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2016–2017ANNUAL REPORT

2 WorkCover Queensland annual report 2016–2017

WorkCover team members at various events across Queensland L-R Courtney Lane, Tammy Constant, Courtnie Blake. Front cover: Followmont Transport’s Karen McTainsh with Neil Kroll of WorkCover.

WELCOMEWelcome to WorkCover Queensland’s annual report. This annual report summarises WorkCover’s results, outlook and financial position for 2016–2017.

ABOUT THIS REPORTUnder the Workers’ Compensation and Rehabilitation Act 2003, WorkCover is required to produce an annual report. This report has been prepared to meet the needs of stakeholders and the accountability requirements under the Financial Accountability Act 2009.

WorkCover is committed to providing accessible services to Queenslanders from all culturally and linguistically diverse backgrounds. If you have difficulty in understanding the annual report, you can contact us on 1300 362 128 and we will arrange an interpreter to effectively communicate the report to you.To view this and previous reports, please visit our website worksafe.qld.gov.au.If you wish to speak to us about this report, please contact:CommunicationsWorkCover QueenslandGPO Box 2459, Brisbane Qld 40011300 362 [email protected] 1329-6539© WorkCover Queensland 2017

Licence: This annual report is licensed by WorkCover Queensland under a Creative Commons Attribution (CC BY) 3.0 Australia licence.CC BY Licence Summary Statement: In essence, you are free to copy, communicate and adapt this annual report, as long as you attribute the work to WorkCover Queensland. To view a copy of this licence, visit https://creativecommons.org/licenses/by/3.0/au/deed.enAttribution: Content from this annual report should be attributed as: WorkCover Queensland annual report

LETTER OF COMPLIANCE

1 September 2017 The Honourable Grace Grace MPMinister for Employment and Industrial RelationsMinister for Racing and Minister for Multicultural AffairsGPO Box 611BRISBANE QLD 4001

Dear Minister,I am pleased to present the 2016–2017 WorkCover Queensland annual report.I acknowledge the contributions of our Board. I acknowledge most of all the hard work and dedication of our people, each of whom have helped us to care about our customers and provide appropriate workers’ compensation cover.I certify that this annual report complies with:

the requirements under the Workers’ Compensation and Rehabilitation Act 2003

the prescribed requirements of the Financial Accountability Act 2009 and the Financial and Performance Management Standard 2009, and

the detailed requirements set out in the Annual report requirements for Queensland Government agencies.

A checklist outlining the annual reporting requirements can be found on page 84.Yours sincerely,Flavia GobboChair

WELCOME 4

ABOUT WORKCOVER 5CUSTOMER SERVICE COMMITMENT 62016–2020 CORPORATE PLAN 7STATEMENT OF CORPORATE INTENT 2016–2017 9

HIGHLIGHTS 13PERFORMANCE SCORECARD…………………… 14CHAIR AND CEO REPORT 15PREMIUM BREAKDOWN…………………………. 18BOARD OF DIRECTORS 19EXECUTIVE TEAM 21

ENGAGED PEOPLE 23

STATISTICS 26

CORPORATE GOVERNANCE31

ETHICS, COMPLIANCE AND RISK MANAGEMENT 33

FINANCIAL PERFORMANCE 37

CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME41CONSOLIDATED STATEMENT OF FINANCIAL POSITION 42CONSOLIDATED STATEMENT OF CHANGES IN EQUITY 43CONSOLIDATED STATEMENT OF CASH FLOWS

44NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 45BASIS OF PREPARATION 45

BASIS OF CONSOLIDATION………………………. 45SIGNIFICANT ACCOUNTING POLICIES45ACCOUNTING JUDGEMENTS AND ESTIMATES 45

PREMIUM 46

P3 LIABILITY ADEQUACY TEST 46P4 INSURANCE RISK ………………………………….47

CLAIMS 47C1 NET CLAIMS INCURRED 48C2 OUTSTANDING CLAIMS LIABILITY AND RECOVERIES RECEIVABLE 49

FINANCIAL INSTRUMENTS 53F1 INVESTMENT INCOME 53F2 CATEGORIES OF FINANCIAL INSTRUMENTS 53F3 FAIR VALUE MEASUREMENTS 55F4 OFFSETTING FINANCIAL ASSETS AND FINANCIAL LIABILITIES 56F5 FINANCIAL RISK MANAGEMENT 58

SUPPORTING OUR BUSINESS 63S1 UNDERWRITING EXPENSES 63S2 EMPLOYEE BENEFITS LIABILITIES 63S3 RELATED PARTIES 65S4 PROPERTY, PLANT AND EQUIPMENT

68S5 INTANGIBLE ASSETS 70S6 COMMITMENTS 71

OTHER 72O1 TAXATION 72O2 RECONCILIATION OF OPERATING RESULT TO NET CASH FROM OPERATING ACTIVITIES

74O3 EQUITY 74O4 CONTINGENT LIABILITIES 75O5 DIFFERENCES BETWEEN WORKCOVER CONSOLIDATED FINANCIAL STATEMENTS AND WORKCOVER QUEENSLAND FINANCIAL STATEMENTS 7506 CONTROLLED EQUITY 76O7 SUMMARY OF ADDITIONAL SIGNIFICANT ACCOUNTING POLICIES 76O8 EVENTS AFTER REPORTING DATE 77

MANAGEMENT CERTIFICATE OF WORKCOVER QUEENSLAND 78INDEPENDENT AUDITOR’S REPORT 79 ACTUARIAL CERTIFICATE FOR OUTSTANDING CLAIMS LIABILITIES 83COMPLIANCE CHECKLIST 84GLOSSARY 85

ABOUT WORKCOVER

CONTENTS

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mailto:[email protected]

https://www.worksafe.qld.gov.au/forms-and-resources/publications/annual-reports

http://www.treasury.qld.gov.au/office/services/governance/fin-admin.shtml

http://www.justice.qld.gov.au/fair-and-safe-work/workers-compensation-and-rehabilitation/workers-compensation-and-rehabilitation-legislation/workers-compensation-and-rehabilitation-act-2003


http://www.premiers.qld.gov.au/publications/categories/guides/annual-report-guidelines.aspx



https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/F/FinAccPManSt09.pdf

https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/F/FinAccPManSt09.pdf

http://www.treasury.qld.gov.au/office/services/governance/fin-admin.shtml



Who we areWorkCover Queensland is a self-funded statutory authority providing tailored workers’ compensation insurance solutions to over 159,000 Queensland businesses since 1997.WorkCover strives to maintain Australia’s lowest average premium rate by continuously investing in efficient online customer services and experienced in-house claims management capability to support employers and injured workers.We maintain high return to work rates by partnering with our customers, unions, industry associations, medical and allied health providers.We are passionate about striking the right balance between keeping premium costs low for employers and providing injured workers with access to rehabilitation and return to work services.

Working togetherWorkCover partners with various government agencies to give Queensland businesses and the broader community efficient access to specialist advice on safety, rehabilitation, return to work and workers’ compensation matters.

CUSTOMER SERVICE COMMITMENTWorkCover Queensland is committed to providing exceptional service and partnering with our customers and stakeholders.Our values of excellence, integrity, responsiveness and respect are incorporated into everything we do.Our people also aim to live our customer principles – easy, fair and transparent, empowered, consistent and valued – with every customer interaction.

Service

3WorkCover Queensland annual report 2016–2017

WorkCover Queensland annual report 2016–2017

WorkCover’s aim is to deliver excellent customer service and to make doing business with us easy. We will always strive to meet our customers’ expectations by:

personally answering calls during business hours listening first, then responding in a timely way communicating openly and in plain language providing contact details of a person to assist being fair and impartial in all our interactions.

EngagementWorkCover cares about our customers and stakeholders and wants to engage with them in a positive way for mutual benefit through:

understanding individual requirements asking how we can improve providing regular updates proactively building relationships offering value added services.

Recovery from injuryWorkCover is here to support the often difficult and emotional experience of a work-related injury. We are committed to assisting people to recover at work and liaising with all parties involved to achieve the best possible outcome by:

communicating regularly with everyone involved undertaking necessary rehabilitation facilitating early, safe and appropriate return to work providing support to reduce the impact of the injury helping to reduce the disruption an injury can cause.

Information and feedbackWorkCover values customer and stakeholder feedback to help continually improve services. We are also committed to protecting the privacy of our customers. We take all reasonable precautions to protect the information given to us by:

storing your personal information securely allowing access to information quickly and easily.

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CORPORATE PLAN 2016–2020Who we areWorkCover Queensland is the main provider of workers’ compensation insurance in Queensland. We are a government owned statutory body established under the Workers’ Compensation and Rehabilitation Act 2003.

Our visionTo be the best workers’ compensation insurer, providing a customer experience that delivers excellent return to work outcomes for workers at the lowest cost for Queensland businesses.

Our valuesExcellenceTo deliver outcomes that are highly valued by our customersIntegrityTo always do the right thingResponsivenessTo provide an experience that meets the individual needs of our customers

RespectTo be considerate of the rights and dignity of everyone

Our customersOur customers are injured workers and employers, supported by various stakeholder groups.

Challenges retaining a financially viable customer base designing and delivering an experience that is valued by our customers, now and in the

future engaging with customers and stakeholders to achieve mutually beneficial outcomes influencing employers to prevent and better manage injuries achieving optimal stay at/return to work outcomes whilst managing the cost of claims maintaining an engaged workforce.





Our goals, strategies and performance indicators1. Customer/stakeholder

Goal - Be an innovative insurer that puts the customer first

Strategies Engage with customers, stakeholders and our people to understand customer

expectations Implement the customer experience design framework to redesign the end to end

customer journey based on customer insights Research and test innovative claims management strategies, including data analytics,

to improve outcomes for workers and employers Improve communication and education to customers

Performance indicators Customer experience measure for workers and employers Final RTW %

2. PeopleGoal - Be an organisation of committed, creative people with strong leadership

Strategies Ensure ongoing capability and capacity, through ongoing investment in our people,

including development of our leadership and technical competencies Implement ongoing workforce planning strategies (including flexible working

arrangements) Be a role model employer that promotes workplace health and safety and early return

to work practices Continue with the WorkCover employee engagement and wellness initiatives

Performance indicators Employee engagement index

3. FinancialGoal - Be financially strong, balancing injured worker and employer needs

Strategies Appropriately price and collect premium to cover costs Monitor claim numbers, trends and costs and implement innovative strategies to

optimise claim outcomes and reduce claims costs Manage and monitor the investment strategy to maximise investment returns Retain and grow customer base

Performance indicators Capital adequacy requirements Average premium rate

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STATEMENT OF CORPORATE INTENT 2016–2017IntroductionThis Statement of Corporate Intent has been prepared under the direction of, and is submitted by, the Board of Directors of WorkCover Queensland (WorkCover), in accordance with the Workers’ Compensation and Rehabilitation Act 2003 (the Act).This Statement of Corporate Intent should be read in conjunction with the 2016−2020 WorkCover Queensland Corporate Plan.

1.GoalsWorkCover’s goals are to be:

An innovative insurer that puts the customer first financially viable, balancing injured worker and employer needs an organisation of committed, creative people with strong leadership

2.Main undertakingsWorkCover is a government owned statutory body and is the main provider of workers’ compensation insurance in Queensland. A WorkCover accident insurance policy covers injured workers for their lost wages and medical and rehabilitation costs after a workplace accident, and covers employers against these costs and possible common law claims.The main provisions of the Act provide the following for workers and employers:

compensation appropriate access to damages employers’ liability for compensation employers’ obligation to be covered against liability for compensation and damages

under a WorkCover insurance policy management of compensation claims by WorkCover injury management, emphasising rehabilitation of workers particularly for return to

work.

It is intended that WorkCover will: maintain a balance between:

— providing the best possible benefits and return to work programs for injured workers, and

— ensuring the lowest possible sustainable premiums for employers ensure that injured workers or dependants are treated fairly provide for employers and injured workers to participate in effective return to work

programs provide flexible insurance arrangements suited to the particular needs of industry.




3.Nature and scope of activities during 2016–2017Goal Key business

objectiveStrategies

FinancialBe financially viable, balancing injured worker and employer needs

Appropriately price and collect premium to cover costs, including:

firefighters and NIIS focus on wages declaration

compliance

Monitor claim numbers, trends and costs and implement innovative strategies to optimise claim outcomes and reduce claims costs, including:

respond to legislative changes determine data requirements for

durable RTW measurement

Manage and monitor the investment strategy to maximise investment returns

Retain customer base

Customer/stakeholder

Be an innovative insurer that puts the customer first

Engage with customers, stakeholders and our people to understand customer expectations, including:continue to work with Office of Industrial Relations on joint initiatives

Implement the customer experience design framework to redesign the end to end customer journey based on customer insights

Research and test innovative claims management strategies, including data analytics, to improve outcomes for workers and employers

Deliver communication and education to customers, including:

enhance the one stop shop promote safety and RTW events

PeopleBe an organisation of committed, creative people with strong leadership

Ensure ongoing capability and capacity, through ongoing investment in our people, including development of our leadership and technical competencies

Implement ongoing workforce planning strategies

Maintain a work culture that continuously educates/reinforces occupational health Continue with the WorkCover employee engagement initiatives and safety and early return to work practices

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Continue with the WorkCover employee engagement initiatives

4.Financial and non-financial performance targetsPerformance indicators are focused at the corporate level. As part of WorkCover’s performance management system, managers and their people have indicators specifically directed to their business units.

Indicator 2016–2017 targetFinancial

funding ratio average premium rate

>120% $1.20

Customer/stakeholder Overall customer experience measure for employers and workers Final RTW

Establish baseline

> 90%

People Employee engagement index Establish baseline

5.Capital structure and payments to the consolidated fundIn accordance with the Act, WorkCover is taken to be fully funded if it is able to meet its liabilities for compensation and damages payable from its funds and accounts and maintain capital adequacy as required under the Workers’ Compensation and Rehabilitation Regulation 2014 (the Regulation). The Regulation states that in order to maintain capital adequacy, WorkCover’s total assets must at least be equal to total liabilities (this correlates to a funding ratio of 100%).The Act allows for payments to be made to the consolidated fund. The WorkCover Board will make a recommendation to the Minister with respect to such a payment (if any) following certification of the financial statements.WorkCover will also contribute to levies administered by the Regulator by way of an annual levy.

6.Borrowings made, proposed to be madeWorkCover currently has no borrowings and there are none planned for the immediate future. Investment funds are used to manage all cash flow requirements. WorkCover’s borrowing policy is outlined in 7.3.

7.Policies adopted to minimise and manage risk of investments and borrowings that may adversely affect financial stability

7.1 Investment riskWorkCover currently invests all excess funds with QIC. WorkCover maintains a balanced investment profile with a long-term outlook commensurate with being a long-term insurance operation. Derivative instruments are used as part of the investment strategy to hedge foreign exchange risks and rebalance asset classes.An Investment Management Agreement governs the arrangement. In addition, the WorkCover

Board monitors investment on a monthly basis 9WorkCover Queensland annual report 2016–2017


https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/W/WorkersCompR14.pdf


and receives at least quarterly presentations from QIC. The Board reviews the investment strategy annually and an independent review was conducted by Mercer in the last 12 months.7.2 Business riskWorkCover has a risk management program in place. Risk registers are maintained and monitored by each business division. Strategies to manage risk are incorporated into each division’s business planning process. The WorkCover Risk and Audit Committee is responsible for overseeing the risk management program, including reviewing and monitoring WorkCover’s top strategic risks on a quarterly basis.7.3 Borrowing riskThe Act provides the framework for WorkCover’s procedures for borrowing. WorkCover may enter into such arrangements to procure equipment up to an amount and on such terms as it considers appropriate. All financing arrangements will be made in conjunction with Queensland Treasury Corporation in order to establish that applicable rates are competitive and conditions are appropriate. Board approval will be required for all financing arrangements over pre-defined expenditure limits. All limits are as stated in the WorkCover delegations manual.

8.Policies and procedures relating to acquisition and disposal of major assets

In acquiring or disposing of major assets, WorkCover complies with the Financial and Performance Management Standard 2009 and the Queensland Treasury guideline Non-Current Asset Policies for the Queensland Public Sector.Major assets may be acquired via purchase, finance lease agreement, donations, or transfer from other government entities. A business case must be submitted to the Chief Executive Officer and/or Chief People and Finance Officer seeking approval. The CEO will present any major initiatives to the Board for approval. Approval limits are as stated in the WorkCover delegations manual.In disposing of major assets, approval must be sought from the appropriate delegated authority. Approval limits are as stated in the WorkCover delegations manual.

9.Accounting policies applying to preparation of accountsWorkCover’s accounting policies are outlined each year in the financial statements and are reviewed as part of the financial statements audit process. Further information on accounting policies is available in the notes to the financial statements.

10. Community service obligationsIt is not envisaged that the government will require WorkCover to perform any specific community service obligations.

11. Employment and industrial relations planWorkCover prepares an employment and industrial relations plan annually in accordance with the Act.

12. Information to be reported to the Minister12.1 Quarterly reporting A quarterly report will be provided to the Minister within one month of the end of the relevant quarter as required by the Act. The report will contain information regarding WorkCover’s performance against the Statement of Corporate Intent.

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12.2 Annual reporting A full annual report will be provided to the Minister in accordance with the Act and in compliance with the Financial and Performance Management Standard 2009, which requires WorkCover to give the annual report to the Minister to allow the report to be tabled in the Legislative Assembly within three months after the conclusion of each financial year.



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HIGHLIGHTS

PERFORMANCE SCORECARDThe following scorecard provides an overview of our performance, including targets from our Statement of Corporate Intent.

AIM WHAT DID WE ACHIEVE?

CUSTOMER/STAKEHOLDER

90% return to work 92.5%

50% stay at work 49.1%

FINANCIAL

Funding ratio of >120% 171%

Average premium rate of $1.20 $1.20

Average cost of a statutory claim: $8,400 $8,620

Average paid days of a statutory claim: 31 days

27.8 days

Average cost of a common law claim: $188,000

$176,714

Average duration of a common law claim: 57 weeks

54.8 weeks

PEOPLE

First return to work days : 8 4.8 days

Absenteeism (unplanned absences rate): 10 days

11 days

Staff attrition rate: 10% 10%



We are pleased to present WorkCover Queensland’s Annual Report for 2016–2017. We achieved a great deal in the last year, with significant steps forward in our aim to have our customers at the heart of everything we do. We continued to work together with our customers and key stakeholders to provide a customer experience that delivers excellent return to work outcomes for workers at the lowest cost for Queensland businesses.

Maintained lowest premium rate in AustraliaFor the third consecutive year, we offered the lowest rate in Australia, maintaining the average premium rate of $1.20 per $100 of wages for 2016–2017. This average rate for Queensland employers has been sustained through careful investment and cost control.

A customer centric organisationOur aim is to have our customers at the heart of our organisation. We have gathered feedback and insights from employers and injured workers to help us understand their customer experience. We also spoke with some key stakeholder groups such as unions and employer associations.Our customers told us they want us to be easy, fair and transparent, consistent to deal with and they want to feel valued and empowered. We have now established these as our five customer strategy principles. We established and implemented our customer experience metric to measure our performance against these principles. Measuring the value of our customers’ experience will help us achieve our vision of delivering excellent return to work outcomes at the lowest cost to Queensland businesses. In March and May 2017 we asked our customers to rate our performance against the five customer strategy principles which then allowed us to set a baseline and our target for the next financial year. Workers gave their overall customer experience score as 7 out of 10 and employers scored their customer experience at 6.8 out of 10.We are using these ratings and insights to co-ordinate activities that will improve the experience for our customers and achieve our goals and vision.

Enhancing our service delivery experienceWe have continued to enhance our innovative digital services to offer a better experience for customers. We provide highly reliable online services based on modernised platforms and infrastructure. We believe workers should have a consistently good experience no matter how they choose to interact with us—when they call us, through our Worker Assist app or on our website.

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CHAIR AND CEO REPORT

We’ve made improvements to our award winning Worker Assist app for workers who want to interact with us on the go, and enhanced our internal systems for our call centre teams. We’ve also worked together with our panel law firms to deliver OneFile, an enhanced digital service designed to support panel lawyers and help reduce the administration involved in managing a common law claim. This intelligent system allows for better management of upcoming work through a shared system available to us and our panel firm.

Committed and engaged peopleWe introduced a confidential People Survey in March 2017, which measured staff engagement and gave us insights into our culture. Overall, an outstanding response rate of 91% was achieved. WorkCover outperformed the Australian benchmark on every category within the engagement survey, achieving a sustainable engagement index score of 81 out of 100. The results have been used throughout WorkCover to celebrate our strengths and action plan our opportunities for improvement as a team.

Implementing legislative reformsDuring the year, WorkCover worked closely with stakeholders to support the implementation of legislative reforms, particularly the introduction of the National Injury Insurance Scheme for workplace injuries in 2016 and reforms in the Workers’ Compensation and Rehabilitation (Coal Workers’ Pneumoconiosis) and Other Legislation Amendment Bill 2017.

WorkCover will continue to work with all stakeholders associated with these legislative reforms to ensure consistent and fair cover is provided for customers.

Financial and investment performanceWorkCover’s operating profit for 2016–2017 was a strong financial result.The net return on our investment portfolio was 9.96% (2015–2016: 2.02%). This is a strong result and we will continue to work with our investment fund manager to effectively manage our investment risk and ensure our portfolio achieves its long term objectives. WorkCover continues to be fully funded and will maintain a strong financial position as a direct result of our disciplined financial management, prudent investment approach and cost control focus.

OutlookOver the next 12 months, WorkCover will continue to work with our people, customers and stakeholders to improve our service delivery, ensuring our people and customers are supported by technology and data analytics to achieve the best possible outcomes.We are passionate about our customers and we will work hard to put them at the heart of everything we do, and regularly gather feedback to check we’re delivering an outstanding customer experience. We’ll also continue to invest in our people and measure our engagement with our People Survey. We will continue to enhance our innovative online services for employers and workers and providers, so they receive a high quality experience across our service channels. Our state-wide education program will continue to work with businesses to make sure they have the right level of cover to protect their business and their workers from workplace injuries.WorkCover will also work with stakeholders to implement arrangements to support legislative

reforms.15WorkCover Queensland annual report 2016–2017


To help us achieve our goals, we have fine-tuned our organisational structure and created two new positions of Chief Customer Officer and Chief Strategic Development Officer – both report into the Chief Executive Officer. We have aligned our new structure into two areas – Business Output Units, based on customer segmentation and Business Support Units. This new structure allows us to be more strategic and puts us in a strong position to help our customers and deliver our objectives.

Thank youTogether we thank and acknowledge the hard work of our Board members, Executive Management Team, and all our people for their commitment to achieving some outstanding results for Queensland’s workers and employers.Additionally, we acknowledge the work of our former CEO, Mr Tony Hawkins, who retired in December 2016 after 19 years of service. On 1 July 2017, we saw the appointment of new board members for 2017–2018. We would like to acknowledge the work of our previous Chair for five years, Mr Glenn Ferguson AM and previous directors. We remain grateful for their influence and leadership, which has ensured we’re in a strong position to move forward and achieve our goals. We also thank the Minister for Employment and Industrial Relations, the Honourable Grace Grace MP, and the Queensland Government for their ongoing support.

Flavia Gobbo Bruce Watson

Chair CEO

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PREMIUM BREAKDOWNOur $1.20 average premium rate against our costs is broken down as per the below graph:

Settlements

Running costs 12.9

Stamp duty

Safe workplace con-tribution

Other

Operating costs

Stamp duty

$1.20 Aver-age

Premium

Statutory claims 53.6c

Com-mon law claims

7c

11.8c41.5c

6.1c

*Other, under statutory claims, includes asbestos and firefighters allowance.

BOARD OF DIRECTORS17WorkCover Queensland annual report 2016–2017


.77c

Flavia Gobbo BA/LLB, GAICDChairFlavia is a Solicitor of the High Court of Australia and the Supreme Court of Queensland and has extensive experience as a senior corporate lawyer with one of Australia's top publicly listed companies. She is a Director of Employers Mutual, Deputy Chair of Rowing Australia and Board member of SecondBite, a not for profit national food rescue organisation. Flavia was Chair of the former Queensland workers' compensation regulatory authority.

Roslyn McLennan BEconDeputy ChairRoslyn is General Secretary of the Queensland Council of Unions. She is a Director of Safe Work (Queensland), a Trustee of Sunsuper and is a Member of the ACTU Executive. Roslyn was formerly Assistant General Secretary of the Queensland Independent Education Union.

John Crittall BEcon (Hons), MAdmin (IR)DirectorJohn has extensive experience providing strategic guidance in the key areas of industrial relations, workplace health and safety and legislative compliance. He is currently the Chair of the Building Employees Redundancy Trust, Director of Mates in Construction, Chair of Construction Income Protection Limited and Chair of Electro Group. John was formerly a Director at Master Builders, a role he held for over 10 years.

Kerriann Dear BSc, BSocWk(Hons)DirectorKerriann has worked in the field of industrial social work since 1999 and has been a Board member and CEO of the Queensland Working Women’s Service Inc. since 2003. Kerriann has overseen the development and operations at a number of industrial advisory programs for vulnerable people including Working Women Queensland, Young Workers Advisory Service and Domestic Violence Work Aware.

Ian LeaversDirectorIan is General President and CEO of the Queensland Police Union, a position he has held since 2009. He has been involved with the Queensland Police Union and as a union official since 1997. Ian is also a Director of the Queensland Police Credit Union.

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Michael Roche BComm(Hons), MComm(Hons), GAICDDirectorMichael has had extensive senior executive experience in the government and private sectors, including 11 years as Chief Executive of the Queensland Resource Council. He is now a Strategic Adviser to law firm McCullough Robertson and is Principal of Michael Roche Advisory. He is a director of disability services group Multicap Ltd. He was a director and Investment Committee Chair of industry superannuation fund Mine Wealth and Wellbeing Super Fund. Michael is also the WorkCover Risk and Audit Committee Chair.

Lyn Rowland BA, PostGradDipHR/IRDirectorLyn’s career has spanned both public and private sectors with 35 years’ experience in human resources management and industrial relations, providing strategic and transformational leadership in executive roles in Normandy Mining, Queensland Rail, MacMahon Holdings, Limitless Holdings (UAE) and Queensland Health. Lyn has held Director roles with the Queensland Museum, Southern Cross Soloists and the Normandy Mining Superannuation Fund.

Ben Swan GAIST, GradDipStrategicLeadership, DipSuperannuation, CertChangeLeadershipDirectorFor over 20 years, Ben has represented workers in industrial tribunals, boards and committees across a diverse range of national industries, including mining, oil and gas, pastoral, aviation, retail, tourism and hospitality, manufacturing, engineering and refining and smelting. Ben is the current Secretary of The Australian Workers’ Union in Queensland, and has held the positions of AWU Assistant National Secretary, AWU Assistant Secretary (Qld) and AWU National Industrial Officer.



EXECUTIVE TEAMBruce Watson MOL, Dip Fin Services, FAICD Chief Executive OfficerCommencing as WorkCover Queensland CEO on 1 January 2017, Bruce was previously CEO of Mine Wealth and Wellbeing Super Fund for 11 years and was awarded “Executive of the Year” in 2010 by the Fund Executive Association for his contributions to business and industry. Bruce is a highly experienced and proven CEO, recognised by industry for delivering sustainable financial performance and customer service excellence in the financial services sector. Bruce is committed to achieving WorkCover’s vision of being Australia’s leading workers’ compensation insurer by driving the delivery of technologically advanced claims management platforms and outstanding customer experience.

Trevor Barrenger BA, GAICD Chief Information OfficerTrevor has had extensive experience in the delivery of business solutions and technology systems in a number of global consulting organisations. He has had the opportunity to work on large projects across Europe, America and Australia, and his experience supports his ability to deliver technology solutions to meet WorkCover's business needs and customer service outcomes.

David Heley BAdmin, FCPA, DFP, AGIA, GAICD Chief People and Finance Officer David has more than 20 years' experience in the finance and insurance sector. David's focus is on ensuring a strong financial position and a committed and capable workforce both now and for the future. His group provides people and financial strategies to secure WorkCover as Australia's best workers’ compensation insurer. These strategies are underpinned by learning and development, IR and ER, reporting and analysis, taxation, treasury, compliance, and audit functions that support the business. David is also the Company Secretary.

Christina Carras BComm, ACA, SIA (Aff), AGIA, GAICDChief Customer OfficerChristina oversees the claims, premium and relationship management of our industry aligned customer service model. She is responsible for the health and community care, education, tourism and technical industries, and plays an integral role in delivery changes that benefit both our employers and injured workers, while at the same time engaging with our people to deliver the best outcomes.

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Laurent Cazier BA, DipBBus, MBA, AIMM Lead Customer ExperienceLaurent has worked in the personal injury industry for more than 15 years. He oversees the claims, premium and relationship management of our industry aligned customer service model for the construction, labour hire, mining, and security and safety employers. With a strong passion for injury prevention, the health benefits of work and the positive impact of health and wellness programs, Laurent is able to lead and influence his teams to deliver tailored services that result in the best outcomes for injured workers at the lowest cost for employers.

Barbara Martin BBehSc, MRehabCounsel Lead Customer ExperienceBarbara has contributed to the vision of the personal injury industry for the last 14 years. She is responsible for the agriculture, manufacturing, logistics and supply sectors and provides leadership to a range of management groups. Barbara’s passion for injury prevention and the health benefits of work has influenced positive outcomes for customers and stakeholders. Her comprehensive knowledge of the scheme provides for integrity in our information and education, within a changing business environment.

Janine Reid BLaws, MBA, GIA (Cert), GAICD Chief Legal CounselJanine has worked in personal injuries for over 20 years. Her knowledge and experience in personal injuries support her ability to manage our common law strategy and legal panel. She is also responsible for providing legal advice to the business and the WorkCover Board and engaging with external stakeholders.



To support WorkCover deliver on its strategic direction to be the best workers’ compensation insurer, we focus on developing an organisation of committed, creative people with strong leadership. Progress towards this goal is achieved through strategies to recruit and retain the right people into the right roles, develop the capabilities of our workforce for both now and into the future and through wellness and safety initiatives that create a healthy and energised work environment.

Overview of workforce 726 full-time equivalent employees 69% of workforce is female 10% employee turnover

People surveyA commitment in the Corporate Plan 2016-2020 to measure our people goal through an engagement index has seen the introduction of an employee engagement survey. The confidential survey measured sustainable engagement at WorkCover, and provided insights into our culture by gathering feedback on our values, behavioural competencies, customer orientation, leadership and teamwork. Overall, an outstanding response rate of 91% was achieved. The response rate is an excellent example of management encouragement to complete the survey, and creating a platform that makes it easy for our people to have their say. WorkCover outperformed the Australian benchmark on every category within the engagement survey, achieving a sustainable engagement index score of 81 out of 100. The results have been used throughout WorkCover to celebrate our strengths and action plan our opportunities for improvement as a team.

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WorkCover holds casual for a cause fundraising days to raise money for charities such as beyondblue. L-R WorkCover’s Meagan Moravcova, Susan Bryer, Ruth Birtwell and Michelle Pullinger with Michael O’Hanlon from beyondblue (centre).

ENGAGED

WellbeingOur wellness program WorkWell is designed to allow us to maintain a work culture that continuously educates and reinforces the importance of health and safety at WorkCover. Our WorkWell program drives wellness through our education and initiatives including:

Mental health and wellbeing education and awareness initiatives Mindful May campaign with free yoga and mindfulness sessions Information and support through our employee assistance program with free

counselling sessions for our people and their immediate family Nutrition and physical health sessions and cooking demonstrations Financial health information and seminars Influenza vaccinations Skin checks and sun smart campaign Monthly workplace health and safety toolbox sessions

Flexible work lifeWe recognise that flexible working arrangements play an important role in inclusiveness and wellbeing and allow us to attract and retain capable and diverse people. We broadened our flexible working arrangements across WorkCover to allow people to better balance work and life. Work life options such as flexible starts and finish times, access to additional banked time and part-time availability are well received by our people. Parental leave and keeping in touch allow parents to take time off for family and keep connected with the workplace. They can return through part-time and job share opportunities. Overall, it has made a positive impact on the way we work at WorkCover.

Recruitment Over the past year, WorkCover welcomed 133 new starters to our organisation. WorkCover is focused on innovative strategies to attract, recruit and select the people who join our organisation. The approach is multi-faceted, combining engaging advertising and realistic job previews, psychometric assessments for best fit candidate profiling, with assessment centres for efficient and effective review of candidates. To support the recruitment system, we recently focused on our new starters’ on-boarding experience. The on-boarding experience was important to revamp because it helps shape their WorkCover career. The program is a transformative experience and starts before their first day with us. We understand that the best way to ensure that our customers continue to receive an excellent experience is by empowering our people to live our culture, vision and values.

Casual for a cause Fridays WorkCover strengthened our corporate social responsibility credentials with the launch in March of Casual for a cause Fridays, a charitable program that gives our people the opportunity to make a gold coin donation to 27 selected charities and community causes close to their hearts. As part of the program, our people are invited to donate to two charities per month with total donations split evenly between each charity. During the four months WorkCover raised over $16,600 from our people’s generous donations. Casual for a cause fundraising efforts are promoted internally and in partnership with our charities via social media.



Professional development Learning frameworkWorkCover has developed a learning framework which supports a shared understanding across WorkCover of what we need for the future and how we can get there. This enables us to attract, recruit, develop and sustain a capable workforce. The outputs of the framework are designed to inform learning and development initiatives across WorkCover.

Improving online safety and security Improving people’s ability to recognise and avoid phishing emails is an essential element to reduce susceptibility to phishing attacks. WorkCover has introduced security awareness training to help ensure staff remain vigilant against attacks and security incidents impacting WorkCover Queensland’s systems and information.

Personal Injury Management Our fourth group of customer experience people for the Certificate III in Personal Injury Management (Claims Management) with PIEF (Personal Injury Education Foundation) will graduate on 15 December. To date we have had 72 of our people undertake the course since February 2015. Feedback from our people has been overwhelmingly positive, for recognising current skills in personal injury management.

Financial wellbeing programWe have partnered with QSuper to design a financial wellbeing program for our employees. We are providing an introduction to financial wellbeing at induction for new employees and ongoing self-paced learning through FinFit – an online program to improve financial literacy. The program will run throughout 2017 with a combination of webinars and seminars that are relevant to supporting our people with useful information. Topics include: understanding and growing super, managing loans and debt, planning for retirement.

Leadership Our leadership development breakthrough days at Queensland University of Technology (QUT) commenced in April 2017. All leaders will have the opportunity to attend a breakthrough one day workshop at QUT during 2017 to work on their development of the WorkCover leadership competencies.Members of the executive team are completing 360 degree assessments to gain insight on their individual competency and leadership effectiveness. This insightful program will continue for the rest of WorkCover’s leaders over the next year.Our leaders also participate in Enlightened Bites topics which support our leaders to connect and stay up to date on important management topics like performance reviews. These sessions are run in-house. Industrial and employee relationsThe Consultative Committee meets 10 times each year and includes members of the People and Culture team, Chief People and Finance Officer as the management representative, and Together Queensland representatives and workplace delegates. The Consultative Committee is used to consult on a broad range of issues, including changes following the Queensland Industrial Relations Act 2016, the implementation of our People survey and other organisational impacting initiatives.

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Statutory claims and payments by injury natureNumber of accepted claims Financial year costs

Injury nature 2017No. %

2016No. %

2017$M %

2016$M %

Burns 1 475 2.2% 1 401 2.1% 9.9 1.0% 7.3 0.9%

Fractures 4 633 7.0% 4 379 6.7% 115.4 14.0% 104.1 13.5%

Intracranial injuries and injuries to nerves and spinal cord

384 0.6% 338 0.5% 22.5 3.0% 19.0 2.5%

Mental disorders 959 1.4% 944 1.4% 48.1 6.0% 46.0 6.0%

Musculoskeletal injuries and diseases 33 850 51.0% 34 046 52.1% 365.0 46.0% 364.5 47.3%

Nervous system and sense organ diseases

1 300 2.0% 1 250 1.9% 21.9 3.0% 21.8 2.8%

Other injuries and diseases 6 991 10.5% 6 186 9.5% 120.5 15.0% 116.6 15.1%

Respiratory system diseases 190 0.3% 207 0.3% 10.0 1.0% 12.9 1.7%

Skin and subcutaneous tissue diseases 258 0.4% 330 0.5% 1.8 0.0% 1.3 0.3%

Wounds, lacerations, amputations and internal organ damage

16 390 24.6% 16 221 25.0% 85.2 11.0% 76.4 9.9%

Total 66 430 100.0% 65 302 100.0% 800.3 100.0% 769.9 100.0%

Statutory claims and payments by injury locationNumber of accepted claims Financial year costs

Injury location 2017No. %

2016No. %

2017$M %

2016$M %

Back 11 257 16.9% 11,466 17.6% 126.9 15.9% 123.4 16.0%

Foot and toes 2 241 3.4% 2,235

3.4% 19.7 2.5% 18.9 2.5%

Hand and fingers 12 148 18.3% 18.1% 68.1 8.5% 59.1 7.7%Head and face 6 600 9.9%

6,283 9.6% 55.4 6.9% 52.9 6.9%

Lower limbs 11 517 17.3% 11,196

17.1% 128.3 16.0% 125.7 16.3%

Multiple Locations 1 752 2.6% 1,662

2.5% 29.8 3.7% 30.0 3.9%

Neck 2 383 3.6% 2,520

3.9% 28.2 3.5% 26.1 3.4%

Systemic 1 397 2.1% 1,332

2.0% 50.9 6.4% 49.5 6.4%

Trunk 2 952 4.4% 2,964

4.5% 80.9 10.1% 84.7 11.0%

Unspecified location 1 331 2.0% 1,235

1.9% 26.2 3.3% 15.2 2.0%

Upper limbs 12 852 19.5% 12,557

19.4% 185.9 23.2% 184.4 23.9%

Total 66 430 100.0% 65 302 100.0% 800.3 100.0% 769.9 100.0%

Statutory claims and payments by industry classificationNumber of accepted claims Financial year costs

Injury industry 2017No. %

2016No. %

2017$M %

2016$M %

26



STATISTICS

Accommodation and Food Services 4 479 6.7% 4 400 6.7% 38.6 4.8% 36.6 4.8%

Administrative and Support Services 2 205 3.3% 2 055 3.1% 30.0 3.7% 25.2 3.3%

Agriculture, Forestry and Fishing 2 135 3.2% 2 111 3.2% 31.3 3.9% 24.7 3.2%Arts and Recreation Services 983 1.5% 909 1.4% 9.5 1.2% 9.7 1.3%

Construction 8 917 13.4% 8 410 12.9% 138.1 17.3% 137.3 17.8%

Education and Training 5 440 8.2% 5 292 8.1% 48.5 6.1% 44.0 5.7%

Electricity, Gas, Water and Waste Services

1 044 1.6% 1 019 1.6% 13.2 1.6% 15.3 2.0%

Financial and Insurance Services 393 0.6% 396 0.6% 6.5 0.8% 5.5 0.7%

Health Care and Social Assistance 9 353 14.1% 9 380 14.4% 98.9 12.4% 97.6 12.7%

Information Media and Telecommunications

377 0.6% 332 0.5% 3.1 0.4% 3.5 0.5%

Manufacturing 10 920 16.4% 10 738 16.4% 98.0 12.2% 98.3 12.8%

Mining 1 071 1.6% 1 090 1.7% 31.8 4.0% 27.2 3.5%

Other 340 0.5% 308 0.5% 10.2 1.3% 10.0 1.3%

Other Services 1 985 3.0% 2 017 3.1% 23.1 2.9% 21.8 2.8%

Professional, Scientific and Technical Services

1 264 1.9% 1 268 1.9% 16.5 2.1% 17.5 2.3%

Public Administration and Safety 3 633 5.5% 3 690 5.7% 53.3 6.7% 50.8 6.6%

Rental, Hiring and Real Estate Services 775 1.2% 807 1.2% 9.9 1.2% 9.8 1.3%

Retail Trade 4 429 6.7% 4 323 6.6% 36.7 4.6% 36.4 4.7%

Transport, Postal and Warehousing 3 449 5.2% 3 380 5.2% 67.6 8.4% 63.6 8.3%

Wholesale Trade 3 238 4.8% 3 377 5.2% 35.5 4.4% 35.1 4.4%

Total 66 430 100.0% 65 302 100.0% 800.3

100.0% 769.9 100.0%Note: Other includes Household worker, WPII, Voluntary, etc.

Common law claims and payments by injury natureNumber of new common law claims Financial year costs

Injury nature 2017No. %

2016No. %

2017$M %

2016$M %

Burns 19 0.8% 22 1.0% 5.3 1.4% 2.3 0.5%

Fractures 221 9.4% 195

9.1% 37.9 10.2% 46.0 10.9%

Intracranial injuries and injuries to nerves and spinal cord

23 1.0% 23 1.1% 13.3 3.6% 21.8 5.2%



Mental disorders 161 6.9% 165

7.7% 34.2 9.2% 39.9 9.5%

Musculoskeletal injuries and diseases 1 456 62.0% 1,343

62.6% 207.1 56.0% 224.6 53.5%

Nervous system and sense organ diseases

39 1.7% 32 1.5% 5.5 1.5% 5.8 1.4%

Other injuries and diseases 155 6.6% 144

6.7% 24.2 6.5% 36.3 8.6%

Respiratory system diseases 24 1.0% 27 1.3% 4.9 1.3% 2.5 0.6%

Skin and subcutaneous tissue diseases 2 0.1% 2 0.1% 0.5 0.1% 0.7 0.2%

Wounds, lacerations, amputations and internal organ damage

247 10.5% 194

8.9% 37.1 10.0% 40.2 9.6%

Total 2 347 100.0% 2 147 100.0% 370.0 100.0% 420.1 100.0%

Common law claims and payments by injury locationNumber of new common law claims Financial year costs

Injury location 2017No. %

2016No. %

2017$M %

2016$M %

Back 729 31.1% 705 32.8% 110.7 29.9% 127.2 30.3%

Foot and toes 54 2.3% 48 2.2% 9.0 2.4% 13.2 3.1%

Hand and fingers 183 7.8% 157 7.3% 23.6 6.4% 26.3 6.3%Head and face 76 3.2% 70 3.3% 21.5 5.8% 38.4 9.1%

Lower limbs 301 12.8% 240 11.2% 41.6 11.2% 50.6 12.0%

Multiple locations 49 2.1% 41 1.9% 9.1 2.5% 5.2 1.2%

Neck 82 3.5% 77 3.6% 18.1 4.9% 14. 3.3%

Systemic 166 7.1% 173 8.1% 36.8 9.9% 41.6 9.9%

Trunk 105 4.5% 93 4.3% 16.8 4.5% 13.5 3.2%

Unspecified location 16 0.7% 17 0.8% 1.7 0.5% 2.8 0.7%

Upper limbs 586 25.0% 526 24.5% 81.1 21.9% 87.3 20.9%

Total 2 347 100.0% 2 147 100.0% 370.0 100.0% 420.1 100.0%

28



Common law claims and payments by industry classificationNumber of new common law claims Financial year costs

Injury industry 2017No. %

2016No. %

2017$M %

2016$M %

Accommodation and Food Services 146 6.2% 123 5.7% 16.0 4.3% 16.3 3.9%

Administrative and Support Services 68 2.9% 81 3.8% 11.0 3.0% 10.6 2.5%

Agriculture, Forestry and Fishing 62 2.6% 55 2.6% 12.4 3.4% 19.7 4.7%Arts and Recreation Services 22 0.9% 15 0.7% 2.8 0.8% 3.1 0.7%

Construction 385 16.4% 366 17.0% 69.5 18.8% 94.7 22.5%

Education and Training 60 2.6% 61 2.8% 10.7 2.9% 11.2 2.7%

Electricity, Gas, Water and Waste Services

40 1.7% 33 1.5% 9.5 2.6% 5.4 1.3%

Financial and Insurance Services 11 0.5% 8 0.4% 0.4 0.1% 1.1 0.3%

Health Care and Social Assistance 263 11.2% 216 10.1% 31.2 8.4% 37.6 9.0%

Information Media and Telecommunications

8 0.3% 5 0.2% 0.9 0.2% 1.0 0.2%

Manufacturing 383 16.3% 355 16.5% 57.7 15.6% 59.6 14.2%

Mining 86 3.7% 109 5.1% 29.7 8.0% 37.1 8.8%

Other 84 3.6% 70 3.3% 13.1 3.5% 8.0 1.9%

Other Services 68 2.9% 75 3.5% 12.6 3.4% 14.3 3.4%

Professional, Scientific and Technical Services

24 1.0% 28 1.3% 4.2 1.1% 6.3 1.5%

Public Administration and Safety 86 3.7% 95 4.4% 13.8 3.7% 20.7 4.9%

Rental, Hiring and Real Estate Services 31 1.3% 22 1.0% 3.8 1.0% 4.9 1.2%

Retail Trade 169 7.2% 142 6.6% 22.8 6.2% 20.3 4.8%

Transport, Postal and Warehousing 225 9.6% 176 8.2% 30.0 8.1% 27.5 6.5%

Wholesale Trade 126 5.4% 112 5.3% 17.9 4.9% 20.7 5.0%

Total 2 347 100.0% 2 147 100.0% 370.0 100.0% 420.1 100.0%



Statutory and common law paymentsPayment type 2017

$M % of gross2016

$M % of grossStatutory claims

Weekly compensation 314.4 26.9% 310.6 26.1%

Medical/Rehabilitation 206.2 17.6% 198.2 16.7%

Lump sum

Permanent impairment 111.6 9.5% 100.8 8.5%

Fatal lump sum 24.0 2.1% 24.8 2.1%

Latent onset lump sum 46.5 4.0% 46.7 3.9%

Hospital 81.2 6.9% 75.7 6.4%

Statutory adjustments scheme 7.1 0.6% 3.8 0.3%

Other 9.3 0.8% 9.3 0.8%

Gross statutory payments 800.3 68.4% 769.9 64.8%

Common law claims

Settlements 316.8 27.1% 355.1 29.8%

Legals and investigations

Defendant 50.6 4.3% 60.9 5.1%

Plaintiff 2.6 0.2% 4.1 0.3%

Gross common law payments 370.0 31.6% 420.1 35.2%

Total gross payments 1170.3 100.0% 1190.0 100%

30



Strategic planningA four-year Corporate Plan and one-year Statement of Corporate Intent are prepared annually and approved by the Minister in accordance with the Workers’ Compensation and Rehabilitation Act 2003. The Corporate Plan summarises our vision, values, goals, strategies and performance indicators. The plan forms the basis for divisional business plans, which define operational strategies to meet our business objectives. The divisional business plans outline our key financial and operational performance indicators, which we monitor monthly. Our Statement of Corporate Intent outlines our objectives and major activities, and specifies various financial and non-financial performance targets for the financial year.

Board of DirectorsThe statutory role and requirements of the Board are set out in section 427 of the Workers’ Compensation and Rehabilitation Act 2003, and chapter 8 outlines the powers and functions of WorkCover. The WorkCover Board charter specifies the role and responsibilities of the Board in detail and is available on our website. The WorkCover Board consists of independent non-executive directors appointed by the Governor in Council who is responsible for appointing directors, based on experience and knowledge, and determining their remuneration. Information on directors’ and executives’ benefits is detailed in note S3 of the financial statements.

Directors’ length of serviceDirector First appointed End dateGlenn Ferguson AM, Chair 01/07/2012 30/06/2017Justin O’Connor, Deputy Chair 01/07/2012 30/06/2017Melinda Bailey, Risk and Audit Committee Chair 01/07/2009 30/06/2017Peter Dowling AM 01/07/2014 30/06/2017



Congratulations to WorkCover’s largest ever group of graduates who earned a Certificate III Personal Injury Management through PIEF (Personal Injury Education Foundation).

CORPORATE GOVERNANCE





Ian Winterburn 01/07/2012 30/06/2017Director First appointed End dateFlavia Gobbo, Chair 01/07/2014 30/06/2020Roslyn McLennan, Deputy Chair 07/07/2016 30/06/2020John Crittall 01/07/2012 30/06/2020Kerriann Dear 01/07/2017 30/06/2020Ian Leavers 01/07/2012 30/06/2020Michael Roche, Risk and Audit Committee Chair 01/07/2017 30/06/2020Lyn Rowland 01/07/2017 30/06/2020Ben Swan 01/07/2017 30/06/2020Alison Quinn 01/07/2017 12/07/2017

Risk and Audit CommitteeThe Risk and Audit Committee assists the WorkCover Board in discharging its corporate governance responsibilities. The committee reports directly to the Board on matters pertaining to WorkCover’s risk governance framework, including:

the monitoring of internal control systems; compliance with legislative requirements; oversight of the risk management framework; safeguarding the independence of the internal and external auditors; and ensuring the integrity of the financial reporting process.

The Risk and Audit Committee charter guides the committee, its structure and its specific roles and responsibilities under the Financial Accountability Act 2009 and the Financial and Performance Management Standard 2009. The committee consists of four independent non-executive Directors, drawn from the Board, that meet quarterly. The committee observes and tracks its performance against the charter at each meeting, with due regard to the Queensland Treasury’s Audit Committee Guidelines: Improving Accountability and Performance . In discharging its duties, the committee has considered all audit recommendations as made by the external auditor.

Directors’ meetingsDuring the year, WorkCover held 11 formal Board meetings and four Risk and Audit Committee meetings. The CEO attends all Board meetings and members of the executive management team are invited to present and discuss relevant issues. A register of directors’ interests is updated at each Board meeting to avoid any conflicts of interests and minutes are recorded and maintained in accordance with best practice. A summary of attendance of directors at meetings is set out below:

Board meetings Risk and Audit Committee meetings

Director Meetings attended

Eligible to attend

Meetings attended

Eligible to attend

Glenn Ferguson AM, Chair 10 11 0 0Justin O’Connor, Deputy Chair 10 11 4 4Melinda Bailey, Risk and Audit Committee Chair 7 11 4 4John Crittall 11 11 0 0Peter Dowling AM 9 11 2 4Flavia Gobbo 10 11 0 0Ian Leavers 8 11 0 0Roslyn McLennan 9 11 0 0Ian Winterburn 11 11 1 4

32



https://s3.treasury.qld.gov.au/files/improving-performance.pdf

https://s3.treasury.qld.gov.au/files/improving-performance.pdf

https://www.legislation.qld.gov.au/Legisltn/Current/F/FinAccPManSt09.pdf

https://www.legislation.qld.gov.au/Legisltn/Current/F/FinAccPManSt09.pdf

https://www.legislation.qld.gov.au/legisltn/current/f/finaccounta09.pdf

https://www.worksafe.qld.gov.au/about-us/workcover-queensland/board-of-directors/audit-committee

Senior executivesThe CEO assesses performance of senior executives on an annual basis as part of the organisation’s performance review process. The Board also assesses the performance of the CEO as part of this process.

Stakeholder feedbackWorkCover recognises the importance of complaints management as being inherent to delivering a quality customer experience. We support the rights of our customers and stakeholders to have their complaints heard and actioned appropriately. We are committed to resolving complaints quickly and objectively and believe that all customer and stakeholder feedback, both positive and negative, presents opportunities for continuous improvement.WorkCover maintains a complaints management policy in accordance with the AS ISO10002–2014: Guidelines for complaints management in organisations and section 219A of the Public Service Act 2008. A copy of this policy is published on the WorkCover website so that customers can access it easily. WorkCover’s complaints management performance is monitored and audited to ensure compliance with the statutory, policy and reporting requirements concerning stakeholder feedback.

Mandatory open data reportingWorkCover has reported online information for consultancies and overseas travel in accordance with mandatory reporting requirements.

ETHICS, COMPLIANCE AND RISK MANAGEMENTEthicsEthics provide the overarching principles and rules that govern the behaviour of WorkCover’s people and also considers the impact on the community and environment. WorkCover has well established policies, procedures and practices that seek to promote ethical standards of behaviour and a culture of compliance that embraces compliance with organisational, legal and regulatory obligations. The expectation that employees and officers act with integrity, honesty and accountability are reflected in WorkCover’s Code of Conduct.

Code of conductWorkCover’s Board members and employees are expected to maintain the highest level of ethical standards whilst performing their duties. WorkCover’s code of conduct supports our values providing a framework for high ethical standards and has been written to align with the requirements of the Public Sector Ethics Act 1994 (PSEA). The assertions of integrity and accountability are integrated into WorkCover’s strategies, objectives and actions. The code of conduct is communicated to our people through the corporate induction program and is available on the WorkCover intranet and website. Our people receive annual refresher training on this document and the PSEA in general. All relevant internal policies and practices align with the code and the PSEA, including the ethics principles and values detailed in this Act. All WorkCover employees are required to comply with the code of conduct. Any noncompliance may result in disciplinary action, which could include termination of employment. The WorkCover Board is bound by ethical standards outlined in the Workers’ Compensation and Rehabilitation Act 2003 (the Act), which requires directors to act honestly, disclose interests, exercise diligence and not use information or their position inappropriately. Directors are bound by the PSEA and as such, WorkCover’s code of conduct, on which they annually receive the same training as staff. Additionally, the Board follows the guidelines set



https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/W/WorkersCompA03.pdf

https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/W/WorkersCompA03.pdf

https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/P/PublicSecEthA94.pdf

https://www.worksafe.qld.gov.au/about-us/workcover-queensland/corporate-governance/code-of-conduct

https://www.legislation.qld.gov.au/legisltn/current/p/publicserva08.pdf

https://www.legislation.qld.gov.au/legisltn/current/p/publicserva08.pdf

https://www.worksafe.qld.gov.au/about-us/workcover-queensland/corporate-governance/complaints-policy

out in Welcome Aboard: A Guide for Members of Government Boards, Committees and Statutory Authorities as issued by the Department of the Premier and Cabinet.

ComplianceWe maintain a number of policies and procedures detailing our compliance obligations in relation to relevant legislation, regulations, and codes of practice. We continually monitor our systems and processes to ensure we maintain compliant with our obligations. Progress against the annual compliance calendar is also reported quarterly to the Risk and Audit Committee.

Internal auditThe internal audit function supports the Risk and Audit Committee by providing independent and objective assurance advice, designed to apply a disciplined approach to evaluating and improving the effectiveness of WorkCover’s risk management, control and governance processes. The Internal Audit function is performed by EY, who are appointed by the Risk and Audit Committee, independently from management and WorkCover’s external auditor. The internal audit function is managed in accordance with the WorkCover Internal Audit charter, which is consistent with all relevant assurance and professional ethical standards. EY prepare a strategic internal audit plan, which outlines the assurance activities to be performed during a financial year. The Risk and Audit Committee approve the internal audit plan and monitor the performance of the internal audit function, with due regard to the Queensland Treasury’s Audit Committee Guidelines: Improving Accountability and Performance . During the 2016–2017 financial year, 13 internal audit engagements were completed as per the annual internal audit plan. At the completion of each engagement, internal audit report their findings and recommendations to the Risk and Audit Committee, including risks that have been identified during fieldwork. All recommendations arising from the completed internal audit engagements have either been implemented or, are on track to be implemented within agreed timeframes. The internal audit plan’s coverage over WorkCover’s key risks is reviewed regularly through the use of an assurance map. Quality assurance reviewsOur quality assurance reviews form part of our compliance and risk management frameworks. The quality assurance programs emphasise continuous improvement and are designed to assess that the controls in place to manage risks are effective and to identify potential areas for improvement to our activities.

Training and developmentWorkCover is committed to ensuring the ongoing capability and capacity of our people through the continued investment and development of our leadership and technical training competencies delivered throughout the year. As part of this commitment, all employees complete regular training to keep up to date with compliance and industry requirements and for professional development.

Customer complianceWorkCover has a dedicated customer compliance team who work with Queensland employers, to ensure they are aware of their obligations to maintain adequate cover when engaging

34



https://www.treasury.qld.gov.au/resource/audit-committee-guidelines-improving-accountability-performance/

https://www.treasury.qld.gov.au/resource/audit-committee-guidelines-improving-accountability-performance/

http://www.premiers.qld.gov.au/publications/categories/policies-and-codes/handbooks/welcome-aboard.aspx

http://www.premiers.qld.gov.au/publications/categories/policies-and-codes/handbooks/welcome-aboard.aspx

workers. The team maintains a balanced compliance strategy by providing targeted education and monitoring employer compliance across the state. The education program focuses on stakeholder awareness, whilst compliance audits are conducted on businesses that appear to have contravened their obligations, including failing to insure, or under-insuring their workers.During the year, the following compliance outcomes were achieved:

1292 random site visits were conducted including 717 regional site visits These site visits identified 249 non-compliant employers, representing a 19% non-

compliance detection rate An additional 872 targeted desk based employer audits were conducted. These audits

found 469 employers that were non-compliant with the Act representing a 54% non-compliance rate.

RecordkeepingAll employees at WorkCover are responsible for keeping and maintaining records which are maintained through WorkCover’s Claims and Policy Information System (CPIS) for our claims and policy records and through an integrated electronic records system for all corporate records. Annual compliance training is completed to ensure that all employees are aware of their obligations under the Public Records Act 2002. This is essential training given that all of our claims and policy records have been digitised since 2008 and corporate records since 2014. The approach to recordkeeping was reviewed throughout the year to ensure continuous improvement strategies are implemented to maintain the quality and compliance of all records.Public records are being retained in line with WorkCover’s recordkeeping policy, the Queensland State Archives’ General Retention and Disposal Schedule for Administrative Records and WorkCover’s Queensland State Archives approved Retention and Disposal Schedule, which was last reviewed in May 2014. No records were transferred to the Queensland State Archives during the 2017 financial year. Additionally, no breaches of the retention and disposal schedules were noted during the year, with no records being reported as missing or lost during this same period.

PrivacyWorkCover is committed to protecting the privacy of customers, staff and third parties in accordance with the Information Privacy Act 2009 (IP Act), which governs how information is collected, used, stored and disclosed by Queensland Government agencies. All disclosures of private and personal information by WorkCover are managed under this Act, the Right to Information Act 2009 (RTI Act) or the Workers’ Compensation and Rehabilitation Act 2003. WorkCover has a Privacy Committee responsible for the promotion of privacy principles throughout the organisation. The Committee actively encourages privacy awareness through initiatives such as the participation in Privacy Awareness Week which highlighted the importance of the protection of personal information to our employees. Additionally, employees undertake annual privacy training in accordance with our compliance program.

Risk managementWorkCover is committed to the effective management of risk to achieve our objectives. Our risk management framework is consistent with the principles set out in AS/NZS ISO 31000:2009 Risk Management – Principles and Guidelines and meets the requirements of the Financial and Performance Management Standard 2009.



https://www.legislation.qld.gov.au/legisltn/current/w/workerscompa03.pdf

https://www.legislation.qld.gov.au/legisltn/current/r/rightinfoa09.pdf

https://www.legislation.qld.gov.au/legisltn/current/r/rightinfoa09.pdf

https://www.legislation.qld.gov.au/legisltn/current/i/infopriva09.pdf

https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/P/PublicRecA02.pdf

Our approach to risk management is aimed at embedding a risk awareness culture throughout the organisation. This includes the establishment of an appropriate structure and culture designed to systematically identify, evaluate and manage key risks associated with our activities. Our risk management policy is available on our website.

Workplace health and safetyWorkCover is committed to maintaining a safe working environment, preventing workplace injuries and appropriately managing injuries should they occur. The focus on a zero harm at work safety culture and early intervention resulted in all of workers’ compensation claimants returning to work.

WorkCover provides and maintains safe equipment for employees and undertakes scheduled safety inspections throughout the year. WorkCover continues to monitor our compliance with the Work Health and Safety Act 2011 introduced in January 2012.WorkCover has continued to strive for employer excellence over the last year by maintaining its commitment to continuous evaluation of safety ergonomics, injury management strategies and processes, training, wellness, and the safety culture of the organisation.The Workplace Health and Safety Committee maintains its commitment to meeting on a monthly basis in accordance with WorkCover policy and the Work Health and Safety Act, and continues to foster open communication with workers and transparency with executive management. In 2016 a WHS Champs group was established to deliver and communicate operational outcomes of the WHS Committee, the WHS Champs meet on a quarterly basis.A review of emergency procedures has led to improved detail in evacuation procedures.WorkCover uses a software program for recording workplace incidents, which includes a workplace injury/illness, a dangerous event or a ‘near miss’. Reports from this system are used to provide information to our Workplace Health and Safety Committee for review and setting of strategies to mitigate the risk of injuries. These reports are also presented to the Board to assist in meeting their obligations of due diligence to our people and maintaining a safe work environment.Progressive updates to workplace induction, and progressive introduction or consolidation of WHS subject matter via monthly toolbox talks continue to introduce and engage new, and existing employees, on the obligations, expectations, and due-diligence required of those who work within the organisation.See the Engaged people section of our annual report for more information on other initiatives WorkCover delivered in 2016–2017 to promote a safe and healthy working environment for our people.

Business continuity managementOur business continuity and disaster recovery plan have been developed to minimise the impact of a crisis on our customers, stakeholders and employees. On a regular basis, BCM plans are reviewed and tested.

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https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/W/WorkHSA11.pdf

https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/W/WorkHSA11.pdf

https://www.worksafe.qld.gov.au/about-us/workcover-queensland/corporate-governance/risk-management

Our core financial goal is to be financially viable, well managed and efficient, balancing worker and employer needs.

Financial resultsWorkCover’s operating profit for 2016-17 was a strong financial result.

Financial results 2016-17$M

2015-16$M

Statement of comprehensive incomeNet premium revenue 1,416 1,357Net claims incurred (1,264) (1,479)Underwriting expenses (net of claims handling) (32) (27)Net investment and other income 413 90Income tax equivalents (152) 21Operating result for the year after income tax equivalents

381 (38)

Statement of financial positionTotal assets 5,086 4,511Total liabilities 2,971 2,785Net assets 2,115 1,726Statement of changes in equityReserves 1,518 1,169Contributed equity 3 -Accumulated surplus 594 557Total equity 2,115 1,726

Premium revenueOur net premium revenue was $1.416 billion for the year, increasing from 2015-16 on the back of improved wages growth across Queensland. The premium rate for 2016-17 remained unchanged at $1.20. This rate continues to be the lowest average premium rate for worker’s compensation insurance in Australia.Average premium rate per $100 of wages

2016-17 2015-16 2014-15Queensland 1.20 1.20 1.20Victoria 1.27 1.27 1.27New South Wales 1.40 1.40 1.40Western Australia 1.53 1.48 1.56South Australia 1.80 1.95 2.75Comcare 1.30 2.04 2.12Tasmania 2.27 2.33 2.30

Note: Figures are based on information from individual workers’ compensation entities.

Net claims incurred



FINANCIAL PERFORMANCE

Net claims incurred were $1.264 billion (2015-16: $1.479 billion) for 2016-17. Net claims costs decreased in 2016-17 reflecting improved claims experience throughout the year, with this improved experience also having a positive effect on the outstanding claims provisioning.

Underwriting expensesUnderwriting expenses include WorkCover’s management and operational expenses and the annual levy payable to the Workers’ Compensation Regulator and Workplace Health and Safety Queensland. To meet disclosure requirements under accounting standards, the claims handling expense portion of underwriting expenses is added to gross claims expense to reflect the total cost of administering claims during the year.

Investment portfolioWorkCover’s investment portfolio is managed by QIC. The net market value in funds invested as at 30 June 2017 was $4.409 billion (30 June 2016: $4.010 billion).The net return on our investment portfolio was 9.96% (2015-16: 2.02%). This is strong result and we will continue to work with our investment fund manager to effectively manage our investment risk to ensure our portfolio achieves its long term objectives.

Capital adequacyThe Workers’ Compensation and Rehabilitation Act 2003 and Workers’ Compensation and Rehabilitation Regulation 2014 outline specific requirements WorkCover must meet to be considered fully funded. As with other workers’ compensation schemes in Australia, WorkCover is fully funded if total assets are at least equal to its total liabilities. WorkCover is currently achieving both our legislative requirements and management’s aim of maintaining a funding ratio of at least 120%.

Looking to the futureWe will continue to use prudent financial management to ensure a balanced, financially viable scheme for all customers and stakeholders. Part of this continuing prudent financial management entails a focus by WorkCover in continuing to operate within budget, achieving value for money, and more generally, ensuring WorkCover continues to minimise its costs and risks in relation to its liabilities. Premiums will be set, claims and operational expenses carefully managed in order to deliver this balance and we will continue our long term investment strategy built around a balanced portfolio.

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Summary of requirement Annual report referenceLetter of compliance A letter of compliance from

the accountable officer or statutory body to the relevant Minister

Welcome

Accessibility Table of contents ContentsGlossary GlossaryPublic availability WelcomeInterpreter service statement WelcomeCopyright notice WelcomeInformation licensing Welcome

General information Introductory information About WorkCoverAgency role and main functions

About WorkCover

Operating environment Chair and CEO reportNon-financial performance

Government’s objectives for the community

Chair and CEO report

Agency objectives and performance indicators

Highlights

Agency service areas and service standards

Highlights

Financial performance Summary of financial performance

Financial performance

Governance – management and structure

Organisational structure About WorkCover

Executive management Executive teamGovernment bodies (statutory bodies and other entities)

Financial performance

Public Sector Ethics Act 1994 Ethics, compliance, and risk management

Governance – risk management and accountability

Risk management Ethics, compliance, and risk management

Audit committee Corporate governanceInternal audit Ethics, compliance, and risk

managementInformation systems and recordkeeping

Corporate governance

Governance – human resources

Workforce planning and performance

Engaged people

Open data Consultancies Corporate governanceOverseas travel Corporate governance

Financial statements Certification of financial statements

Actuarial certificate on net outstanding claim liabilitiesCertificate of WorkCover Queensland

Independent Auditor’s Report Independent Auditor’s Report

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COMPLIANCE CHECKLIST

Term DefinitionAAccepted claim When the first decision about the application for compensation is to

accept the claim. This excludes claim decisions where the first decision is rejected, cancelled, withdrawn, report only or common law only.

Accident Insurance Policy

An Accident Insurance Policy is a workers’ compensation insurance policy, compulsory for employers engaging workers. The policy covers the employer’s liability for workers’ compensation and damages arising out of an work-relatedinjury sustained by their worker, no matter who or what caused it.

Asbestos-related diseases

Asbestos-related diseases are caused by the inhalation of asbestos fibres over a period of time. Asbestos-related diseases typically have long latency periods, that is 10 to 40 years from exposure to onset of the disease.

Average premium rate

The average premium rate is a rate per $100 of wages, expressed as a percentage, calculated by averaging net premium assessed for the year as a proportion of total wages declared by all employers for that year.

CClaims experience An employer’s claims experience is used when calculating premium

and is comprised of the statutory claims amounts paid under an employer’s Accident Insurance Policy for the preceding three years and the damages claims amounts paid under the policy for the two years preceding that.

Certificate of Currency

A Certificate of Currency identifies whether an insurance policy is up-to-datefor the current period of insurance. Accident insurance policyholders can generate their own Certificate of Currency through WorkCover’s online services.

Common law claim A common law claim is the claim made by an injured worker who commences common law action through the courts against their employer for negligence (they are ’suing’ their employer). The courts award common law damages payments for economic loss, pain and suffering, legal costs, and medical and hospital costs. WorkCover may pay all damages awarded to the injured worker, including legal and investigative costs as part of its Accident Insurance Policy.

DDamages Damages are payments made under a common law claim that are

classified as ‘heads of damage’. These are different types of damage that may be suffered by an injured worker.Examples are:

general damages (compensation for pain and suffering) economic loss (compensation for loss of past earnings or

future earning capacity).Declaration of Wages form

Where wage information from employers is required to conduct a premium assessment, a Declaration of Wages form will be sent. Employers can return their wage information by completing the form, calling WorkCover, or entering their wages online. In all instances, wage information must be provided to WorkCover by 31 August.

E



GLOSSARY

Estimated wages When calculating premium, WorkCover requires details of the actual wages paid during the last financial year and the estimated wages you expect to pay in the next financial year.

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GGoods and services tax

GST is payable on your premium but, like most Queensland employers, you are likely to be eligible to claim an input tax credit from the Australian Taxation Office. To enable WorkCover to meet its GST requirements, WorkCover requires you to provide, your ABN and your percentage entitlement to input tax credits (see input tax credit for further information about this). Payments of weekly compensation do not attract GST.

HHealth provider Health provider refers to any medical or allied health provider (for

example a doctor, medical specialist, physiotherapist, chiropractor or occupational therapist) who is registered with the relevant professional board (e.g. Physiotherapist Board of Queensland).

Host employer A host employer is an employer who agrees to host an injured worker at their workplace when the worker is unable to participate in workplace rehabilitation with their original employer. These programs normally run from three to six weeks. A host employer is not obliged to employ a person after their program has ended.

IImpairment The Act describes impairment from injury as being ‘a loss of, or loss

of efficient use of, any part of a worker’s body’. This includes psychological injuries.

Industry classification

See WorkCover Industry Classification (WIC). An industry classification system based on the Australian and New Zealand Standard Industrial Classification. Businesses are assigned an appropriate industry category on the basis of their whole-of-business activity.

Industry rate The WorkCover industry rate is the amount of premium per $100 of wages for a specific WorkCover Industry Classification (WIC) code.

Injury An injury, as defined by the Workers’ Compensation and Rehabilitation Act 2003 is, ’A personal injury arising out of, or in the course of, employment if the employment is a significant contributing factor to the injury’. Some examples of injuries include:

a cut or fracture; a disease (example asbestos or Qfever); industrial deafness; psychiatric or psychological disorders such as stress or

depression; aggravation of a preexisting condition; death from an injury, disease or aggravation of a disease.

Injury Prevention and Management program

WorkCover’s program in partnership with Workplace Health and Safety Queensland which helps employers who have a high frequency of claims bring about a workplace culture change and achieve a better standard of workplace health and safety and injury management.

NNew statutory claim All claims lodged with WorkCover regardless of the outcome. This

excludes claims that are report only.PPolicyholder Is an individual or entity that holds an insurance policy with

WorkCover.Premium notice Is a notice that is sent to WorkCover policyholders detailing an

amount payable on their policy following inception, renewal or reassessment.

Premium rate The rate per $100 of wages for an individual employer.QQ-COMP Q-COMP is now the Workers’ Compensation Regulator.R





Rehabilitation Under workers’ compensation legislation, the purpose of rehabilitation is to ensure the worker’s safest and earliest possible return to work or to maximise the worker’sindependent functioning. Rehabilitation for return to work (sometimes called occupational, vocational or workplace rehabilitation) can include treatment from a range of health providers, assessments of work capacity and suitable duties programs. Under legislation, workers and employers must take every reasonable step to participate in rehabilitation and return to work programs.

Results test Is one of the tests used by WorkCover Queensland to determine if a person is considered a ‘worker’ under Schedule 2, Part 1 ‘Persons who are workers’ in the Act.

Return to work The worker’s timely, safe and medically structured return to preinjury duties, or other employment, following workplace injury.

SSelf-insurer An employer who meets certain criteria to manage their own

workers’ compensationissues. Contact the Workers’ Compensation Regulator for more information.

Stamp duty Stamp duty is payable to the Queensland Government on many property and business transactions, including workers’ compensation insurance premiums. Stamp duty has been included in premiums since 1916. Before the introduction of the GST, WorkCover included stamp duty in the final premium amount shown on your Premium Notice. Due to the GST, WorkCover now clearly lists the stamp duty payable as a separate item on your Premium Notice.

Statutory (no-fault)claims

A statutory or no-fault claim is when a worker is compensated for a work-related injury with payments and benefits prescribed in the Workers’ Compensation and Rehabilitation Act 2003. These payments and benefits are referred to as statutory compensation and may include weekly payments as income replacement, lump sums to compensate for permanent impairment, and hospital and medical expenses. Statutory claims are administered on a ‘no fault’ basis. That is, it doesn’t matter if it is the worker’s or the employer’s fault that the injury occurred compensation is still paid.

Succession Succession may be applied when a new employer acquires an existing business, and the new employer has previously been associated with that business. Generally, applying succession will mean the premium rate of the cancelled policy will be transferred to the new employer’s policy as the initial premium rate.

Suitable duties program

A suitable duties program is designed to help workers return to work gradually through a supervised process. The program matches a worker’s abilities with appropriate work tasks and hours. The goal of the program helps workers return to their normal duties.

WWages Wages are the total amount an employer pays to a worker as defined

by Schedule 6 of the Workers’ Compensation and Rehabilitation Act 2003.

WHSQ Workplace Health and Safety QueenslandWork-relatedinjury

An injury where employment was a significant contributing factor.

WorkCover IndustryClassification (WIC)

An industry classification system based on the Australian and New Zealand Standard Industrial Classification. Businesses will be assigned an appropriate industry category on the basis of their whole-of-business activity.

Worker A ‘worker’ for the purposes of the Workers’ Compensation and Rehabilitation Act 2003 is an individual employed under a Contract of Service (sect 11) or specifically included under Schedule 2 Part 1,

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unless specifically excluded under Schedule 2 Part 2.



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280 Adelaide Street (GPO Box 2459)Brisbane Qld 4001p: 1300 362 128f: 1300 651 [email protected]

worksafe.qld.gov.auABN: 40 577 162 756

ISSN: 1329 - 6539

280 Adelaide Street (GPO Box 2459)

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