This policy provides an overview of the organisational governance framework, structures and principles in place at WorkCover Queensland (WorkCover).
The term ‘organisational governance’ refers to the ‘strategies, governance policies, decision making structures and accountabilities through which the organisation’s governance arrangements operate’.
WorkCover is committed to maintaining effective corporate governance and seeking continuous improvement in governance practices to ensure the organisational outcomes of good governance are achieved, including:
- effective performance
- responsible stewardship; and
- ethical behaviour.
WorkCover and organisational governance
WorkCover utilises the principles outlined in the following guidance to achieve a sound level of governance and to ensure the long term sustainability of the organisation:
- ISO 37000 Governance of organizations - guidance
- Queensland Government Corporate Governance Guidelines for Government Owned Corporations.
WorkCover’s enabling legislation, the Workers’ Compensation and Rehabilitation Act 2003 (the Act), commits us to certain good governance principles, including those incorporated in the Financial Accountability Act 2009, the Financial and Performance Management Standard 2019, the Public Sector Ethics Act 1994 (Queensland), and other applicable Queensland Government guidance and legislation.
WorkCover has developed a Governance, Ethics and Fraud, Compliance, and Risk (GECR) Framework that integrates the processes outlined below.
WorkCover adopts the governance principles outlined in ISO 37000 which are central to the governance of WorkCover as outlined below.
Structure and accountabilities
Governance is exercised at WorkCover through the following:
Non-executive independent Board of Directors (the Board)
Directors are appointed by Governor-in-Council, and are all independent, non-executive directors. The Board undertakes a self-assessment process every two years. The Board approves its charter annually which outlines its membership, meeting protocols, objectives and responsibilities, delegated powers, and reporting requirements. Progress against the charter is reviewed on a quarterly basis by the Board.
Risk and Audit Committee and People Committee
The Board has implemented sub-committees to provide WorkCover with oversight in the areas outlined by its charter. The Board approves the Risk and Audit Committee charter) and People Committee charter ) annually, which outlines the membership, meeting protocols, responsibilities, and reporting requirements. Progress against the charters are reviewed quarterly by each Committee.
Internal audit and control structure
WorkCover maintains an independent internal audit function, which is currently outsourced. The Risk and Audit Committee reviews these arrangements, the work of the internal auditors, and the control structure regularly.
Executive Leadership Team
The Executive Leadership Team (ELT) is comprised of the Chief Executive Officer (CEO), Deputy CEO, Chief Claims Management Officer, Chief New Claims Officer, Chief Partnerships and Relationships Officer, Chief People Officer, Chief Legal Officer and Chief Digital and Information Officer.
Code of conduct for all WorkCover people
All people, including executive leadership and, Board members are required to comply with the WorkCover Code of Conduct (the Code). The Code represents a broad framework of ethical conduct that all WorkCover people have an obligation to uphold. It also provides the basis for disciplinary action for those who fail to meet their obligations. The standards of conduct in the Code are based on the four ethics principles contained in the Public Sector Ethics Act 1994 (Queensland).
Policies and procedures
WorkCover maintains a comprehensive set of policies and procedures which guide the way WorkCover delivers our services and are available to help our people and stakeholders understand how we operate. Our policies aim to integrate our vision and values, and commitments, through encouraging a culture of compliance and they form an integral part of our governance framework. These policies and procedures are reviewed at least annually in accordance with the Policy Governance Framework. Key policies as noted below are endorsed or approved annually by the Board or Risk and Audit Committee.
|Key governance policies||Approved by|
Corporate Governance policy incorporating the Board, Risk and Audit Committee and People Committee charters
|Risk and Audit Committee Charter||endorsed by the Risk and Audit Committee, approved by the Board|
|People Committee Charter||endorsed by the People Committee, approved by the Board|
|Internal Audit Charter||Risk and Audit Committee|
|Conflicts of interest policy||Board|
|Compliance policy||Risk and Audit Committee|
|Domestic and family violence policy||People Committee|
|Environmental policy||Risk and Audit Committee|
|Ethics policy||Risk and Audit Committee|
|Fraud and Corruption policy||Risk and Audit Committee|
|Prevention of bullying in the workplace policy||People Committee|
|Public Interest Disclosure policy||Risk and Audit Committee|
|Remuneration and benefits policy||People Committee|
|Workplace Health and Safety policy||Board|
Any major changes to any of the other governance policies are approved by ELT or Chief responsible as and when changes occur.
A comprehensive annual strategic planning process is undertaken with the Board and the ELT. The resultant Corporate Plan and Statement of Corporate Intent are approved by the Minister in accordance with the Act. The Corporate Plan and Statement of Corporate Intent form the basis upon which operational business plans and document how WorkCover will pursue strategy, in order to ensure WorkCover fulfil our organisational purpose in accordance with our values.
External reporting is performed in accordance with legislative requirements, and other sources of obligations, with key reporting requirements noted in the Risk and Audit Committee Compliance Calendar.
Roles, responsibilities, and powers
|Role / Group||Responsibility|
|Board||The role and responsibilities of the Board, Chair and Company Secretary are defined in the Board charter. The Board are responsible for setting the tone for how they expect WorkCover will operate.|
Section 443 of the Act provides that the role of the CEO is to manage WorkCover. The CEO is responsible to the Board for the overall performance of WorkCover.
The role of the CEO is to:
|Managers||Managers are responsible for ensuring all staff are aware of the relevant policies and procedures.|
|WorkCover people||All WorkCover people are responsible for ensuring adherence to this organisational governance policy and all other policies and procedures which apply in their particular area of responsibility.|
Subject to formal delegations of authority, the Board delegates general responsibility for the operation and management of WorkCover to the CEO and ELT (s428 of the Act).
The CEO and ELT are accountable to the Board and fulfil this responsibility through the provision of reports, briefings and presentations to the Board on a regular basis throughout the year. The Act (s445) allows for the CEO to delegate their powers to an appropriately qualified employee or person who performs work for WorkCover under a work performance arrangement, which is documented in WorkCover’s Delegation Manual.
Review of the Scheme
Under section 584A of the Act, the Minister is required to have the workers' compensation scheme reviewed at least once every five years to ensure the overall scheme is operating effectively.
This policy is reviewed and approved annually by the WorkCover Board.