oberon council. workforc… · 1 introduction – integral component of ip & r framework in...

OBERON COUNCILWorkforce Management Plan 2019-2022

Workforce Management Plan 2019

Published by Oberon Council

Council Meeting Date: 25 June 2019Council Department: General ManagerContact Officer Gary Wallace

Revision Required Every three years

More Information:Oberon Council137-139 Oberon StreetOBERON NSW 2787

Disclaimer: The information contained in this publication is based on knowledge and understanding at the time of writing (May 2019).However, because of advances in knowledge, users are reminded of the need to ensure that information upon which they rely is current.

Version Council Meeting Date Responsible Officer1 May 2012

Reviewed 2013Reviewed 2014Reviewed 2015Reviewed 2016

General Manager

Version Council Meeting Date Responsible Officer2 21 May 2019 General Manager


Table of Contents1 INTRODUCTION – Integral component of IP & R Framework ....................................................................................................................... 4

2 CURRENT WORKFORCE – ORGANISATIONAL STRUCTURE .................................................................................................................. 5

3 CURRENT WORKFORCE & SENIOR MANAGEMENT ................................................................................................................................. 6

4 OUR WORKFORCE PROFILE .......................................................................................................................................................................... 8

5 OVERVIEW OF OBERON COUNCIL’S WORKFORCE................................................................................................................................ 14

6 WORKFORCE PLANNING OBJECTIVES and STRATEGIES ..................................................................................................................... 17

7. WORKFORCE MANAGEMENT STRATEGY – ACTION PLAN .................................................................................................................. 19

Oberon Common Carpark areaBlacksprings Footpath Construction


1 INTRODUCTION – Integral component of IP & R Framework

In developing our new Community Strategic Plan (CSP), Council’s Workforce Management Plan (WMP) forms an important part of theIntegrated Planning and Reporting framework. Council’s WMP will form part of the Resourcing Strategy, helping to meet the community’spriorities and aspirations, as expressed in the CSP, by having the right people in the right places with the right skills doing the right jobs at theright time.

BackgroundThe NSW Government, through the Office of Local Government requires all NSW Councils to prepare a Community Strategic Plan (CSP) andother documents in an “integrated” framework.

The initial WMP for Oberon Council was prepared in May 2012, and has been reviewed annually since inception.

Since 2016, Council has participated in the Australasian Local Government Performance Excellence Program conducted by PwC. There arecurrently 136 Councils, including 60NSW Councils that participate in the program.

Workforce Management Plan Strategy ObjectivesA principal strategy of Oberon Council’s WMP is for Council to be seen as a desirable place to work, not just for security of employment andaward wages but because the work it undertakes is valuable and contributes to the economic, cultural and recreational wealth of thecommunity. Planning a workforce for the future is a critical exercise to ensure there are sufficient numbers of appropriately trained and skilledemployees to carry out the work that needs to be done.

As a key component in its WMP, Council will continue to review and identify its workforce needs for the future. By examining the job role,demand over each four year period and the supply over the four years, the gaps in our workforce will be adjusted on an ongoing basis.

Council’s objective is to develop strategies so that Council is viewed as an employer of choice and that current and future vacancies inCouncil’s workforce can be filled quickly and efficiently to ensure minimum disruption to the delivery of services to the community.


2 CURRENT WORKFORCE – ORGANISATIONAL STRUCTURE

The Organisation Structure was reviewed by Council in June 2018. The following represents the current structure in operation.

General Manager

AdministrationHuman ResourcesWHS/RiskEconomic and Tourism

Planning and DevelopmentDirectorHealth and BuildingPlanning and Development ControlWaste ManagementAnimal ControlGrants

Corporate ServicesDirectorFinanceIT/GISLibraryCommunity & Youth ServicesGovernance

Technical ServicesDirectorWorksRoadsCemeteriesWater and Sewer


3 CURRENT WORKFORCE & SENIOR MANAGEMENTGENERAL MANAGER’S UNITThe General Manager is responsible for the operation of Council’s organisation and for implementing the policies and decisions of the Council. The GeneralManager is responsible for the day-to-day management of Council, exercising any functions delegated by the Council; and the appointment, direction anddismissal of staff.

Responsible to the General Manager are three Directors who manage the Departments of Technical Services, Corporate Services, Planning andDevelopment. The General Manger, along with the Directors comprises the Executive Management Team that ensures the organization is meeting itsobligations and provides staff with strategic direction. The role of the General Manager is also to oversee the Mayoral and Councillor support and legalservices.

Additionally, the Economic & Tourism Manager, Administration – Customer Service area, WHS/Risk Coordinator, Human Resource Coordinator all report tothe General Manager.

CORPORATE SERVICES DIRECTORThe Director oversees Council’s Finances, the preparation of Annual Financial Statements, Revenue and Cash Flow Management, Investments, ContractManagement, Procurement, Library Management, Accounting Systems, Payroll and Leasing arrangements, and a range of Community and Youth Services.The main support staff for the Director is the Finance Coordinator, Library Manager, Account Manager IT Coordinator and Community Services and YouthCoordinator.

PLANNING and DEVELOPMENT DIRECTORThe Director manages the Development Control, Health and Building approval processes, along with Environment and Heritage, Animal and Stock Control,Waste Management and the Oberon Swimming Pool. An important function of this position is managing the Local Environmental Plan and DevelopmentControl Plans for the whole of the Oberon Local Government Area. The main support for the Director is the Senior Health & Building Officer and townPlanner.

TECHNICAL SERVICES DIRECTORThe Director is supported by professional and technical specialists to manage major infrastructure. This includes the road network (Local, Regional andState Roads), Water and Wastewater (sewerage scheme), Public Amenities, Parks and Gardens, Sporting Ovals and Plant and Fleet Management. Themajority of the workforce is employed in this area.


Strathroy Ave Kerb & Gutter Repairs


4 OUR WORKFORCE PROFILE

Oberon Council is located in rural area and is relatively small Council compared to its neighboring Councils of Lithgow and Bathurst.

Council current snap shot (2019) employs 81 staff with a full time equivalency of 73, which includes 58 full time staff, 9 permanent part timestaff and 14 casual employees.

GENDER COMPARISON (excluding Casuals) EMPLOYMENT TYPE (all employees)

Full-Time Part-Time Trainee Apprentice Casuals

2018 74 (65%) 10 (9%) 2 (2%) 0 (0%) 28 (25%)

2017 67 (64%) 13 (13%) 3 (3) 0 (0%) 21 (20%)

MALE FEMALE TOTAL2018 58 (67%) 28 (33%) 86 (100%)

2017 54 (65%) 29 (35%) 83 (100%)


EMPLOYMENT TYPE BY WORK AREA (excluding Casual employees)Casual staffing is excluded as these positions generally replace existing positions or are short term placements only.

2017 2018

Total Full-time Part-time Trainee andApprentice

Total Full-time Part-time Trainee andApprentice

Total Employees 83 (100%) 67(81%) 13(16%) 3(4%) 86.00(100%) 74(86%) 10(12%) 2(2%)

Indoor/Administration 34 (41%) 20(24%) 11(13%) 3(4%) 38.00(44%) 28(74%) 8(21%) 2(5%)

Outdoor/Works & Depot 49(59%) 47(57%) 2(2%) 0(0%) 48.00(56%) 46(96%) 2(4%) 0(0%)


AGE OF EMPLOYEES

2017 2018Age Indoor/

AdministrationOutdoor/Worksand Depot

Total Number ofEmployees

Age Indoor/Administration

Outdoor/Worksand Depot

Total Number ofEmployees

<21 2 (2%) 0(0%) 2(2%) <21 1(1%) 0(0%) 1(1%)

22-30 1(1%) 4(5%) 5(6%) 22-30 3(3%) 1(1%) 4(4%)

31-40 7(8%) 4(5%) 11(13%) 31-40 7(8%) 6(7%) 13(15%)

41-50 13(16%) 13(16%) 26(31%) 41-50 14(16%) 9(10%) 23(27%)

51-64 8(10%) 25(30%) 33(40%) 51-64 10(12%) 29(34%) 39(45%)

>65 3(4%) 3(4%) 6(7%) >65 3(3%) 3(3%) 6(7%)

Total 83(100%) Total 38(44%) 48(56%) 86(100%)

A SNAPSHOT OF THE 2018 STATS

v The largest age bracket is 51 to 64 years of age. About 94% of all employees are aged over 31.

v The Outdoor/Works & Depot have an aging workforce with an average of these employees (37%) aged over 51 years.

v Employees under the age of 30 represent only 5% of all employees.

v The average age of the total workforce is 48 years. The average age of Administration/Indoor employees is 41. The average age ofOutdoor/Works and Depot employees is 53 years of age.


The 51-64 years age group has seen an increase since 2012 with 45% of the workforce now represented in this bracket. This will further impact on thesuccession planning requirements in the next 2 years. The 22-30 year age group continued trend indicates a need to focus on the attraction and retention ofsuitably skilled and qualified staff in this demographic group.


LENGTH OF SERVICEThe following information breaks employee groups into six (6) distinct work areas.This information illustrates the Total Length of Service by Work Area (in accumulated years)

There has been a increase in employees with 2-5 years experience with a correlating steady 6-10 year and 11-20 year service brackets. Employees withover 31 years experience remains static at just 5% of the workforce. With three quarters of the workforce having more than 6 years of experience, theorganisation is in a positive position. Future challenges will lie in retaining corporte knowledge as employees move towards retirement.

02468

1012141618

<1 2-5 6-10 11-20 21-30 >31

2017 Length of Service by Work Area

Outdoor/ Works

Engineering

Corporate Services

Community

Development

GM Unit

0

2

4

6

8

10

12

14

16

<1 2-5 6-10 11-20 21-30 >31

2018 Length of Services by Work Area

Outdoor/ Works

Engineering

Corporate Services

Community

Development

GM Unit


2017Accumulated

Years<1 year 2-5 Years 6-10 Year 11-20 Years 21-30 Years >31 Years

Outdoor Works/Depot 665 4 4 14 16 7 4

Engineering 73 0 1 1 2 1

Corporate Services 69 3 5 5 1 0

Community(Administration) 33 0 2 1 1 0

Development 46 0 1 0 3 0

General Managers Unit 69 0 2 2 3 0955 7 15 23 26 8 4

100% 8% 18% 28% 31% 10% 5%

2018Accumulated

Years<1 year 2-5 Years 6-10 Year 11-20 Years 21-30 Years >31 Years

Outdoor Works/Depot 683 0 7 14 15 7 4

Engineering 77 1 1 1 2 1

Corporate Services 107 4 8 4 4

Community (Administration) 37 1 0 3 1

Planning & Development 33 2 1 0 2

Organisational Development 22 1 1 0 1

100% 10% 21% 26% 29% 9% 5%


5 OVERVIEW OF OBERON COUNCIL’S WORKFORCEThis workforce management plan profile takes into account the type of employment (Full-time, Part-time, casuals), the age of employees, typesof services being introduced into the community when considering employment. Regular review of Council’s employment conditions/positionsto ensure balance of organizational needs in order to service the community and promote economic growth.

The most critical issues identified are listed below:

CORPORATE SERVICES· Store Assistant role is critical and succession planning is being reviewed and implemented. Expressions of Interest for a Store Assistant -

Relief person is currently underway. Ongoing assistance to this position will be required in the future.· A new Finance Assistant position was created as part of the June 2018 structure to combine an existing 21hr finance assistant and 21hr

payroll assistant roles. The combination provided a full time Finance Assistant position that was filled by Council’s Finance & CommunityServices Trainee, after external advertising. This position assists the Finance team with Accounts Receivable, Revenue Relief, and PayrollRelief.

· A Chief Financial Officer was appointed in January 2019 following the position previously filled by a contractor who oversaw the CFOresponsibilities. This position has previously been difficult to fill due to previous State Government Fit for the Future program and attractingqualified staff to Oberon.

· The Library Officer position was increased in responsibility to become a Library Manager position as part of the 2018 structure review. Thisposition has autonomy over the Library function and will include components of the CTC function.

PLANNING and DEVELOPMENT SERVICES· The construction of the Oberon Fitness Centre may require a new position dependent upon the operational model adopted to run the

facility.· The review of the Waste Depot, will also take place in the next period. This will coincide with a new building and possible change to

operating hours and the separation of town services from the waste area.· A new Animal Shelter will be constructed, and relocated to the Waste Depot area. This will provide a better facility for the Oberon

community.· The continuing pressure on technical staff due to the ongoing and increasing requirements for accreditation and continuing professional

development training is resulting in less technical staff being attracted to local government and therefore retaining good technical staff iscritical.


TECHNICAL SERVICES & OUTDOOR WORKS· Attraction of professional technical service employees is seen as a critical issue. Council may need to work with Central NSW Joint

Organisation group of Councils, to enhance the opportunity for leverage of possibly sharing resources in critical periods.· Attracting professional staff to fill the professional and technical positions required in the Engineering sector of Local Government has

become a lot tougher with less school students pursuing a degree in the Engineering. Councils need to work collaboratively withprofessional organisation such as IPWEA and Professional Australia.

· Professional Engineers in line with other technical staff face ongoing requirements to remain accredited through continuing professionaldevelopment and training, salary levels in regional areas are less attractive to those roles within metropolitan area.

· Providing for homegrown talent, encouraging young school leavers into both professional Cadetships and trades apprenticeships to providefor ongoing growth and needs of building and maintaining community infrastructure and services.

· Upskilling new and young employees by providing additional in-house and external opportunity to obtain further skillsets in the operations ofheavy machinery and truck driving.

· Continue to address deficient areas of service to the community, recognise gaps and create ways to move with the change in theenvironment dynamic.

GENERAL MANAGER’S UNIT/EXECUTIVE, ORGANISATIONAL DEVELOPMENT & CUSTOMER SERVICES· Risk Management and Workplace Health and Safety requires the placement of a skilled local government experienced employee· Tourism and Business Development continues to grow, and some initiatives are being undertaken to promote increased tourism

activities/events which will provide business development opportunities ie camping kiosks, increased accommodation for tourism.· Administration area is providing the community with valuable service with the provision of Service NSW five days a week.· Human Resources continue to be an area, with systems being implemented and continual improvement in many areas of general HR.


WORKFORCE ISSUES

As demonstrated in the table above, Council has its largest proportion of employees in the baby boomer category (51-64). Of these (7% areover 64 years of age and whilst there is no longer a defined retirement age, can reasonably be expected to retire within the next ten years. Thechallenge for Council is to ensure not only that it has the capacity to replace these positions with people equally skilled and experienced to fillthese gaps, but also to keep all employees well engaged in the roles they perform.

It is conceivable that an employee in their late teens could be working alongside an employee in their late sixties or even seventies. It is alsoconceivable that this disparity will mean that they have very different life and work experience skills. For example, younger employees aremore likely to be technological savvy than older employees, and can share these skills with older employees. Conversely, older employees willhave a greater exposure to work experiences and corporate operational knowledge and can share these with younger employees.

Council currently has provision for 2 trainees. While no guarantees can be given for permanent position at the end of the traineeship,experience has shown that these trainees are often good applicants for positions that may arise. In addition, Council is providing a step forlocal young people to learn and attain a Trade and TAFE Certificate qualifications whilst living in the LGA area.

A comprehensive review of the Salary System and Performance Management System, including Annual Performance Appraisals andSalary/Wage Reviews is noted as overdue and will be a main focus to review during 2019/2020 to mirror the change in structure that will befinalised by June 2019 with the remaining Technical Services Structure finalised.

Councillor Inspection STP


6 WORKFORCE PLANNING OBJECTIVES and STRATEGIES

Attraction and RetentionCouncil currently seeks to ensure its commitment to the local community by providing opportunities to develop its youth to meet the futureobjectives of the Council whilst still meeting its obligations to appoint people on merit. Similarly positions that are hard to fill with qualifiedpeople, may be more able to be filled by someone with the right cultural fit, mindset and work ethic who has most of the essential skills, and isprovided a pathway to attain those necessary qualifications on the job.In addition, Oberon’s close proximity to Bathurst has seen employees leave to employment opportunities in Bathurst. In saying this however,Council has a number of employees who reside in Bathurst and commute to Oberon for work.Oberon Council is also building strong collaborative ways to share expertise on projects or programs and share services.DevelopmentCouncil is participating in a CENTROC project that delivers core compliance subjects in an online format to all staff. These courses will becompleted annually by the staff to ensure that they are aware of their rights and responsibilities.In addition to this specific industry training for Traffic Control, Water, Civil Construction, Leadership/Supervisor training is being undertaken.Some of this training is being undertaken under the Local Government Skills Strategy program and Smart and Skilled Training Program. Thisenables upskilling of employees for future needs and licensing requirements.Organisational DevelopmentCouncil has an employee Consultative Committee established under the provisions of the Local Government State Award. The ConsultativeCommittee provides a forum for Council and its employees to openly and freely discuss matters affecting workplace relations.In developing this plan, Council has and will continue to consult with its employees to determine the best possible personal and organizationaloutcomes.Overall development of management systems to assist employees to optimise strategy outcomes has been incorporated into the long termfinancial plan.The Workforce Plan is one which will be updated on a regular basis to provide Council and management with a framework for staffing decisionsbased on the Council’s Community Strategic Plan, Delivery Plan and Operational Plan. It enables Council to set a direction and determine thefuture staffing levels required to meet these objectives.The strategies will look at all aspects of the workforce including: skill gaps, the ageing workforce, recruiting and retaining staff.


Workplace Health Safety and RiskAs part of the Workforce Management Plan staff will continue to work with external provider Statewide representatives to implement theContinuous improvement program Risk. The areas identified for improvement in 2019/20 are Roads, Bitumen, Playgrounds and Swimmingpools. Council officers are required to complete a self audit checklist which identifies areas in our systems to improve.

Workers compensation premiums are a significant budgetary item for Council’s and eliminating or limiting the number of lost time injuries cansignificantly affect the premiums paid for Council’s workers compensation insurance.

Continuous improvement and implementation of policy to assist with the Well-being of employees will continue. Several Mental Health First Aidawareness sessions for all staff have been undertaken and Council will continue to ensure safe work procedures and education on safety to allemployees.

Council will also investigate the requirement for mandatory audiometric testing for all employees working with plant. This is due by 2020.


7. WORKFORCE MANAGEMENT STRATEGY – ACTION PLAN

Strategy 1. ATTRACTION and RETENTIONRef Issues Action 19/20 20/21 21/22 22/23 Responsibility Measures

1.1 Complete review ofrecruitment practices

Review ongoing online recruitment system to automate applications,shortlisting, offers and onboarding.Advertise in a variety of media relevant to the position ie websites,industry magazine, social media and specific local government sites.

ÖGeneral ManagerHR Coordinator

Automated datacollection forReporting annually

1.2 Complete review of SalarySystem

Benchmark Council’s salary system against like councils to measureongoing competitiveness by participating in the Local GovernmentNSW Remuneration survey & Local Government NSW HR MetricsBenchmarking activities and report result internally to Management.

Ö ÖGeneral ManagerHR Coordinator

· Engagement ofconsultant

· Promoting staffbenefits, andmonitor salaries inthe context ofspecialised localgovernmentpositions

1.3 Implement an ELMOperformance developmentsystem

Provide employees with access to training in addition to that requiredfor step progression to facilitate opportunities for career progression.Online system development for ease of completion and provision ofinformation.

ÖEMTHR Coordinator

· Completion ofreview

· Continuedprovision ofprofessionaldevelopment andtrainingopportunities forstaff to furtherdevelop their skills

1.4 Recognition program Ensure long service recognition continues with an annual rewardprogram. Ensure succession plans are in place for key roles totransfer corporate knowledge and upskill employees to address theseparation risk.

Ö Ö Ö ÖGeneral ManagerHR Coordinator

Annual Programcontinues

1.5 Review workingconditions, non-salarybenefits to attract andretain employees

Promote phased retirement opportunities to provide mature aged staffwith a range of work options as they near retirement.

Continue benchmarking Councils position against other similar sizedCouncils and maintain awareness of market forces.

Create an employee handbook and promote the benefits ofemployment with Council.


· The number ofemployees whohave accessed theunpaid sick leavebonus.

· Monitor use offlexible workplacearrangements.

· Completion ofemployeehandbook.

1.6 Disability inclusion andEEO

Council to develop and maintain a culture that is supportive of socialjustice, equity and diversity in the workplace and reflects the values ofthe wider community through EEO considerations and employmentprocesses.


Council’s workforce iswell balanced andreflects communitydemographics.


Strategy 2. DEVELOPMENTRef Issues Action 19/20 20/21 21/22 22/23 Responsibility Measures

2.1 Develop a Training NeedsAnalysis for positions

Review online training system to ensure currency with regulations andlegislation. Investigate the need for professional memberships andCPD requirements for each position.


· Access to and useof ELMO for e-learning.

· Monitoring licenceand courseregistrations

· Continued CPDtraining

2.2 Ensure all staff areadequately trained andtheir skills are current intheir field of work andindustry specialisation

Support employees to complete all required training for progressionthrough Council’s salary system. Seek external funding to add valueto training needs.

Ö Ö Ö ÖEMTHR Coordinator

Directors to ensuremanagers andsupervisors havedevelopment plans inplace for their staff andreview on a six monthlybasis.

2.3 Apprentices/trainees andSupervisors areconsistently supported

Human Resources and apprenticeship centre to provide ongoingsupport to apprentices/trainees and Supervisors across Council Ö Ö Ö Ö

EMTHR Coordinator

Apprentices/traineescompletion rate ismonitored.

2.4 Develop Training Budget Review each Department to provide adequate budget according tonumber of staff and CPD requirements.Participation in cross Council training to provide efficiencies whenpossible.


Continued provision ofprofessionaldevelopment andtraining opportunities forstaff to further developtheir skills


Strategy 3. ORGANISATIONAL DEVELOPMENT

Ref Issues Action 19/20 20/21 21/22 22/23 Responsibility Measures

3.1 Develop a PerformanceManagement System

Implementation of new online Performance Management modulesystem ELMO.Ensure all staff undertake annual performance reviews and Directorsprovide updates to General Manager regarding staff performance.


· Directors report tothe GeneralManager on staffperformance.

· OnlinePerformanceManagementModuleimplemented by20/21

3.2 Managers may not haveall the essential skills tomanage their team

Development and implementation of corporate management training.Promote the use of the Managers helpline as part of the EmployeeAssistance Program. Support Supervisors with people challengesincluding workplace conflict, change management and performancemanagement.


Number of calls to themanagers helpline

3.3 Staff do not fullyunderstand and/orparticipate in theperformance managementcycle.

Improve understanding of performance management and the ease ofuse of the new system. Ö Ö Ö Ö

EMTHR Coordinator

Complete annualperformance reviews forall staff.HR to monitor andreview all performanceappraisals

3.4 Lack of trend data onemployee satisfaction

Undertake employee satisfaction survey and embed into planningcycle linking results into the review of the Workforce ManagementStrategy

ÖEMTHR Coordinator

Improved data collectionand participation

3.5 High retirement risk andpossible high employeeseparation rates

Ensure succession plans are in place for key roles to transfercorporate knowledge and upskill employees to address the retirementand separation risk.

Ö ÖEMTHR Coordinator

Succession plans aredeveloped andimplemented

3.6 Increasing ageingworkforce of a SuccessionPlanning Tool

Develop a succession plan for key positionsÖ Ö

General ManagerHR Coordinator

Implementation of asuccession plan, identifykey trainingopportunities inprofessional positions.


Strategy 4. WORKPLACE HEALTH and SAFETYRef Issues Action 19/20 20/21 21/22 22/23 Responsibility Measures

4.1 Employees have access toConfidential Counsellingservice and well-beingleave

EAP Provider engaged through tender process with Central WestCouncils group. Ö Ö Ö Ö

EMTHR Coordinator

Monitor quarterly reportson usage by Council

4.2 Compliance with changeof standard fromAS/NZ4801 to ISO45001

Develop action plan for transition. Undertake ISO45001 audit.Maintain accreditation to new standard.The old systems were more focused on risks and related mostly to theworkers in an organisation. In the new standard, organisations willneed to look at both risks and opportunities, and also view the healthand safety of workers holistically, including considering wellness andwellbeing as part of the system.

ÖWHS/RiskCoordinator

Satisfactorily completeaudit

4.3 Develop due diligenceprogram for inspectionsand audits for riskminimisation strategy

Conduct audits as identified each year by the appropriate authority.Ö Ö Ö Ö

General ManagerWHS/RiskCoordinatorEMT

Complete annual auditsand plan in line withinsurer.

4.4 Conduct SafeWorkrequirement foraudiometric testing

Conduct appropriate audiometric testing in accordance with SafeWorkNSW and Work Health and Safety Regulation 2011. Ö

WHS/RiskCoordinator

Compliance with SafeWork regulations

4.5 Compliance with workerscompensation regulations

Ensure offer of suitable duties for workers commencing recovery atwork programs are based on workers skills, experience andoperational need.

Ö Ö Ö ÖEMTManagersSupervisorsWHS/RiskCoordinatorHR Coordinator

Continue to engage staffin initiatives thatworkplace incidents areminimized.

4.6 Employee wellbeing Continue to facilitate ongoing recognition of the Wellbeing Programand continue to encourage staff participation. Ö Ö Ö Ö

General ManagerWHS/RiskCoordinator

Employee Wellness SelfAssessment completed.

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