programme for Directors

is produced.

• Due diligence programme is

developed and commenced

during the year.

The Board understand all of

their due diligence

responsibilities , including

health and safety risk, across

the activities of the business,

including contractor

management.

KPMG: Align WEL vision and

strategy with Health and

Safety strategy

• Link Health and Safety messaging

and actions to company vision and

goals

Align company strategy and

Health and Safety strategy.

This document aligns with the

company strategy and will

continue to do so for future

planning.

KPMG: Health and Safety

Representative (HSR)

availability and time for work

on Health and Safety projects

• Confirm that HSRs are able to

contribute to Health and Safety

improvements and to undertake

tasks associated with their HSR

responsibilities. e.g time for

meetings, feedback workgroups,

Health and Safety projects and

participation etc.

Health and Safety

representatives are

encouraged to propose

initiatives through follow up

meetings after Health and

Safety Rep training and within

Health and Safety Committee

meetings.

KPMG: HSR roles and

contributions

• Promote awareness of the roles

and contributions that the HSRs

make to the overall effectiveness

of Health and Safety performance.

• Investigate the possibility of

taking Health and Safety reps into

the field to observe at least once a

year. Field teams to observe other

crafts.

Health and Safety reps will be

promoted to the organisation

on a monthly basis

KPMG: Review the Asbestos

kit for ACM pillar retrieval

• Arrange for an external review of

the asbestos work undertaken by

WEL staff and the requirement for

the asbestos kit currently in

vehicles. Especially with regard to

the RPE and other contents.

• Undertake a task specific risk

assessment and provide

recommendation on the kits for

the ACM pillar removal task.

Consideration of our entire

approach to asbestos safety

and the need for kits to be

carried in all vehicles needs to

be investigated. There is

some doubt that an external

audit is necessary due to the

very minimal likelihood of

exposures.

16

4. GSI Survey

Current state Initiatives Future state

Safety rules are sometimes

not practical and;

Some safety rules and

procedures seem to be

inconsistent

• A project to review and

standardise the safety

documentation (rules and

procedures)

Safety rules are relevant, up-

to-date and appropriate to

adequately meet the needs of

the business and provide the

correct level of guidance to

staff in all activities.

Employees do not feel

business safety performance

is well communicated

• Review KPIs; design a template to

exhibit statistics. Display on

screens throughout business and

discuss each month at info share.

Print Health and Safety meeting

minutes and distribute/display

each month throughout the

business

Employees feel informed

about health and safety

performance and incident

follow up is reported back to

teams.

People take more risks at

home that they would at work

• The Stop for Safety event (March

2018) has content that further

explores this issue.

We gain an understanding of

why staff take more risks at

home than at work and then

where possible address the

root causes. Staff have a

consistent and appropriate

approach to health and safety

risk management in all

aspects of their lives.

17

5. Improving Health and Safety Performance

Current state Initiatives Future state

Approximately 60% of our

injuries are soft tissue injuries

which are caused by manual

handling or slips and trips.

• Publication and communication of injury

statistics to raise awareness.

• Manual handling training repeated each

year. This year we propose to approach

the training from a task based perspective

with the assistance of an external

provider.

• A focus on safety conversations that

identify possible hazards that might cause

such injuries when managers and

supervisors visit sites

• Ask the workforce what they think would

help to reduce the likelihood of injury.

Reduction each

year by 5% per

annum in all soft

tissue injuries

Contractor (Service Partners)

Performance – there is variability

in reporting and safety standards

particularly with some of the

smaller companies

• Bi-monthly Health and Safety meetings

with Service Partners to discuss concerns

and issues and to share problem solving

initiatives

Consistency of

safety standards

across all PCBUs

including WEL

A developing culture of Health

and Safety excellence

• Stop for Safety – March 2018

• A further ‘Stop for Safety’ session is

planned for early 2018 for the purpose of

further advancing awareness of the

importance of strong health and safety

leadership and employee participation in

health and safety in the work place.

A company culture

that truly

represents “Best in

Safety”

A Hazard Register which is not

complete and does not form the

basis of a sound risk assurance

programme for health and safety

• The existing Hazard Register is updated to

reflect current state and will become a

Health and Safety Risk Register in line with

legislative requirements.

• A risk assurance programme is designed

and implemented for health and safety

risk.

Health and Safety

risks are

documented and

understood. Risk

controls are

verified and

manage the risks

Health and Safety

Representatives have Level 1

certification

• Provide the next level of training to Health

and Safety Representatives

Health and Safety

Representatives

have Level 2

certification