Organisational Governance

Purpose

This policy provides an overview of the organisational governance framework, structures and principles in place for the governance of WorkCover Queensland (WorkCover).

Policy statement

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
ethical behaviour.

Organisational governance

WorkCover is a statutory authority established under the Workers’ Compensation and Rehabilitation Act 2003 (the Act). The WorkCover Board is accountable to the Minister for State Development and Infrastructure, Minister for Industrial Relations and Minister for Racing.

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
Workers’ Compensation and Rehabilitation Act 2003 (the Act)
Financial Accountability Act 2009 (FA Act)
Financial Performance Management Standard 2019
Public Sector Act 2022
Public Sector Ethics Act 1994
Other Queensland Government Guidance and legislation.

WorkCover adopts the governance principles outlined in ISO 37000 which are central to the governance of WorkCover as outlined below.

Structure and Accountabilities

Governance of WorkCover is exercised through the following Governance, Ethics and Fraud Compliance, and Risk (GECR) Framework outlined in Diagram 1 below:

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 protocol, 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 charter 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 Operating Officer, Chief People Officer and Chief Legal Officer.

Management Committees

WorkCover maintains various management committees that are designed to ensure appropriate operational management oversight or decision making. Committees are established under oversight by the ELT or management for a specific purpose.

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 governance documents and policies as noted below are endorsed or approved annually by the Board, Risk and Audit Committee or People Committee.

Key governance policies	Approved by
Corporate Plan	Board
Statement of Corporate Intent	Board
Board Charter	Board
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
Code of Conduct policy	Board
Conflicts of interest policy	Board
Compliance policy	Risk and Audit Committee
Domestic and family violence policy	People Committee
Directors' Professional Development policy	Board
Entertainment, Gifts and Benefits policy	Risk and Audit Committee
Environmental policy	Risk and Audit Committee
Ethics policy	Risk and Audit Committee
Fraud and Corruption policy	Risk and Audit Committee
Investment policy	Board
Prevention of bullying in the workplace policy / Prevention of Sexual Harassment policy	People Committee
Public Interest Disclosure policy	Risk and Audit Committee
Risk Management policy	endorsed by the Risk and Audit Committee, approved by the Board
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.

Strategic planning

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 fulfils our organisational purpose in accordance with our values.

Reporting

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.
CEO	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: manage WorkCover in accordance with the Corporate Plan, Statement of Corporate Intent, and any other plan approved by the Board to achieve agreed goals. take all actions approved by the Board to deliver strategic and operational plans. undertake responsibilities as delegated by the Board. ensure WorkCover’s actions comply with its policies. keep the Chair informed of all current events and matters that may interest the Board in relation to WorkCover. regularly review the progress of important initiatives with the Chair, and comply with the obligations for officers as outlined in the Act.
Executive Leadership Team (ELT)	identifying and communicating developments affecting their group to the CEO and Board. ensuring WorkCover’s compliance with legal and legislative issues. reporting significant issues or breaches of compliance in accordance with the Compliance policy.\ undertaking responsibilities as delegated by the CEO and Board, and complying with the obligations for officers as outlined in the Act.
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.

Delegations

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.

Policy Contact

For further information about this policy, please contact the Company Secretary staff via: WorkCoverBoardAdministration@workcoverqld.com.au.

Definitions

The below outlines the key terms and definitions used within this policy.

Term	Definition
Governance of organisations	human-based system by which an organisation is directed, overseen and held accountable for achieving its defined purpose
Organisational governance framework	strategies, governance policies, decision-making structures and accountabilities through which the organisation’s governance arrangements operate
Governance policy	intentions and direction of an organisation, as formally expressed by its governing body
Governing body (Board)	person or group of people who have ultimate accountability for the whole organisation

Policy review

This policy is reviewed annually by Risk and Assurance, in consultation with the Company Secretary, and approved annually by the Workcover Board.

Policy approved by the Board: October 2024
Last Review Date: October 2024
Next Review Date: October 2025