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Safety and Wellbeing


Safety and Wellbeing improvement plan

We continually strive to create a work environment that is free from injury, illness, and incident. The department is committed to improving its safety and wellbeing performance by driving improvements in safety leadership, communication and consultation, systems, risk management and health and wellbeing.

In December 2016 the Safety Improvement Plan 2014–16 reporting period was completed. The Safety and Wellbeing Improvement Plan 2017–19 was also launched this year, including an increased focus on leadership and greater awareness of workplace wellbeing. Safety and Wellbeing, in consultation with the newly engaged Safety and Wellbeing Operational Committee members and key branch stakeholders, updated the Plan to include more comprehensive measures with an increased focus on visible leadership and promotion of wellbeing initiatives at a branch level.

Key mandatory measures include:

Leaders play a vital role in driving safety culture and improvements. Visible leadership and active participation of our leaders sends a clear message to workers that we value the safety of our employees and actively work towards our vision: Healthy, Supportive and Safe Working Lives.

The health and wellbeing of our employees is a priority. We endeavour to drive health initiatives to improve the physical and mental wellbeing and resilience of our teams. Through visible leadership, support, risk management, robust wellbeing initiatives and leaders are working together to build a safer and healthier work environment.

Our safety performance

We are committed to safety and our collective goal that no person will suffer a preventable work related injury or illness. This is an ambitious target and one that can only be achieved through an integrated process of planning, applying, checking and acting. This process of continuous improvement in safety is driven by senior management in full consultation with all stakeholders.

Statistical review of our Safety Management System (SMS) provides a tangible, quantitative assessment of performance against established targets. The analysis of statistics provides a barometer as to the effectiveness of our SMS. The most significant aspect of the process is identifying negative trends and instigating measures to address these before they have an adverse impact.

The Safety and Wellbeing Initiatives Two Year Plan 2017–19 outlines initiatives addressing specific hazards, risks, behaviours, systemic issues and cultural elements with the aim of reducing workplace incidents. The establishment of an improved Business Intelligence capability will provide for flexible Workplace Health and Safety (WHS) operational and strategic reporting, and root-cause analysis.

The department's workplace rehabilitation services are committed to assisting employees achieve a safe and timely return to work and continue to contribute to minimising the number of working days lost each year.

Since 2014–15, School Crossing Supervisors' (SCS) occupational group WHS performance results are reported as separate measures due to the disproportionate days lost to hours worked ratio. The demographics of the SCS workers including the nature of the duties, skills, hours worked and age percentile, prevents the department from providing meaningful return to work programs to SCS who sustain an injury. Targeted initiatives relating to the safety performance of SCS network has realised an 87 per cent reduction in the number of working days lost over the past two years from 391 in 2014–15 to 91 in 2016–17.

The following graps provide a snapshot of our safety performance over the last five years.

Graph – Lost Time Injuries
2012-13 2013-14 2014-15 2015-16 2016-17
82 73 75 92 88
Graph – Lost Time Injury Frequency Rate
2012-13 2013-14 2014-15 2015-16 2016-17
6.7 6.5 6.6 8 7.6
Graph – Severity Rate
2012-13 2013-14 2014-15 2015-16 2016-17
62 129 108.7 91 90.5
Graph – Days Lost
2012-13 2013-14 2014-15 2015-16 2016-17
757 1442 1234 1044 1094

Data source: Workplace Health and Safety injury data sourced from TMR's Safety Health and Environment enterprise safety management system. HR data for hours worked sourced from TMR's Systems, Applications and Products enterprise resource management system.

Notes: *Data is subject to change in accordance with decisions made by WorkCover Queensland regarding the determination of compensable claims. This may result in variations to historical data which have previously been published.

  • Lost Time Injury is an injury that results in at least one full shift being lost at some time after the shift during which the injury occurred.
  • Lost Time Injury Frequency Rate is the number of lost time injuries per million hours worked.
  • Days Lost is the number of full work shifts lost for a lost time injury.
  • Severity Rate is the number of days lost per million hours worked.

Safe Work Month

We are committed to improving work health and safety throughout the department and supporting our workers to remember our most important reasons for staying safe at work. We aim to build awareness of work health and safety, encourage discussion about safety at work and share positive workplace stories from across the business.

In October 2016, we supported the annual National Safe Work Month initiative which promoted safety strategies to reduce injuries, illness and death in workplaces around the country. We developed and distributed resources across the department, including fact sheets, posters, toolbox talks and links to other relevant websites. We encouraged our leaders to foster positive safety and wellbeing practices to assist with the compliance of our legal responsibilities.

The initiative increased assurance that our people have the appropriate safety and wellbeing capabilities to undertake their roles.

The Structures Directorate of Engineering and Technology Branch participating in National Safe Work Month which helps reinforce the messages with staff

The Structures Directorate of Engineering and Technology Branch participating in National Safe Work Month which helps reinforce the messages with staff

Injury management

TMR, through its Workplace Rehabilitation Policy and centralised management of rehabilitation and workers' compensation claims is committed to ensuring that rehabilitation and return to work services are provided in keeping with injury management best practice.

The department recognises that workplace rehabilitation assists the recovery process and helps restore the employee's normal function sooner. In the event of an injury or illness, regardless of whether it is work-related, we are committed to assisting employees to achieve a safe return to work, in a way that will facilitate their best possible recovery. This is achieved in accommodating gradual return to work and return to work on suitable duties in accordance with medical advice.

Table – Comparison of workers' compensation claims lodged over a five-year period
2012-13 2013-14 2014-15 2015-16 2016-17
Claims 377 316 271 277 290

Data source: WorkCover Queensland – Online services for employers and TMR's SHE enterprise safety management system.


  • Figures are subject to revision as more information becomes available.
  • In 2016–17, the number of workers' compensation claims remained steady compared to the previous years. The average cost of each claim was $3371, which was $371 lower than the 2015–16 average of $3742.
  • Figures are based on a rolling average. The 2015–16 figure has risen from $2529 since previously reported.
Table – Final return to work (RTW) over a five-year period
2012-13 2013-14 2014-15 2015-16 2016-17
Final RTW* 97.51% 97.33% 94.87% 97.42% 95.24%

Data source: Cover Queensland – Online services for employers and TMR's SHE enterprise safety management system.

*Figures are subject to revision as more information becomes available.

Wellness programs

The department engaged an organisational psychologist to analyse, interpret and determine the state of mental health in the department. These recommendations will inform the Mentally Healthy Workplaces Blueprint to be implemented as part of the 2017–19 OneTMR Wellbeing Program.

In addition to the development of the OneTMR Wellbeing Program, incorporating the Mentally Healthy Workplaces Blueprint, the following annual wellbeing activities have been undertaken:

*Represents where figure reported includes ‘in progress' activities.

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