COVID-19: Updates on Department of Transport services

Occupational safety, health and injury management

Occupational health and safety management including workers' compensation and injury management, system audits and training.

DoTís executives, safety and health representatives and employees are committed to achieving a workplace environment that is free of work related injuries and disease and to achieving a standard of excellence in occupational safety and health management.

In accordance with the Public Sector Commissionerís Circular 2018-03: Code of Practice: Occupational Safety and Health in the Western Australian Public Sector (the Circular), DoT complies with the requirements of the Occupational Safety and Health Act 1984, the Workersí Compensation and Injury Management Act 1981 and the Circular.

  DoTís Work Health and Safety (WHS) Strategy

DoT is committed to its corporate legislative responsibility to promote health and safety in the workplace.

In support of this commitment, DoT strives to promote and maintain a values-driven workplace that encourages employees to bring their passion for life to work and to nurture an environment where all employees can thrive.

In readiness for the new incoming Work Health and Safety (WHS) legislation, the Department rebranded its safety team from Occupational Health and Safety (OHS) to Work Health and Safety. DoTís 2018-2019 WHS Strategy is designed to provide a structured approach to WHS, for both proactive and reactive health and safety activities undertaken by the People and Organisational Development (POD) WHS Team. It is based on a partnering model with other POD areas of expertise and with DoT business units. It provides DoT with a structured and fit-for-purpose safety management system that addresses its legislative obligations and enables business units and line managers to actively manage safety.

The Department has an established injury management (IM) program, detailing the steps taken to assist injured employees to return to work as soon as medically appropriate. The procedure focuses on early intervention IM strategies to effectively allow the injured employee to remain at work or return to work at the earliest appropriate time.

The Departmentís IM procedure is compliant with the requirements of the Workersí Compensation and Injury Management Act 1981 and the Code of Practice (Injury Management) 2005.

All employees can access the Departmentís WHS and IM information through DoTís WHS Management System on the intranet site. WHS and IM information is widely communicated through various training sessions designed for both employees (Employee Induction) and people managers (WHS and IM for Managers). WHS information is also provided through various WHS Subcommittees.

DoT has three WHS Subcommittees:

  • Marine House and Regional Services;
  • Driver and Vehicles Services and Business Information Systems; and
  • 140 William Street and On-demand Transport.

Each committee is chaired by the Executive Director or General Manager of the relevant business unit.

DoTís Corporate Executive is strongly committed to WHS management in the workplace. This is demonstrated by its endorsement of The DoT WHS Policy Statement and the establishment of the Corporate WHS Management Committee on behalf of the Director General, DoT.

The Corporate WHS Management Committee supports the effective management of WHS at DoT. More specifically, it is responsible for identifying and implementing WHS initiatives and making recommendations on policy and strategy to the Corporate Executive. The members of the Corporate WHS Management Committee include the Executive Directors, General Managers and POD WHS (DoT WHS Team). The Committee is chaired by the Managing Director of DoT.

  Consultation mechanisms

Management and employees are committed to improved and effective consultation in the workplace.

The three WHS Subcommittees include safety and health representatives and management representatives. They meet quarterly to discuss matters relating to workplace issues that affect the health and welfare of employees, as well as the continuous improvement of WHS performance. The agenda and meeting minutes for each of the

WHS subcommittee meetings and the Corporate WHS Management Committee Meetings are displayed on dedicated WHS noticeboards across all DoT sites and via the DoT WHS Virtual Noticeboard on the intranet.

During the year, the Department discussed and resolved issues raised by employees; reviewed accident and incident forms to ensure that hazards were addressed to eliminate or reduce future issues; discussed injury trends; and identified preventative measures that promote a safe working environment, at the various committee meetings.

The safety and health representatives, in consultation with management, are responsible for updating the noticeboards. The effectiveness of the WHS Committee meetings is measured by member attendance rates, which subsequently forms part of the key performance indicators reported to Corporate Executive.

  Workers' compensation and injury management

DoT has a strong focus on early intervention and return to work. People Managers are trained in the importance of good injury management and return to work procedures, all with the purpose of promoting a supportive, productive and positive workplace.

DoT has a dedicated Employee Experience team who manage the workersí compensation claims and supports the management of the non-work related injury management issues.


Employees were vaccinated for the flu.

Managers completed training

OHS Management System Audit and Results

The DoT WHS Management System was audited in 2016-2017 to ensure alignment with relevant health and safety management system specifications (including Australian Standard 4801), its core principles of relevant OHS legislation and DoTís risk profile. The audit was conducted by an external auditor from Ernst and Young, utilising an AS 4801 Audit Tool. The following actions were addressed and implemented:

  • DoT has developed and implemented a formal and pro-active process to identify WHS risks across all sites. 626 job roles were risk assessed and risk rated accordingly. All roles that presented with a medium or high risk have been thoroughly reviewed and Safe Work Practices (SWPs) created.
  • A DoT WHS Position Risk Register (electronic form) was then created and includes common public-sector hazards described in the Circular, such as aggression, manual handling, working in isolation, organisational change, inadequate workstations and inadequate work organisation. The register details the WHS risks associated with each of the 626 job positions within DoT. It also provides links to all the supporting SWPs and WHS procedures that are relevant the position. All DoT employees have access to the register and all managers have been advised on how to best utilise the register. The DoT WHS Position Risk Register and supporting documentation facilitates a comprehensive risk management approach.
  • Each DoT workplace has a Site Specific Chemical Register. The register is used to document all chemicals brought into the workplace. The register is managed by both management and the safety and health representative of the site. POD WHS manages the DoT Chemical Register which contains the combined information from the site-specific registers. Every chemical at a DoT workplace has a corresponding Safety Data Sheet (SDS) that has been uploaded to the safety page on the intranet.

It is proposed that in the 2019-2020 financial year, the DoT WHS Management system will be audited again in readiness for the new incoming WHS legislation.

OHS training

In 2018-19, WHS and IM training programs were reviewed with the following results:

  • POD WHS continued to roll out WHS and IM for Managers training sessions, with 87% of managers trained in their WHS and IM responsibilities.
  • POD WHS continued to roll out WHS and IM for Managers refresher training, which is required to be completed by DoT people managers every three years.
  • Ergonomic training sessions were conducted throughout the year for all employees. Vehicle Ergonomics Training was also conducted in all regional offices and for the Remote Licensing Team, to promote good ergonomics on long distance driving.
  • Manual Tasks, Ergonomics and WHS Induction one-hour training sessions were available to all employees. All new starters at DoT attend the Employee Induction Day, which includes the WHS Induction session.
  • The Maritime Environmental Emergency Response (MEER) Safety Training session (available to all MEER responders) was introduced to educate the responders on their WHS responsibilities and requirements during an emergency response.

The above training was undertaken on site at each business unit and via video conferencing for the regional sites, allowing for a greater number of managers and employees to benefit from the sessions.

Other key achievements

In 2018-19, the following achievements and activities supported DoTís management of WHS in the workplace:

  • The development and implementation of the DoT Maritime Environmental Emergencies Response (MEER) Safety Management System (SMS) which provides guidelines for the development of site WHS Plans for MEER / Marine Oil Pollution (MOP) Emergencies, in alignment with the relevant Occupational Safety and Health legislation.
  • Successfully implementing the MEER SMS in two state MEER Exercises in Albany in September 2018 and Dampier in June 2019, involving approximately 200 responders from 23 organisations (both government and private industry). Responders were deployed for both shoreline clean up and marine based operational activities.
  • Scheduling of DoT proactive site visits, to conduct workplace inspections, risk assessments, WHS audits and onsite training, as per the POD WHS Site Visits calendar for 2019.
  • Development of the ĎFee for Service Contractor OHS Inductioní process and checklist to ensure all non-DoT staff working within DoT workplaces are inducted accordingly and understand DoTís OHS requirements.
  • Successful relocation to the new Success Business Centre. This included reviewing the office layout, ergonomics, emergency procedures, traffic management, risk assessments and first aid requirements.
  • Collaborating with the Transport Portfolio WHS teams to share and align safety initiatives across the portfolio. DoTís WHS Team presented at the Main Roads Safety Champions Forum in February 2019.
  • The implementation of the DoT Corporate Health strategy which includes flu vaccinations, an updated intranet page for wellbeing ideas, corporate gym memberships discounts, corporate health insurance discounts and the promotion of awareness of a number of Safe Work Australia National Priorities which include Mental Disorders, Asthma and Musculoskeletal disorders in the workplace to encourage physical activities and minimise sedentary behaviours through the ĎSit Less, Stand Up and Move Moreí campaign.
  • Successful roll out of the 2019 DoT Flu Vaccination Program. A total of 632 DoT employees were vaccinated, representing 43% of the workforce.
  • Empowering management and employees to adopt a culture of safety accountability within their day-to-day jobs as part of DoTís Future Ready Workforce program of work.
  • Ensuring resilience programs form part of the DoT Change Management strategy. The WHS team is part of the Fremantle 2020 Change Squad, to assist the Marine Safety and Coastal Infrastructure business units to safely navigate through the move to the new Fremantle office and to embrace the agile working arrangements in the new building.

  WHS and Injury Management performance

DoTís WHS and Injury Management performance is detailed in the table below.

Measure 2016-17(1) 2017-18 2018-19 Target Comments towards targets
Number of fatalities 0 (zero) 0 (zero)  0 (zero) 0 (zero) Target achieved.
Lost time injury and/or disease incidence rate. 1.2022 0.984 1.601(2)
0 or 10% reduction in incidence rate

Target not achieved

There were 22 LTI claims in 2018-19 as compared to 13 LTI claims in 2017-18 and 19 LTI claims in 2016-2017.

Lost time injury and/or disease severity rate. 0.00 23.0769 4.54(3) 0 or 10% reduction in severity rate

Target achieved

Whilst there was an increase in the number of LTI claims in 2018-19, only one claim had greater than 60 days off work.

Percentage of injured workers returned to work within 13 weeks. 100% 76.92% 95.45(4) Actual target to be stated

95% achieved.

21 of the 22 LTI claims lodged in 2018-19 were returned to work within 13 weeks.

Percentage of injured workers returned to work within 26 weeks. 100% 100% 100%(5) Actual percentage result

Target achieved.

All 22 LTI claims lodged in 2018-19 were back at work within 26 weeks.

Percentage of managers trained in occupational safety, health and injury management responsibilities. 84% 88% 87% Greater than or equal to 80% Target achieved.


  1. The results are sourced from DoTís Annual Reports 2016-2017 and 2017-18.

  2. There were 22 lost time injury (LTI) claims lodged in 2018-19, while the number of full time equivalents was 1374.33

  3. There was one workers compensation (WC) claim lodged in 2018-19 with greater than 60 days or more lost from work.

  4. There were 21 WC claims with registered LTIs that were returned to work within 13 weeks.

  5. All 22 WC claims with registered LTIs were returned to work within 26 weeks.


Transport Annual Report

Page last updated: Fri Oct 25 2019 11:20:27 AM