safesearch hse remuneration survey 2016/2017 · safesearch hse remuneration survey 2016/2017 key...

health safety and environment remuneration survey

2016/2017

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This survey is produced by safesearch and envirosearch, leaders in search and recruitment of Health, Safety, Wellbeing, Workers Compensation and Environment professionals and practitioners. Working across a diverse range of industry sectors, safesearch and its sister company envirosearch have proven experience in efficiently and effectively sourcing and securing quality candidates across Australia, Asia Pacific and globally.

Both safesearch and envirosearch, which are now part of the global ManpowerGroup, have built a reputation as thought leaders in HSE talent acquisition whether the requirement be contract or permanent. The company’s ‘narrow and deep’ approach results in retention rates that are well above the industry average. © safesearch 2017This material is an original work. It cannot be copied without written consent from safesearch.

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safesearch hse remuneration survey 2016/2017 1

contents

foreword 2introduction 3key findings and observations 5eleven year analysis 9qualitative findings 11whs/hse findings 13whs/hse officer 14whs/hse advisor/coordinator 16whs/hse manager 18national whs/hse manager 20general manager whs/hse 22position analysis by state 24position analysis by industry 28workers compensation findings 31claims/im/rtw coordinator/advisor 32claims/im/workers compensation manager 34group/general manager workers compensation 36position analysis by state 39position analysis by industry 40environment findings 41environment advisor 42environment manager 44national environment manager 46head of environment and sustainability 48position analysis by state 51position analysis by industry 53new zealand whs/hse findings 55whs/hse officer 56whs/hse advisor/coordinator 58whs/hse manager 60national whs/hse manager 62general manager whs/hse 64position analysis by industry 66appendix 1— methodology 68appendix 2 — definitions and assumptions 69appendix 3 — position profiles 70

2 safesearch hse remuneration survey 2016/2017

It is my pleasure to present this foreword to the 2016/2017 safesearch health, safety and environment remuneration survey.

In a field where knowledge is so critical, Australian companies, unions, the profession, as well as govern-ment and its regulators are all short on high quality data to help us form a clear picture of the state of health and safety in Australian workplaces. We still lack agreed benchmarking measurements and standards which can be applied across a range of industries and until we do we will continue to struggle with the limitations of existing data, working to join the dots to give ourselves a sense of what is really happening across the board. The Safety Institute of Australia believes that all of these stakeholder groups have an interest in and responsibility to address this by working together to build a broad based national benchmarking program which can be applied for the benefit of all Australians, providing guidance on areas where health and safety can be improved, and forming the basis for state/territory and national reporting to governments on the state of health and safety in the workplaces within their jurisdictions. We will continue to work toward this end.

In the meantime, initiatives such as this annual survey are extremely important not only in providing an annual snapshot of the health and safety employment market, but by providing over time, increasingly longitudinal data on trends.

From a broader industry profession perspective, we are nearing the tail end of the impact of the long contraction period of the mining and resources boom, which has caused significant challenges for health and safety people including a lot of inter-sectoral movement and competition for new roles. This has been exacerbated (notwithstanding significant infrastructure projects in some states) by continuing softness in high risk indus-tries employing the larger number of health and safety practitioners and professionals. These factors contribute to downward pressures on wages and job availability. Industry Certification of practitioners and professionals based on the International Global Framework for

Practice, continues to consolidate and grow in Australia with increasing demand from employers for certified people. New access points to certification for the profession which acknowledge and place a high value on extensive work experience are generating increasing interest from the profession. Our work to build this program and its contribution to both greater credibility and capability of the profession will continue in the years ahead.

Our thanks go to safesearch for their leadership in the continuing production of this report, and I have great pleasure in commending it to readers.

David ClarkeChief ExecutiveSafety Institute of Australia

foreword


Welcome to the 11th annual safesearch and enviro-search health, safety and environment remuneration survey report. The survey covers Australia and New Zealand and data sets across health, safety, environ-ment and workers compensation/injury management positions.

Once again we have exceeded expectations with record levels of participation; 231 companies provided data on 1502 individual roles representing a significant 12.6% increase from last year’s survey.

2016 has reflected the prior year with inconsistent demand for HSE talent. Demand has been strongest in New South Wales and New Zealand driven by infrastruc-ture projects and legislative changes respectively. The resource states continue to adjust to the ‘new normal’ and as a result there is an increased preparedness for people in Queensland and Western Australia to move where there are greater opportunities. This trend is expected to continue this year with further expansion of the ‘infrastructure boom’ in the eastern states.

Demand at the safety advisory and project levels has been strong, whereas the senior market has been quiet. This has been due to both a lack of movement and organisations expanding senior executives’ portfolios to incorporate Safety with functions such as Human Resources, Change, Risk and Innovation. In many cases senior safety leaders have taken on these portfolios or other internal executives have inherited functions such as HSE. Either way, strong operational HSE people have been structured under the senior role to deliver and execute the strategy.

Further down the organisation, we have continued to see organisations ‘lean up’ by reviewing existing capability to ensure alignment to future needs, as well as constant high demand at all levels for individuals who are business focussed, outcome driven and emotionally intelligent. This rationalisation and downsizing of functional teams is not a new trend, but is one that we believe will be ongoing as the ability of organisations to manage risk continues to mature.

introduction


The broader employment market reflects these observations, evidenced by the ManpowerGroup Q1 2017 Employment Outlook Survey (December 2016) indicating that Australian job seekers should remain cautiously optimistic about the year ahead. The survey, which cap-tures the hiring intentions of over 1500 employers, found that just over three quarters (76%) will make no changes to hiring plans, 13% plan to increase hiring and 5% expect some form of downsizing over the next quarter.

The outlook seasonally adjusted is +9% growth reflecting a 2 percentage point reduction on last quarter, but no change year on year. Large employers (250+ employees) demonstrate the strongest growth expectations, with a net employment outlook of +17%. The survey reported Victoria (+13%) as having one of the strongest hiring prospects coming into 2017 followed by New South Wales (+10%) with more cautious expectations in Queensland and Tasmania (+3%). Most notably, hiring intentions in Western Australia have improved year on year by 2 percentage points, which is a positive sign for the resource heavyweight.

Similarly for the 650 organisations surveyed in New Zealand, the majority (77%) expect no change in hiring plans, 2% expect a decrease and 17% are planning for growth, leaving the net employment outlook at +15%. An improvement of 4 percentage points year on year suggests that hiring activity will continue to build on the growth seen in the last twelve months as the economy continues to perform strongly.

The safety sector in New Zealand has experienced strong hiring demand throughout 2016 and this is expected to continue as organisations further adapt to the new legislative framework. Given this increase in demand and job creation, the challenges for employers are developing existing capability, creating new career paths for others, as well as attracting Kiwis to return home or other international candidates – those with experience working within the British or Australian regulatory frameworks – to take up residence.

As organisations have continued to grapple with the changing world of work, safesearch has continued to bring senior leaders together to discuss and debate what it means for those of us working in this field. In addition to our well established East Coast and Western Australian Executive HSE forums, we launched the New Zealand forum to contribute to thought leadership and development of the profession in this region. The third safesearch Great Debate was again a successful and provocative event with senior leaders debating their own relevance and existence amidst the global mega trends facing society and business into the next decade and beyond. Health and wellness, digital disruption, technology and automation were just some of the themes that will remain on trend as business and safety understand the potential benefits and positive impact to be had.

The insight gained from these events tells us the coming year will be an exciting one, with a strong commitment to meet the opportunities and challenges to change and evolve, with vigour and enthusiasm. We remain committed to contributing to the ongoing evolution of the profession by bringing people together from diverse skill sets and backgrounds, to challenge the status quo, and think collectively in order to ensure we adapt and thrive in 2017 and beyond.

Thank you again for your contribution, support and interest in our survey. For feedback and to register your interest for next year’s survey, email us at [email protected].

Aaron NeilsonGeneral Manager

key findings and observations 5safesearch hse remuneration survey 2016/2017

The key findings from the 2016/2017 survey include the following:

î Remuneration for individuals at Advisor/Coordinator level increases across the board

î After returning to growth in 2015/2016, there is an average decrease of 10.5% across all environment roles except at Advisor/Coordinators level, up 13%

î Remuneration for WHS/HSE Advisor/Coordinator and WHS/HSE Managers increases, accompanied by a significant rise in project-based roles at these levels

î WHS/HSE Managers see increases in average TAR in every state except Queensland, which remains flat

î Project-based safety roles become more prevalent, accounting for 11% of roles at Advisor/Coordinator level and 16.7% at Manager level

whs/hse officer î Average TAR decrease of 9.8% following 4 years

of growth î 85% have formal safety qualifications î 36% have multi-site responsibility î NSW average TAR has increased by 3.3% to become

highest paying state î VIC average TAR decreases by 4.2% î After three years as highest paid, WA decreases by

17.4% to become lowest paying state

whs/hse advisor/coordinator î Third year of growth in average TAR, increasing 4.1% î 63% have multi-site responsibility, 17% have

responsibility for over 10 sites î 80% have Diploma level safety qualification or higher,

only 4% hold no formal safety qualification î NT average TAR decreases for second year but

remains the highest paid state î VIC remains the lowest paid state for third year

despite 8.9% increase î 11% have an actual position title as Project Safety

Advisor or similar, up from 1.1% in 2015/2016

whs/hse manager î Average TAR increase of 6.3% î 95% qualified to the Diploma level or higher î 64% have direct reports, 16% have more than

5 direct reports î Average TAR increases in every state other than QLD î NT is the highest paid state, 19.7% above national

average î 16.7% have ‘project’ in their actual position title, up

from 3% in 2015/2016

national whs/hse manager î Average TAR decrease of 2.7% î 58% have responsibility for over 20 sites î 81% have direct reports, 24% have 5+ direct reports î 83% have over 10 years’ experience î 74% qualified to Undergraduate Degree level or higher î NSW, QLD and WA report relative parity in average TAR î VIC remains lowest paid state, despite 4.7% increase

gm whs/hse î No change in average TAR from 2015/2016 levels î Average TFR increases 1.5% î Average Actual STI is up from 12.7% of TFR to 13.9% î 72% qualified to Undergraduate level or higher, 25%

have Masters qualifications î 63% have responsibility for over 20 sites î NSW average TAR has increased by 2.8% to remain

highest paying state î VIC average TAR increases 10.6% î QLD average TAR decreases 4.5% to become lowest

paid state

claims/im/rtw coordinator/advisor î Average TAR increases 5.6% î 71% have responsibility for one jurisdiction î 44% qualified to relevant Undergraduate level or higher î 71% have over 5 years of experience î Average TAR highest in WA for fourth consecutive year

key findings and observations

key findings and observations 6 safesearch hse remuneration survey 2016/2017

claims/im/workers compensation manager î Average TAR decrease of 8.1% î 93% qualified to relevant Diploma level of higher,

20% hold Postgraduate qualifications î 82% are responsible for multiple jurisdictions î 46% have direct reports, only 5% have more than

5 direct reports î NSW average TAR has increased by 7.3% to become

highest paying state î VIC average TAR decreases 5.4%

group/gm workers compensation î Significant average TAR increase of 18% î Average TFR increases 25% î 88% qualified to Undergraduate level or higher,

25% have Masters qualifications î 78% have responsibility for over 50 sites î NSW average TAR has increases by 29.6%, bouncing

back to 2013/2014 levels

environment advisor î Second year of growth in average TAR, increasing 13% î 90% have multi-site responsibility, 22% have

responsibility for over 10 sites î 93% are qualified to Undergraduate level or higher î 89% have over 5 years’ experience, 28% have over

10 years’ experience î WA average TAR increases by 18.2% to remain the

highest paying state î NSW average TAR increases by 22.1%

environment manager î Average TAR decrease of 6.1% î 58% have no direct reports î 61% have over ten years of experience, 17% have over

15 years of experience î 84% qualified to Undergraduate Degree level or higher î WA average TAR decreases by 2.3% but remains the

highest paying state for second year î VIC average TAR decreases by 12.5%, remaining the

lowest paid state

national environment manager î Average TAR decrease of 14.8% following 2015/2016

increase of 22.1% î 47% have up to 5 direct reports, 53% have no reports î 47% have responsibility for over 20 sites î 72% have over 10 years’ experience î 93% qualified to Undergraduate level or higher î WA average TAR decreases by 10% but remains the

highest paid state

head of environment & sustainability î Average TAR decrease of 10.5% î Average Actual STI is up from 11.8% of TFR to 14.3% î 93% qualified to Undergraduate level or higher,

40% have Masters or PhD qualifications î 73% have responsibility for over 20 sites î 33% have no direct reports î NSW average TAR remains relatively flat (+0.8%) î VIC average TAR decreases by 7.1%

nz whs/hse officer î Average TAR is $79,774 î 86% have single site responsibility î 76% have formal safety qualifications, 51% hold

Diploma level qualifications or higher

nz whs/hse advisor/coordinator î Average TAR remains relatively flat (+0.5%) î 34% have multi-site responsibility, 11% have

responsibility for over 5 sites î 63% have Diploma level safety qualification or higher,

18% hold no formal safety qualifications

nz whs/hse manager î Average TAR increase of 12.4%, rebounding from

6.5% decrease in 2015/2016 î 85% qualified to the Diploma level or higher,

25% hold a Postgraduate qualification î 75% have up to 5 direct reports î 90% have multi-site responsibility, 40% have

responsibility for over 20 sites

key findings and observations 7safesearch hse remuneration survey 2016/2017

nz national whs/hse manager î Average TAR increase of 5.2% î 35% have responsibility for over 20 sites î 68% have direct reports î All have over 10 years’ experience, 50% have over

15 years of experience î 58% qualified to Diploma level or higher

nz gm whs/hse î Average TAR is $300,531 î 42% have responsibility for over 50 sites î 91% have eleven or more years of experience î 78% hold Undergraduate safety qualifications or higher

East Coast ‘Infrastructure boom’ continues to expand and drive strong salary growth The infrastructure boom continues to increase salaries in New South Wales for lower and mid-level HSE roles. Managers in New South Wales have seen a significant increase in average TAR of 11.8%, remuneration at Advi-sor/Coordinator level is up 8.5% following an increase of 7.5% in 2015/2016, and Officers have seen a 3.3% gain on the back of the previous year’s 4.1% growth.

This growth in remuneration accompanies a significant rise in the number of project-based safety roles. 16.7% of respondents at Manager level included ‘project’ in their actual position title, up markedly from 3% in 2015/2016. 11% of individuals in the Advisor/Coordinator function also reported their actual position title as Project Safety Advisor or similar, a significant increase in comparison with 1.1% of respondents in 2015/2016.

Senior safety market flat during 2016The senior safety market has been flat over the last year, impacted by a lack of movement as leaders seek more security in their career, and organisations embed the ‘more with less’ philosophy by integrating a mix of functions into single portfolios. Portfolios of senior executives have expanded to incorporate Safety with other functions such as Human Resources, Change, Risk

and Innovation, with either senior safety leaders taking on these extra functions, or other internal executives inheriting HSE. In both situations, strong operational safety people have been structured under the senior role to deliver and execute the strategy.

The post–boom norm in the WestContrasting the increases seen in New South Wales, we have seen a more subdued market in Western Aus-tralia with small growth at some levels and significant declines in other areas. Significantly, HSE Officers have had a marked decrease of 17.4% in average TAR, reversing the strong growth seen at this level during the mining boom. Following two years of decreases, safety professionals at the Advisor/Coordinator level have seen a small increase of 3.3%, average TAR at Manager level has increased 6.6%, and remuneration for National Managers remain at 2015/2016 levels.

These findings reinforce the view the current market in Western Australia is reflecting a ‘new normal,’ with businesses and individuals alike adjusting their expec-tations accordingly. This is supported by the experience of our recruitment team who are seeing inconsistent job demand, individuals increasingly prepared to take significant pay cuts in order to work, and organisations expecting better value for their dollar than in previous years. There is a view in the region, supported by the latest Manpower Employment Outlook Survey results, that the market has bottomed out.

Environmental rollercoaster of recent years continuesRemuneration trends in the Environment sector con-tinue to be inconsistent, remaining an area of subdued growth. The significant declines at all levels in recent years have however, seen some recent improvements. With a strong compliance focus at both a project and operational perspective, salaries appear to be dictated more so by availability of talent in a particular market segment or geographic location, combined with a slightly softer demand for new talent.

key findings and observations 8 safesearch hse remuneration survey 2016/2017

Our 2015/2016 survey findings noted that organisations had reduced environment specific resources for single sites. This is a trend we have seen again in this year’s findings, with 90% of all Advisors responsible for more than one site compared to 69% last year.

Senior Workers Compensation roles recognised for value add to the bottom line Workers compensation roles at the General Manager level have seen strong growth year on year of 18%, with organisations recognising the positive impact senior leaders and their teams can have on the bottom line through effective and strategic premium management, claims management and proactive return to work programs. Increasingly, these commercial benefits are assisting in funding other preventative initiatives such as wellbeing programs.

Activity in NZ market increases exponentially, stretching available talent pool The New Zealand safety market is still experiencing strong growth, driven by the April 2016 introduction of the Health and Safety at Work Act (HSWA). This is seen as a step change in New Zealand’s safety journey and has delivered much stronger public awareness and media coverage on health and safety in the workplace.

The introduction of the HSWA has increased demand for health and safety practitioners tasked with providing compliance and legislation based support. This has put extra pressure on an already small talent pool of safety professionals, concurrently increasing salary expectations of practitioners.

safesearch has noticed a high number of New Zealand health and safety professionals returning home from Australia, as well as an increase in candidates from the United Kingdom and South Africa. There is a noted shortage of capability and capacity in strategic and operational thinking towards safety, and the ability to influence and drive real change to achieve desired safety

outcomes. The New Zealand safety market will continue to evolve as the focus shifts from compliance and legislation to a more strategic and operational approach.

Growth at entry level stallsRemuneration levels at HSE Officer level have stabilised following four years of growth. Commensurate with a workforce that is now better educated, roles at this level are now seen to compare more favourably against entry level roles within other functional areas.

Education remains a cornerstone of career developmentAs we have seen in recent years, experience combined with a sound educational background relevant to role requirements continues to remain a focus for employ-ers, whilst individuals also recognise the importance of maintaining currency with new thinking amongst their peers. This year there is a noted increase in the highest qualifications achieved by respondents across all roles in safety, workers compensation and environment. Further supporting this is the experience of our recruitment team, who have seen organisations expect candidate to hold specific, relevant qualifications as a minimum standard in order to be considered for roles.

eleven year analysis 9safesearch hse remuneration survey 2016/2017

eleven year analysis

whs/hse officer

whs/hse advisor/coodinator

whs/hse manager

The following charts summarise average Total Actual Remuneration findings by position from the data analysed over the past eleven years from 2006 to 2016.

eleven year analysis10 safesearch hse remuneration survey 2016/2017

national whs/hse manager environment manager

general manager whs/hse national environment manager

environment advisor head of environment and sustainability

qualitative findings 11safesearch hse remuneration survey 2016/2017

Our qualitative questions this year were expanded to provide insight into a broader range of critical issues identified by industry leaders. The complexities of work-places throughout Australia and New Zealand continue to evolve; gender diversity and advances in technology are having a greater impact not only on safety but more broadly across organisations and society. With the largest number of participants ever contributing to our qualitative survey, we can see both the continuing trends of industry specific issues and newer developments emerging across areas like digital innovation and its integration into our daily lives and workplaces.

Executive and Board expectations dividedCommentary from respondents regarding Executive and Board expectations of their role and the safety function was divided. Half of the respondents were very clear that their senior leaders were highly engaged and aware of their corporate responsibility, had strong understand-ings of the HSE function, and longer term strategies focussed on safety culture. Almost equally, however, respondents reported little understanding or ownership amongst senior leadership, and little expectation or appetite to approach workplace safety differently. For some, the future of safety in their organisation remains a polarising topic.

“The board and executive are now very focused upon delivery of safety expectation and the executive itself has mandated certain activities across the business. The CEO has also involved himself in specific incident investigations to gain a greater insight into the workings of the operations.”

“There is a much better awareness, but also high expectations lacking the understanding that step- changing safety performance is a long game. Also I sense a feeling that if we are saying the right things at senior management level then we are in good shape, without understanding that this needs to permeate through the organisation to shop floor level to be effective and for people to actually do the right things.”

“Safety differently, in my view, is something that gravi-tates around safety types and those executives who have a stakehold in the program. It would not be something that influences my executives – they would not even be

aware of it or why it is any different. Due to the heavy client focus of this industry and the full integrated facilities management model many of the themes of safety differently probably already exist.”

Gender diversity a key focus Three quarters of all respondents confirmed that gender diversity was a focus within the health, safety and environment functions of their organisations. 52% had a higher ratio of males to females within their team, 38% had more females, whilst only 10% had a balance of both genders.

Of the respondents, only 35% had a female as the head of HSE within their organisation. A significant majority reported their organisation had a policy, leadership or training program, and/or succession planning in place which specifically focuses on improving gender diversity. Some organisations have initiated more rigorous recruitment processes to remove unconscious bias, requiring 50% shortlisting of both genders. Other organisations have taken the further step of mandating gender balance within interview panels.

As one respondent noted: “pay equity and recalibration is occurring at performance review time, with leadership a commonly discussed area, as is making the organisa-tion working environment an attractive and welcoming place for women to work, including internal network groups for women in the company and specific women’s leadership programs in place in the business.”

“Our focus for gender diversity spans across all roles from Board Members to Machine Operators. We play an active role in advertising strategies for recruiting women into mining roles.”

The future of safety and technologyTechnology is being seen as more than just communica-tion and social media, information management systems or a way to share knowledge and improve training across a dispersed workforce. More organisations are turning their sights to innovations such as wearable technology to increase monitoring in high risk situations or for employees working alone. Driverless vehicles and artificial intelligence will also open up new possibilities and challenges for the safety profession.

qualitative findings

qualitative findings12 safesearch hse remuneration survey 2016/2017

“Technology could impact the current relevance of transactional level safety practitioners; as too the introduction of artificial intelligence.”

“Changes in technology [in the workplace] is resulting in a requirement for fewer individuals, and the social and cultural changes this brings.”

Many respondents also pointed to the need for organi-sations to have a positive and productive digital culture as the distinctions between professional and personal life dissolve. Whilst the digitisation of the workplace has increased flexibility, adaptability and the capacity for collaboration amongst a more mobile and agile work-force, this technology also creates its own challenges. Expectations or tendencies for employees to be always accessible and ‘on’ have grown and the distractions that mobile devices create in the workplace, in vehicles and in the home are increasingly prevalent as digital technology becomes indispensable to our everyday lives.

As one respondent explains: “organisations will have to understand we have finite capacity to receive informa-tion and implement controls to manage digital distrac-tions at work and those which creep into home life.”

Mental health and wellbeing dominatesEmployee mental health and wellbeing continues to be a dominant and recurring issue in the workplace. Whilst there is an increase awareness and communication around this issue within organisations, and general improvements in education around mental health in society more broadly, most respondents identified the need for clarity around employer responsibility and greater resources to implement effective health and wellbeing initiatives and strategies.

“Mental health is an issue many organisations are increasingly actively managing. There is a need to go beyond the obvious however and seek to embed better practices in everyday processes, such as incident investigations and training for example.”

“Our workers are becoming more and more distracted by ‘real life’ issues, and the ability to separate work tasks from home and other world events becomes more complex and stressful every day, leading not only to

mental health and other wellbeing issues but a greater propensity for error or poor performance in the work tasks they are required to carry out.”

Demand to stay relevant and effective With the majority of organisations reporting a need to ‘do more with less’, there is a continued drive to attract and retain professionals with a wide skill set who can take on more responsibilities and navigate complex workplace environments. Within the profession there are increas-ing demands to remain relevant and commercial, whilst being effective change managers. Safety practitioners need to add value to the business by being effective coaches and influencers, not only using their technical skills but exercising commercial acumen, emotional intelligence and political savvy to influence decisions, manage emerging risks and be seen as true commercial partners within their organisation.

As one respondent explained: “safety professionals will need to focus on high risks at the expense of ‘pet projects’ (their own and others), and be prepared to challenge and be challenged on what value the initiative will bring. Understanding change management requires a level of emotional intelligence which ‘command and control’ safety professionals may not recognise.”

“Safety professionals need to up-skill in these emerging areas and keep up to date with research. Mega trends indicate growth in China and India, a change in occupa-tions, increase in digitalisations and robotics. Organi-sations will need to get closer to consumers (improve their experience and wellbeing), invest in technology and continue to focus on employee quality of life both at work and home.”

Furthermore, safety professionals “will need to keep abreast of emerging risks that have not traditionally sat as part of the safety portfolio. To ensure risks are managed appropriately and to gain traction, they must know when to access subject matter experts beyond the traditional realm of safety – particularly those in mental health risk management.”


whs/hse findings

whs/hse findings 14 safesearch hse remuneration survey 2016/2017

job match to position profile

100% Partial

78.05% 21.95%

* Role similarity to position profile located in Appendix 3

most recent remuneration review

Earliest Average Latest

September 2014 June 2016 October 2016

The average Total Actual Remuneration (TAR) for a WHS/HSE Officer in 2016 was $86,409. This represents a decrease of 9.8% year on year after four years of growth. 41% of WHS/HSE Officers have single site responsibility, a decrease from the 55% reported last year and 66% in our 2014/2015 survey. This suggests at the WHS/HSE Officer level multi-site responsibility is becoming increasingly common with responsibility for 2– 5 sites increasing from 21% last year to 36% this year.

85% of WHS/HSE Officers have a formal safety qualifi-cation with Diploma level or higher safety qualifications being held by 59%, up from 40% reported in 2015/2016.

Number of respondents: 49

remuneration summary

Rem. Type Lower Quartile Median Average Upper

Quartile

TFR $74,460 $82,125 $84,951 $97,148

Actual STI $981 $2,246 $3,571 $5,745

TAR $75,153 $83,720 $86,409 $100,000

Target STI $4,365 $5,745 $6,698 $9,786

TTR $76,897 $85,000 $86,592 $99,000

highest safety qualification

whs/hse officer

whs/hse findings 15safesearch hse remuneration survey 2016/2017

years of experience

number of sites responsible for

number of direct reports

remuneration packages including vehicles

Vehicles No. %

Base Salary + Benefits 7 100.00%

Total Fixed Remuneration 0 0.00%

Total 7 14.29%

Average Value of Vehicle $10,421

* Using Vehicle Formula, including 50% discount for work requirement

remuneration packages including incentives

Incentives No. %

Percentage with a STI 24 48.98%

Basis of STI

% of Base Salary 11 45.83%

% of Fixed Rem 13 54.17%

Percentage with a LTI 0 0.00%

basis of remuneration

Basis of Remuneration No. %



Total 49

15



100% Partial

68.78% 31.22%




July 2014 April 2016 November 2016

WHS/HSE professionals at the Advisor/Coordinator level earn an average TAR of $ 129,064. This represents an increase of 4.1% from the 2015/2016 survey results and is the third year of growth.

49.2% have a Short Term Incentive (STI) included as a part of their remuneration package, a decrease from 66.7% reported in 2015/2016. The average Actual STI is $10,679 (8.6% of average TFR), an increase of $5,659 on the Actual STI reported in 2015/2016 which represented 4.2% of average TFR.

63% of survey respondents at this level have multi-site responsibility and 33% have responsibility for 6 or more sites. The majority (93%) have no direct reports.

The majority (80%) have a Diploma level safety qualifi-cation or higher. Only 4% of respondents have no formal safety qualifications.

11% of individuals in the Advisor/Coordinator function reported their actual position title as Project Safety Advisor or similar, a significant increase in comparison with 1.1% of respondents in 2015/2016.

15.3% of Advisors or Coordinators received a site allowance or uplift, with an average site allowance of $26,337. Site allowances are not reflected in TAR figures provided.




Quartile

TFR $109,596 $123,100 $123,974 $140,000

Actual STI $4,000 $9,350 $10,676 $17,381

TAR $112,786 $128,876 $129,064 $140,760

Target STI $11,924 $16,292 $16,469 $20,137

TTR $113,776 $130,000 $129,785 $143,000


whs/hse advisor/coordinator


years of experience




Vehicles No. %



Total 88 15.15%




Incentives No. %


Basis of STI








Total 581



100% Partial

63.11% 36.89%




July 2013 May 2016 December 2016

WHS/HSE Managers earned an average TAR of $175,941 in 2016, representing an increase of 6.3% year on year. This follows an increase of 4.1% reported in 2015/2016, but is still below the $182,673 average TAR reported in our 2012/13 survey during the height of the resource sector boom.

Over half (52.7%) of WHS/HSE Managers have a Short Term Incentive (STI) included as part of their remunera-tion package, substantially down from 73.48% reported in 2015/2016. Average Actual STI is $12,546 representing 7.1% of average TFR, an increase of $5,264 from the 2015/2016 average Actual STI of $7,282 (4.6% of TFR).

Almost all (95%) respondents have a minimum Diploma/Advanced Diploma level safety qualification, increasing from 82% reported in last year’s survey. 61% of respond-ents hold Undergraduate level or higher safety qualifi-cations and 16% have Masters level safety qualifications or higher.

At this level 64% of WHS/HSE Managers have direct reports and 16% manage a team of six or more. 32% of respondents reported responsibility for a single site whilst 36% have responsibility for over ten sites.

16.7% of respondents at the Manager level included ‘project’ in their actual position title, up markedly from only 3% in 2015/2016.




Quartile

TFR $149,995 $164,250 $170,045 $195,000

Actual STI $2,581 $8,500 $12,546 $17,000

TAR $150,000 $173,530 $175,941 $195,000

Target STI $14,366 $19,500 $25,486 $34,084

TTR $151,000 $170,786 $177,520 $195,000


whs/hse manager


years of experience




Vehicles No. %



Total 60 20.00%




Incentives No. %


Basis of STI








Total 300



100% Partial

76.07% 23.93%




July 2013 April 2016 October 2016

National WHS/HSE Managers earned an average TAR of $216,762 in 2016, a decrease of 2.7% from the previous year’s average TAR of $222,774. At this level 73% of National Managers have a Short Term Incentive (STI) included as part of their remuneration package, up from 48% reported in 2015/2016. The average Actual STI increased by $5,691 to $19,722, representing 9.7% of average TFR against an average Target STI of $34,828 (17.2% of TFR).

81% of National WHS/HSE Managers have one or more direct reports, and 24% manage a team of at least six. 58% of respondents reported responsibility for 21 or more sites.

The majority (83%) of respondents at this level have over ten years of safety experience. 74% of National WHS/HSE Managers have Undergraduate Degree safety qualifications or higher, and 28% hold Masters level safety qualifications, consistent with our 2015/2016 survey findings.




Quartile

TFR $171,700 $198,730 $203,021 $229,620

Actual STI $7,188 $15,975 $19,722 $29,184

TAR $182,156 $216,622 $216,762 $247,048

Target STI $18,146 $31,500 $34,828 $39,872

TTR $189,625 $222,942 $223,861 $250,000


national whs/hse manager


years of experience




Vehicles No. %



Total 28 22.95%




Incentives No. %


Basis of STI








Total 122



100% Partial

68.42% 31.58%




January 2015 April 2016 October 2016

General Managers earned an average TAR of $344,459 in 2016, seeing little change from the average TAR of $344,387 reported in 2015/2016.

Average total fixed remuneration (TFR) at the GM level has marginally increased by 1.5% year on year, while average Actual STI has increased by $4,243 to $43,159. The average Actual STI represents 13.9% of average TFR, in comparison to 12.7% reported in 2015/2016.

97% of respondents have eleven or more years of experience, up from 82% last year, with the majority (81%) having more than 15 years of experience. At this level 72% hold an Undergraduate safety qualification or higher, and 25% hold a Masters safety qualification.

Note: This category includes Divisional General Managers for divisions of significant size.




Quartile

TFR $273,388 $300,000 $309,932 $346,803

Actual STI $12,500 $45,550 $43,159 $69,062

TAR $297,500 $330,580 $344,459 $374,000

Target STI $54,000 $72,099 $91,297 $87,030

TTR $324,614 $362,925 $385,252 $409,224


general manager whs/hse


years of experience




Vehicles No. %



Total 10 25.00%




Incentives No. %


Basis of STI








Total 40


position analysis by state — whs/hse

Where the sample number was not sufficient for analysis, individual states have been excluded to prevent identification of company remuneration information and to protect the integrity of the data. A minimum of four respondents is required per state for analysis.

whs/hse officer WHS/HSE Officers in New South Wales received the highest average TAR, 6.6% above the national average. After report-ing the highest average TAR in 2015/2016 and 2014/2015, Officers in Western Australia see a significant 17.4% decrease to become the lowest paid state. Average TAR for Victorian Officers is also down, decreasing 4.2%. Following a 6.5% decrease in 2015/2016, Officers in Queensland see a 4.9% increase in average TAR.

Total Fixed Remuneration Total Actual Remuneration Total Target Remuneration

State No. Median Average Median Average Median Average

NSW 11 $84,289 $88,007 $86,795 $92,121 $86,795 $91,253

QLD 6 $78,903 $86,714 $81,635 $88,197 $82,205 $88,348

VIC 17 $75,751 $80,066 $76,616 $80,338 $78,895 $80,767

WA 6 $78,183 $77,802 $78,183 $78,849 $78,183 $79,189


WHS/HSE Advisor/Coordinators in the Northern Territory remain the highest paid again this year, despite average TAR decreasing by 3.7% which follows the 4.3% drop reported in 2015/2016. Victorian WHS/HSE professionals at this level receive the lowest average TAR for the third consecutive year despite a year on year increase of 8.9%. In New South Wales average TAR has increased again this year by 8.5% on the back of two years of increases which is in line with increased investment in infrastructure projects in the state. Western Australia has increased marginally by 3.3% after two years of decreases, remaining well below the average TAR of $159,973 reported in 2012/2013. After increases of 9.3% (2014/2015) and 11.3% (2015/2016), Queensland Advisors/Coordinators have seen a 3.2% decrease in average TAR.



ACT 4 $135,000 $126,250 $135,000 $126,250 $135,000 $126,250

NSW 123 $123,100 $123,573 $130,000 $128,564 $131,144 $128,738

NT 33 $140,000 $138,652 $140,000 $139,221 $140,000 $139,045

QLD 72 $130,000 $123,400 $130,000 $130,692 $130,000 $130,730

SA 23 $130,000 $127,765 $130,755 $133,384 $130,000 $133,408

VIC 107 $115,000 $116,557 $119,999 $120,134 $120,807 $121,296

WA 159 $119,243 $125,234 $126,677 $132,710 $132,480 $134,518


whs/hse manager

WHS/HSE Managers have seen increases in average TAR in every state except Queensland which holds steady (-0.5%) after reporting a significant increase of 20.7% in 2015/2016. South Australia and Western Australia have reversed the previous year’s decreases, increasing by 22.4% and 6.6% respectively. New South Wales has seen a significant average TAR increase of 11.8%, whilst in Victoria average TAR has increased by 8.2%. At this level, South Australia remains the lowest paid state for the second consecutive year and Managers in the Norther Territory receive the highest average TAR, 19.7% above the national average.



NSW 67 $174,000 $172,086 $180,500 $178,305 $175,971 $180,678

NT 12 $201,500 $210,025 $205,000 $210,608 $201,500 $210,025

QLD 36 $160,096 $167,548 $172,254 $175,317 $172,448 $180,765

SA 11 $160,000 $156,307 $161,250 $160,821 $161,250 $160,276

VIC 77 $160,000 $156,992 $160,000 $161,726 $160,000 $162,788

WA 56 $168,625 $175,400 $178,034 $184,880 $181,682 $186,636

national whs/hse manager The markets for National WHS/HSE Managers in New South Wales, Queensland and Western Australia report relative parity in average TAR, with HSE professionals at this level gaining a marginal increase in Queensland, and no change in the West. National Managers in New South Wales see average TAR decreasing marginally by 2.4% following the 16.7% increase reported in 2015/2016 on the back of significant investment in infrastructure projects. Victorian National Managers receive the lowest average TAR for the second consecutive year, rebounding slightly with an increase of 4.7% after a 6.7% drop in 2015/2016 – the first reported decrease at this level in six years.



NSW 35 $213,000 $213,965 $239,160 $233,114 $239,160 $235,162

QLD 9 $207,250 $219,202 $225,167 $232,278 $226,865 $263,575

VIC 49 $180,000 $188,760 $198,000 $199,002 $200,000 $206,204

WA 7 $217,867 $220,905 $236,900 $232,532 $247,200 $241,199


general manager whs/hse New South Wales remains the most highly remunerated market in the country at General Manager level, seeing a 2.8% increase in average TAR to sit 5.1% above the national average. This is the third increase in four years after reporting no significant change in 2015/2016. Average TAR for Victorian General Managers also increased by 10.6% after the previous year’s 5.2% decrease, whilst average TFR also increased by 14.8% to $306,589. After a 13% increase in 2015/2016, average TAR for General Managers in Queensland decreased by 4.5% to be the lowest remunerated state.



NSW 17 $300,000 $317,802 $346,100 $361,881 $375,000 $429,652

QLD 5 $300,000 $297,680 $308,000 $325,880 $350,000 $344,900

VIC 13 $300,000 $306,589 $337,299 $339,762 $362,850 $359,842


position analysis by industry — whs/hse

whs/hse officer WHS/HSE Officers within the Engineering and Construction sector receive the highest average TAR for the second year despite a year on year decrease of 7.6%. Transport has rebounded by 16.4% to $83,723 after the previous year’s decrease of 13.7%, while Manufacturing is down from $95,420 to $89,238, a year on year decrease of 13.2%.


Industry No. Median Average Median Average Median Average

Engineering and Construction 14 $100,000 $97,387 $101,500 $98,277 $100,000 $97,387

Manufacturing 6 $82,849 $88,095 $82,849 $89,238 $82,849 $88,820

Transport 5 $76,600 $75,800 $82,345 $83,723 $82,345 $83,723

Professional Services / Finance / Retail 5 $81,205 $83,256 $81,205 $83,633 $85,265 $87,719

Industrial Services 6 $72,821 $71,701 $72,821 $71,701 $72,821 $71,701

Other 7 $65,000 $70,064 $65,000 $70,064 $65,000 $70,587


At the Advisor/Coordinator level, those in the Government sector and Resources and Energy sector receive the highest average TAR, a 3.1% year on year increase for the Resources and Energy sector. Following the 3.2% decrease reported in 2015/2016, average TAR for Engineering and Construction has seen a marginal increase of 1.5% and the Industrial Services sector has decreased by 3.4% . The Manufacturing sector is up significantly by 20.2%, while Transport (+16.6%), Professional Services/Finance/Retail (+9.5%), and Research and Education (+8.3%) have all seen increases year on year.



Government 4 $144,358 $139,957 $144,358 $139,957 $144,358 $139,957

Resources and Energy 134 $130,000 $126,644 $139,000 $139,466 $143,000 $141,788


Manufacturing 106 $115,000 $119,038 $115,000 $123,760 $118,309 $125,036

Transport 43 $110,500 $116,839 $120,750 $127,995 $126,500 $129,515



Research and Education 7 $121,389 $123,173 $121,389 $123,173 $121,389 $123,173

Other 25 $101,269 $106,293 $101,269 $106,293 $101,269 $107,013


whs/hse manager

Manager level WHS/HSE professionals across all industry sectors have seen significant year on year increases in aver-age TAR. After reporting a 17.5% decrease in average TAR in 2015/2016, Managers in the Resources and Energy sector have seen a 13.6% increase year on year. Whilst still below the average TAR of $234,238 reported in 2014/2015, profes-sionals in the Resources and Energy sector remain the highest paid for the third consecutive year. Following two years of decreases, the Manufacturing sector and the Engineering and Construction sector have both reported increases of 16.7% and 6.4% respectively. Average TAR for Managers in the Research and Education sector has increased significantly by 27.4% year on year.



Government 6 $168,300 $151,772 $168,300 $153,272 $168,300 $151,772



Manufacturing 37 $164,250 $165,005 $164,250 $168,501 $169,314 $177,657

Transport 15 $150,000 $163,420 $162,150 $177,853 $162,150 $180,480



Research and Education 11 $160,000 $158,917 $160,000 $159,172 $160,000 $159,172

Telecommunications 5 $150,000 $150,000 $150,000 $150,000 $161,250 $161,250

Other 11 $136,875 $135,778 $136,875 $135,778 $136,875 $136,859


national whs/hse manager At National WHS/HSE Manager level, the Engineering and Construction sector overtakes the Resources and Energy sector with an average TAR of $239,752 representing a 2.1% increase year on year. After two years receiving the highest average TAR, National Managers in the Resources and Energy sector have seen a significant decrease of 14.8% year on year. Professionals at this level in the Industrial Services and Manufacturing sectors again receive the lowest average TAR, despite year on year increases of 10.8% and 3.7% respectively.





Manufacturing 21 $191,288 $192,865 $211,282 $206,989 $220,407 $214,877

Transport 8 $194,450 $196,913 $200,325 $212,366 $230,340 $227,983



Other 13 $180,000 $180,885 $210,000 $180,885 $207,000 $200,853

general manager whs/hse At General Manager level, those within the Resources and Energy sector have the highest average TAR, reporting little change (-0.5%) after the 8.1% increase reported in 2015/2016. General Managers in the Engineering and Construction sector have seen their average TAR decrease for the third consecutive year, dropping by 3.8% after falling 5.5% in 2015/2016 and 3% in 2014/2015. Following a decrease of 7.3% reported in 2015/2016, those in the Manufacturing sector have seen a slight (-0.8%) decrease year on year.





Manufacturing 6 $279,135 $299,150 $316,680 $322,509 $361,547 $410,293


workers compensation findings

32 safesearch hse remuneration survey 2016/2017 workers compensation findings


100% Partial

63.29% 36.71%




September 2014 March 2016 October 2016

Advisors and Coordinators at this level earn an average TAR of $97,882. This represents a year on year increase of 5.6% and follows the 7.7% increase reported in our 2015/2016 survey.

Only 33.6% have a Short Term Incentive (STI) included as a part of their remuneration package, a decrease from 55.2% reported in 2015/2016. The average Actual STI is $6,696 (7% of average TFR), against an average Target STI of $8,853 (9.3% of average TFR).

58% of respondents are self-insured, an increase from 45% reported in 2015/2016. The majority (71%) have responsibility for a single jurisdiction.

The majority (72%) have over five years of experience and 44% hold a relevant Undergraduate or Postgrad-uate qualification, a significant increase from the 12% reported in 2015/2016. 15% hold no formal safety or workers compensation-related qualifications at all.




Quartile

TFR $84,563 $94,826 $95,754 $104,821

Actual STI $1,547 $7,099 $6,696 $9,787

TAR $85,150 $95,000 $97,882 $105,000

Target STI $5,250 $9,114 $8,853 $11,701

TTR $84,563 $95,000 $98,733 $107,789

scheme sector

Workers Compensation No. %

Self Insured 35 58.33%

Comcare 3 5.00%

Conventional State Scheme 22 36.67%

jurisdictions

State Jurisdictions No. %

Single 30 71.43%

2 – 5 10 23.81%

6 + 2 4.76%

highest relevant qualification

claims/injury management/return to work coordinator/advisor

workers compensation findings 33safesearch hse remuneration survey 2016/2017

years of experience




Vehicles No. %



Total 31 28.97%

Average Value of Vehicle No Data

*Using Vehicle Formula, including 50% discount for work requirement


Incentives No. %


Basis of STI








Total 107



100% Partial

72.73% 27.27%




September 2014 December 2015 October 2016

Managers at this level earned an average TAR of $125,852 in 2016. This represents a decrease of 8.1% year on year and follows two consecutive years of increases of 6.5% (2014/2015) and 9.4% (2015/2016).

Only 30.8% of Workers Compensation Managers have a Short Term Incentive (STI) included as part of their remuneration package, a significant decrease from 66.67% reported in 2015/2016. Average Actual STI is $5,605 representing 4.5% of average TFR, against an average Target STI of $10,688 (8.6% of TFR).

Almost all (93%) of respondents have a minimum Diploma/Advanced Diploma level workers compensation qualification, an increase from 47% reported in last year’s survey. 20% hold Postgraduate level qualifica-tions. 63% have over 10 years of experience.

At this level 46% of Managers have direct reports and only 5% manage a team of six or more. 24% of respondents are responsible for over 50 sites and 82% are responsible for multiple jurisdictions.




Quartile

TFR $108,405 $120,694 $124,343 $131,655

Actual STI $0 $4,263 $5,605 $10,435

TAR $109,402 $120,694 $125,852 $131,655

Target STI $6,000 $10,491 $10,688 $13,397

TTR $110,705 $125,000 $127,221 $131,655

scheme sector



Comcare 3 15.79%


jurisdictions


Single 2 18.18%

2 – 5 5 45.45%

6 + 4 36.36%


claims/injury management/workers compensation manager


years of experience




Vehicles No. %



Total 6 23.08%




Incentives No. %


Basis of STI








Total 26



100% Partial

63.64% 36.36%




January 2016 June 2016 October 2016

Group or General Managers earned an average TAR of $213,138 in 2016. This represents a significant increase of 18% year on year. Average total fixed remuneration (TFR) at the GM level has increased by 25% year on year, whilst still below the $206,312 reported in 2013/2014. The average Actual STI is $16,219, representing 7.9% of TFR, against an average Target STI of $32,724 (16% of average TFR).

71% of respondents have eleven or more years of relevant experience, significantly up from 24% reported last year. At this level 88% hold a relevant Undergradu-ate qualification or higher.

All have responsibility for over twenty sites, and 78% have responsibility for over fifty sites.




Quartile

TFR $192,850 $205,706 $204,292 $230,000

Actual STI $3,554 $14,458 $16,219 $25,050

TAR $206,079 $218,500 $213,138 $232,500

Target STI $22,143 $37,825 $32,724 $40,248

TTR $210,488 $235,000 $228,091 $250,371

scheme sector



Comcare 1 11.11%


jurisdictions


Single 0 0.00%

2 – 5 1 14.29%

6 + 6 85.71%


group/general manager workers compensation


years of experience




Vehicles No. %



Total 1 9.09%




Incentives No. %


Basis of STI








Total 11


position analysis by state — workers compensation



Western Australian Coordinators/Advisors receive the highest average TAR for the fourth consecutive year, 14% above the national average. Coordinators/Advisors in New South Wales, Victoria and Western Australia have all seen year on year increases for two years in a row, whilst average TAR in Queensland and South Australia have both decreased.



NSW 28 $95,000 $93,944 $97,503 $97,125 $99,497 $98,294

QLD 7 $79,798 $74,204 $81,391 $74,771 $81,693 $75,150

SA 6 $90,565 $83,444 $90,565 $83,444 $90,565 $83,444

VIC 39 $93,500 $93,232 $93,500 $93,560 $95,000 $94,139

WA 26 $96,539 $106,919 $102,582 $111,583 $102,798 $112,840

claims/injury management/workers compensation manager

Managers in New South Wales receive the highest average TAR this year, 11.2% above the national average and a year on year increase of 7.3%. Victorian Managers see a year on year decrease of 5.4% after the 9% increase reported in 2015/2016.



NSW 4 $132,200 $139,900 $132,200 $139,900 $132,700 $141,400

VIC 12 $123,194 $123,242 $123,194 $124,981 $123,194 $125,300

WA 5 $120,000 $125,915 $120,000 $128,735 $125,000 $131,022

group/general manager workers compensation

Average TAR for Group or General Managers Workers Compensation in New South Wales has increased significantly by 29.6% year on year. This is 5.5% above the national average and sees average TAR in New South Wales for this positon bounced back to 2013/2014 levels after a significant decrease in 2014/2015.



NSW 5 $206,452 $211,190 $230,000 $224,870 $247,742 $248,828


position analysis by industry — workers compensation

claims /injury management/return to work coordinator/advisor

Advisors and Coordinators in the Resources and Energy sector earn the highest average TAR, 36.3% above the all-sector average TAR for this function. This represents a 20.1% increase in average TAR for Advisors and Coordinators in the Resources and Energy sector, exceeding remuneration levels reported in 2013/2014. The Engineering and Construction sector continues a third year of growth, reporting a 7.9% increase in average TAR year on year. Workers Compensation professionals in the Transport sector have seen a significant 24.3% increase in average TAR, whilst those in the Indus-trial Services sector have seen a 4.7% decrease following the 22.1% increase reported in 2015/2016.





Manufacturing 15 $91,374 $93,033 $91,374 $93,033 $99,996 $95,888

Transport 9 $92,100 $99,145 $99,008 $107,797 $99,008 $107,797



Other 14 $81,075 $81,769 $81,075 $81,769 $81,075 $81,769

claims/injury management/workers compensation manager The average TAR for Managers in the Industrial Services sector is 10.2% above the all-sector average of $125,852, seeing no significant change (+0.4%) after solid 8.9% year on year growth reported in 2015/2016. Workers Compensation professionals at this level in the Manufacturing sector have seen a 9.9% increase in average TAR reported in 2014/2015, the last year for which directly comparable data is available.



Manufacturing 7 $136,875 $133,161 $136,875 $135,018 $136,875 $135,190



environment findings

42 safesearch hse remuneration survey 2016/2017 environment findings


100% Partial

66.13% 33.87%




January 2013 September 2015 October 2016

Environment Advisors earned an average of TAR of $130,860 in 2016, which represents a 13% increase year on year, and follows the 16.5% increase reported in last year’s survey. The average target Short Term Incentive (STI) at the Advisor level within the environmental sector has increased for the third year in a row, from $4,895 reported in 2014/2015 to $13,780.

All but 7% of respondents at this level hold at least an Undergraduate Degree level environmental qualification. The majority of Environmental Advisors have 6–10 years of experience, and 28% have over ten years’ experience.

The majority (91%) of Environmental Advisors are responsible for multiple sites, with 65% responsible for 2-5 sites. This is consistent with last year’s findings reflecting the consolidation of the Environmental Advisor role and a move away from enviro-specific resources for single sites.




Quartile

TFR $110,000 $116,509 $123,001 $134,512

Actual STI $8,000 $11,934 $9,944 $12,500

TAR $118,000 $126,624 $130,860 $142,927

Target STI $11,118 $12,500 $13,780 $16,770

TTR $120,250 $128,067 $134,114 $149,298

highest environment qualification

environment advisor

environment findings 43safesearch hse remuneration survey 2016/2017

years of experience




Vehicles No. %



Total 1 1.61%




Incentives No. %


Basis of STI








Total 62



100% Partial

62.79% 37.21%




March 2015 October 2015 October 2016

Environment Managers earned an average TAR of $161,155 in 2016, a 6.1% decrease from $175,941 reported in 2015/2016. The percentage of individuals with Short Term Incentives (STIs) included in their remu-neration package has decreased from 96.49% in 2015 to 71.43%, although average actual STIs have remained at a consistent level at $11,847. This represents 7.7% of average TFR against an average Target STI of $16,601 (10.9% of average TFR).

Over half (58%) of respondents at this level have no direct reports and 34% manage a small team of up to five. 54% of Managers have multi-site responsibility with 21% responsible for over twenty sites.

The majority (84%) of Environment Managers surveyed are, at a minimum, Undergraduate Degree qualified with 12% holding a Masters or PhD qualification.




Quartile

TFR $134,685 $151,920 $152,693 $163,312

Actual STI $6,135 $14,932 $11,847 $16,646

TAR $139,000 $157,324 $161,155 $175,173

Target STI $14,268 $15,755 $16,601 $17,938

TTR $138,000 $158,640 $164,551 $178,899


environment manager


years of experience




Vehicles No. %



Total 5 10.20%




Incentives No. %


Basis of STI








Total 49



100% Partial

73.68% 26.32%




March 2015 March 2016 December 2016

National Environment Managers earned an average TAR of $192,501 in 2016. This represents a significant decrease of 14.8% from the average TAR of $225,937 and the 22.1% year on year increase reported in 2015/2016, growth attributed partly to higher STIs being paid out in 2015. At this level 63.2% of National Managers have a Short Term Incentive (STI) included as part of their remuneration package, down from 71.4% reported in 2015/2016. The average Actual STI is $18,262, repre-senting 10.1% of average TFR against an average Target STI of $31,075 (17.2% of TFR).

The majority (82%) of respondents at this level have over 10 years of environment experience. 93% are at a minimum Undergraduate Degree qualified and 20% of National Managers hold a Masters qualification.

47% of National Environment Managers have one or more direct reports. All respondents at this level have multi-site responsibility with 47% responsible for over 20 sites.




Quartile

TFR $147,760 $170,000 $180,967 $213,650

Actual STI $4,188 $21,350 $18,262 $29,231

TAR $151,455 $173,250 $192,501 $243,220

Target STI $25,500 $32,149 $31,075 $35,022

TTR $154,293 $180,400 $195,687 $245,698


national environment manager


years of experience




Vehicles No. %



Total 7 36.84%




Incentives No. %


Basis of STI








Total 19



100% Partial

61.11% 38.89%




April 2015 March 2016 October 2016

Heads of Environment and Sustainability earned an average TAR of $261,522 in 2016, a decrease of 10.5% from the average TAR of $292,267 and 9% year on year growth reported in 2015/2016. At this level 72.2% have a Short Term Incentive (STI) included as part of their remuneration package, down from 100% reported in 2015/2016. Average Actual STI has increased by $3,596 to $34,500. The average Actual STI represents 14.3% of average TFR, in comparison to 11.8% reported in 2015/2016.

87% of respondents have eleven or more years of environment experience, 60% have over 15 years of experience. At this level almost all (93%) hold an Under-graduate environment qualification or higher, and 40% hold a Masters or PhD qualification.

33% of respondents in this category have no direct reports. Consistent with findings from the previous two years, 60% of respondents reported responsibility for more than 50 sites.




Quartile

TFR $190,848 $231,000 $240,438 $291,254

Actual STI $10,890 $29,000 $34,500 $40,092

TAR $205,388 $260,091 $261,522 $303,204

Target STI $42,725 $55,400 $63,889 $75,853

TTR $206,775 $283,000 $290,130 $351,070


head of environment and sustainability


years of experience




Vehicles No. %



Total 3 16.67%




Incentives No. %


Basis of STI








Total 18


position analysis by state— environment


environment advisor

Environment Advisors in Western Australia remain the highest paid for the second year, seeing a significant 18.2% year on year increase of average TAR following an increase of 18.6% reported in 2015/2016. Average TAR for Environment Advisors in Victoria has decreased for the third consecutive year, dropping by 4.4% year on year. After two years of marginal increases, NSW average TAR has increased significantly by 22.1%.



NSW 11 $125,000 $129,334 $137,500 $136,415 $137,500 $146,524

VIC 11 $85,999 $95,125 $85,999 $97,716 $85,999 $99,848

WA 35 $116,729 $130,829 $128,449 $141,083 $128,402 $142,957

environment manager At the Environment Manager level, those in New South Wales have seen a decrease in average TAR of 2.8% year on year following the 2.6% drop reported in 2015/2016. In Victoria average TAR has decreased significantly by 12.5% to $136,128. Western Australian Environmental Managers have seen a marginal decrease of 2.3% in average TAR, remaining the highest paid at this level for the second consecutive year, although still remaining well below the peak of $191,236 reported in 2013/2014.



NSW 12 $146,454 $154,704 $150,454 $159,962 $150,500 $164,331

VIC 7 $120,194 $128,485 $139,000 $136,128 $138,000 $137,878

WA 25 $156,857 $160,649 $173,409 $171,938 $172,543 $174,823


national environment managers

Average TAR for National Environment Managers in Western Australia has decreased by 10% year on year, however, National Environment Managers in this state remain the highest paid for the second year in a row with an average TAR 20.7% above the national average. Victorian National Environment Managers have seen a 17.1% decrease from the average TAR of $197,657 reported in 2012/2013.



NSW 5 $170,000 $184,260 $173,250 $190,450 $170,000 $194,660

VIC 8 $158,000 $159,684 $158,000 $163,841 $160,793 $166,701

WA 6 $218,575 $206,601 $249,874 $232,423 $251,361 $235,191


In New South Wales, average TAR for Heads of Environment and Sustainability is 9.1% above the national average and has remained flat (+0.8%) year on year. In Victoria, those in the same function have seen a 7.1% decrease in average TAR.



NSW 8 $262,000 $260,816 $282,500 $285,332 $320,900 $323,587

VIC 7 $211,050 $223,516 $211,050 $249,712 $211,050 $260,126


position analysis by industry— environment

environment advisor At the Advisor level, environmental professionals in the Resources and Energy sector receive the highest average TAR for the second consecutive year at $141,045, rising 9.3% on the back of the previous year’s 6.6% increase. Rebounding from the 13.2% decrease reported in 2015/2016, average TAR for Environmental Advisors in the Manufacturing sector has increased significantly by 18%.




Manufacturing 15 $125,000 $122,767 $136,829 $126,100 $137,500 $134,677


environment manager

Average TAR for Environment Managers in the Resources and Energy sector has remained relatively flat (+0.5%) after falling for two consecutive years, remaining 8.7% below the average TAR of $197,801 reported in 2013/2014. Managers in the Industrial Services sector receive the lowest average TAR again this year, 15.7% below the reported average TAR for this level.




Manufacturing 14 $135,780 $147,840 $139,000 $153,043 $138,000 $156,508




At this level, National Environment Managers in the Resources and Energy sector receive the highest average TAR, 12.2% above the all-industries average and a 19% decrease on the average TAR of $266,754 reported in 2015/2016. National Environment Managers in the Engineering and Construction sector have seen an increase of 4.4% on 2014/2015 levels. The Manufacturing sector receives the lowest average TAR, 19.2% below the average for this function.





Manufacturing 5 $152,000 $153,270 $152,000 $155,582 $156,585 $159,397


Heads of Environment and Sustainability in the Manufacturing sector earned an average TAR of $255,630. This repre-sents an increase of 1.1% from 2015/2016 and is 2.3% below the all-sector average for 2016/2017.



Manufacturing 6 $215,525 $225,959 $238,678 $255,630 $244,966 $268,820


new zealand whs/hse findings

56 safesearch hse remuneration survey 2016/2017 new zealand whs/hse findings


100% Partial

71.43% 28.5%




June 2016 June 2016 September 2016

The average TAR for WHS/HSE Officers in New Zealand is $79,774. 75% at Officer level have a Short Term Incentive (STI) included as a part of their remuneration package.

86% of WHS/HSE Officers have single site responsibility.

76% of WHS/HSE Officers have a formal safety qualifi-cation with Diploma level or higher safety qualifications being held by 51%. The majority (75%) have between 3–5 years of experience.




Quartile

TFR $74,591 $75,000 $76,421 $75,000

Actual STI $5,000 $5,000 $4,471 $5,000

TAR $78,798 $80,000 $79,774 $80,000

Target STI $11,250 $11,250 $9,986 $11,250

TTR $83,946 $86,250 $83,910 $86,250

* All figures for New Zealand roles are in NZD


whs/hse officer —new zealand

new zealand whs/hse findings 57safesearch hse remuneration survey 2016/2017

years of experience




Vehicles No. %



Total 0 0.00%




Incentives No. %


Basis of STI






Base Only 2 25.00%



Total 8



100% Partial

70.45% 29.55%




July 2015 August 2016 November 2016

WHS/HSE professionals at the Advisor/Coordinator level in New Zealand earn an average TAR of $95,726. This represents a marginal year on year increase of 0.5% and follows the 1.7% year on year growth reported in our 2015/2016 survey.

The majority (80%) have a Short Term Incentive (STI) included as a part of their remuneration package, a substantial increase from 40% reported in 2015/2016. The average Actual STI is $5,396 representing 5.9% of average TFR against the average Target STI of $10,413 (11.4% of average TFR).

34% of survey respondents at this level have multi-site responsibility and 19% have responsibility for 6 or more sites. 97% of Advisors/Coordinators have no direct reports.

63% have a Diploma level safety qualification or higher and 18% of respondents have no formal safety qualifica-tions.




Quartile

TFR $78,000 $80,407 $91,529 $100,212

Actual STI $975 $975 $5,396 $9,096

TAR $78,975 $83,000 $95,726 $112,325

Target STI $7,800 $7,800 $10,413 $12,185

TTR $85,800 $85,800 $99,860 $112,325



whs/hse advisor/coordinator—new zealand


years of experience




Vehicles No. %



Total 2 4.44%




Incentives No. %


Basis of STI






Base Only 5 11.11%



Total 45



100% Partial

62.96% 37.04%




June 2015 June 2016 October 2016

WHS/HSE Managers in New Zealand earned an average TAR of $147,682 in 2016, representing an increase of 12.4% year on year. This follows a decrease of 6.5% reported in 2015/2016.

59.3% of WHS/HSE Managers have a Short Term Incen-tive (STI) included as part of their remuneration package. Average Actual STI is $21,498 representing 15.9% of average TFR, an increase of $17,431 from the 2015/2016 average Actual STI of $4,067 (3.1% of average TFR).

85% of respondents have a minimum Diploma/Advanced Diploma level safety qualifications and 25% hold a Postgraduate Diploma safety qualification. At this level 75% of WHS/HSE Managers have direct reports, managing a small team of up to 5. All but 10% of respondents have multi-site responsibility with 40% responsible for 21 sites or more.




Quartile

TFR $115,000 $135,000 $134,942 $151,604

Actual STI $18,000 $19,171 $21,498 $30,000

TAR $131,500 $145,000 $147,682 $168,000

Target STI $17,250 $27,600 $24,338 $27,600

TTR $131,125 $155,250 $150,266 $165,600



whs/hse manager—new zealand


years of experience




Vehicles No. %



Total 4 14.81%




Incentives No. %


Basis of STI






Base Only 4 14.81%



Total 27



100% Partial

64.00% 36.00%




July 2013 May 2016 October 2016

National WHS/HSE Managers in New Zealand have an average TAR of $185,655, a 5.2% increase on the pre-vious year’s average TAR of $176,467. At this level 68% of National Managers have a Short Term Incentive (STI) included as part of their remuneration package. Average Actual STI is $27,954 representing 16.9% of average TFR, an increase of $15,873 from the 2015/2016 average Actual STI of $12,081 (7.3% of average TFR).

68% of National WHS/HSE Managers have one or more direct reports, and 35% of respondents reported respon-sibility for 21 or more sites.

All respondents at this level have over ten years of safety experience, and half have over 15 years of experience. 58% of National WHS/HSE Managers have Diploma safety qualifications or higher.




Quartile

TFR $146,009 $169,500 $165,528 $184,000

Actual STI $22,500 $25,000 $27,954 $33,323

TAR $169,281 $175,000 $185,655 $203,193

Target STI $22,500 $29,000 $31,958 $39,720

TTR $170,000 $178,131 $187,260 $209,400



national whs/hse manager—new zealand


years of experience




Vehicles No. %



Total 11 44.00%




Incentives No. %


Basis of STI






Base Only 7 28.00%



Total 25



100% Partial

69.23% 30.77%




August 2015 May 2016 October 2016

General Managers in New Zealand earned an average TAR of $300,531 in 2016. At this level 76.92% of General Managers have a Short Term Incentive (STI) included as part of their remuneration package. Average Actual STI is $45,612 representing 16.9% of average TFR.

42% of respondents reported responsibility for over 50 sites.

91% of respondents have eleven or more years of experience, with over half (55%) having more than 15 years of experience. At this level 78% hold an Under-graduate safety qualification or higher, and 56% hold a Postgraduate safety qualification.




Quartile

TFR $199,000 $269,383 $268,954 $290,779

Actual STI $13,642 $40,000 $45,612 $78,104

TAR $207,000 $275,000 $300,531 $381,124

Target STI $34,735 $77,290 $78,353 $95,670

TTR $207,000 $315,810 $329,225 $378,013



general manager whs/hse—new zealand


years of experience




Vehicles No. %



Total 2 15.38%




Incentives No. %


Basis of STI






Base Only 2 15.38%



Total 13


position analysis by industry— whs/hse new zealand

whs/hse officer

At Officer level, New Zealand health and safety professionals in the Transport sector receive an average Total Actual Remuneration of $80,000, marginally above the all-sector average.



Transport 5 $75,000 $75,000 $80,000 $80,000 $86,250 $86,250


Of WHS/HSE Advisor/Coordinators in New Zealand, those in the Resources and Energy sector receive the highest average TAR of $113,368, 18.4% above the position average of $95,726. Those in this function within the Manufacturing sector receive an average TAR of $89,746, 6.3% below this all-sector average.




Manufacturing 26 $78,000 $87,080 $78,975 $89,746 $85,800 $95,177

whs/hse manager

Manager level WHS/HSE professionals in the Resources and Energy sector in New Zealand are the highest paid, receiv-ing an average TAR 20% above the all-sector average. WHS/HSE Managers in the Industrial Services and Manufacturing sectors receive an average TAR of 7% and 9.9% below the all-sector average TAR of $147,682.




Manufacturing 4 $115,000 $116,250 $133,000 $131,000 $132,250 $131,719



At National WHS/HSE Manager level in New Zealand, professionals in the Resources and Energy sector receive an average TAR of $207, 863, 11.4% above the all-sector average TAR of $185,655.




methodology68 safesearch hse remuneration survey 2016/2017

appendix 1—methodology

231 companies submitted data for this survey, including many of Australia’s largest employers of WHS/HSE and Environmental professionals. There are a total of 1,502 individuals covered in this year’s survey.

All Health, Safety and Environment positions had sufficient position matches to obtain meaningful market compar-isons (i.e. medians and/or quartiles). The survey has provided valid results with sample sizes ranging from 8 to 581 with a mean sample size of approximately 88 per role. Where the sample size is insufficient in the geographical and industry breakdowns we have omitted analysis to ensure confidentiality. The data in this report should be read in the context of other market remuneration data available for a comprehensive summary of market remuneration trends.

The survey was conducted and data collected from November to December 2016.

The survey utilised a job matching approach, where standard role descriptions covering Health and Safety, Workers Compensation and Environment positions were provided to participating organisations to match their equivalent roles. Each role description contained a purpose, key accountabilities, person specification and key role dimensions.

definitions and assumptions 69safesearch hse remuneration survey 2016/2017

appendix 2—definitions and assumptions

There are three types of remuneration analysed in this survey:

Remuneration Type Definition

Total Fixed Remuneration (TFR) The non-variable component of a role’s remuneration. Includes base salary, superannuation, vehicles and other benefits, including any FBT payable.

Total Actual Remuneration (TAR) The actual remuneration received in the previous 12 months. Included TFR plus any Short Term Incentive (STI) payments actually received in the past year.

Total Target Remuneration (TTR) The total remuneration received if the incumbent meets their KPIs at target performance levels. This is the sum of the TFR and the STI assuming targets are met at 100% levels.

The data is reported using the following statistical definitions:

Statistic Definition

Lower Quartile 25% of the sample is below the lower quartile and 75% above Lower quartiles have not been reported for sample sizes less than 4*

Median 50% of the sample is below the median and 50% above Medians have not been reported for sample sizes of less than 4*

Average This is the mean of the entire sampleAverages have not been reported for sample sizes of less than 4*

Upper Quartile 75% of the sample is below the upper quartile and 25% aboveUpper quartiles have not been reported for sample sizes less than 4*

* This is to ensure no individual is identifiable in the results and only valid statistics are reported.

Participants were asked if their remuneration policy was based on Base Salary + Benefits or a Total Fixed Remuneration (TFR) where benefits are salary sacrificed. Where a Base + Benefits approach applied, the Base Salary and Benefits were totalled to find the equivalent TFR, which is used in the survey to compare remuneration.

Participants were asked to provide two Short Term Incentive (STI) figures: (i) the Actual amount paid at the last review date and (ii) the Target STI, if performance is at 100% of expectation at the next review. These results were used to calculate the Total Actual Remuneration (TAR) and the Total Target Remuneration (TTR).

survey results for positions submitted

Of the roles surveyed, all positions had sufficient data to have a statistically valid analysis. Data presented contains an overview on each of the positions. The following information should be noted when interpreting the tables:• Total Actual Remuneration – This is likely understated as a small percentage of companies did not provide the

Actual STI paid in the past year: in some cases no incentive payment was made as targets were not reached however due to a high level of movement in many cases it was related to new hires not yet being eligible for STIs.

• Qualifications and Years of Experience – In some cases the number of respondents in these categories will be less than the total number of respondents that submitted data for the remuneration category. This relates to the data not being easily obtained or the companies not providing this detail.

• For clarity and where appropriate, figures have been rounded to the nearest number where survey results have been expressed as a percentage.

position profiles70 safesearch hse remuneration survey 2016/2017

Key Purpose î To support a safe work environment by effectively using a range of WHS tools and processes to implement WHS programs and drive compliance

Typical Key Dimensions î No. employees on site(s) responsible for: 50–300 î No. sites: 1 î No. staff reporting: NA î No. dotted line Reports: NA

NB: The above ranges of dimensions are based on large organisations

Reports to î WHS/HSE Manager in larger organisations î In SME may report to manager/CEO with advice provided by contracted consultant

Alternative Titles Safety Officer

Key Accountabilities Planning î Assist with implementing the SME/division’s WHS plans and strategies

Operational activities î Encourage the prompt reporting of hazards and incidents î Support management and staff awareness of WHS responsibilities and accountabilities î Contribute to WHS consultation processes î Support and encourage workplace parties in fostering a positive WHS culture î Undertake hazard identification, inspections, Job Safety Analyses î Contribute to recommendation for prevention of workplace fatality, injury disease an ill health î Support and contribute to implementation of activities prevent workplace fatality, injury disease an ill

health î Support and participate in incident and emergency response processes î Monitor compliance with workplace policies and procedures including by contractors î Assist in addressing actions identified in SMS and other audits

Engagement î Engage with and support HSRs, WHS committees and supervisors î Liaise with relevant authorities regarding WHS Issues

Training î Conduct safety inductions î Conduct local topic specific training including tool box talks

Administration/Reporting î Maintain WHS records including hazard and risk registers and other manifests î Manage WHS information system î Compile work injury/illness statistics

Staff management î Nil

Qualifications î WHS Diploma (VET) î Certificate IV in OHS î Certified WHS Practitioner

Typical Experience 1–3 years

whs/hse officer

appendix 3—position profiles

position profiles 71safesearch hse remuneration survey 2016/2017

Key Purpose î To contribute to maintenance of a safe work environment by effectively using a range of WHS tools and processes to implement WHS programs and drive compliance

Typical Key Dimensions î No. employees on site(s) responsible for: 50–300 î No. of sites: 1–2 î No. staff reporting: NA î No. dotted line reports: NA


Reports to î WHS/HSE Manager in larger organisations î In SME may report to manager/CEO with advice provided by contracted consultant

Alternative Titles OHS Advisor

Key Accountabilities Planning î Assist with implementing the SME/division’s WHS plans and strategies

Operational activities î Encourage the prompt reporting of hazards and incidents î Support management and staff awareness of WHS responsibilities and accountabilities î Contribute to and support WHS consultation and participation processes î Support and encourage workplace parties in fostering a positive WHS culture î Coordinate and undertake hazard identification, inspections, Job Hazard Analyses î Undertake risk assessment of non-complex tasks î Develop and document procedures and safe work method statements î Coordinate and contribute to implementation of activities prevent workplace fatality, injury disease

an ill health î Monitor compliance with workplace policies and procedures including conducting workplace audits

of contractors î Coordinate and participate in incident and emergency response î Conduct/participate in investigations into workplace incidents î Assist in the evaluation of auditing and incident investigation procedures î Assist in implementing actions resulting from SMS and other audits

Engagement î Engage with and support HSRs, WHS committees, supervisors and managers î Liaise with relevant authorities regarding WHS

Training î Design and conduct safety inductions î Develop and conduct local topic specific training î Support/mentor HSRs and supervisors

Administration/Reporting î Maintain WHS records including hazard and risk registers and other manifests î Manage WHS information system î Compile, analyse and report work injury/illness statistics

Staff management î NA

Qualifications WHS Diploma/Advanced Diploma (VET)Tertiary WHS qualificationsCertified WHS Practitioner/Certified WHS Professional




Key Purpose î To support development and maintenance of a safe work environment by applying WHS skills and knowledge of the WHS evidence base to develop, implement and evaluate WHS strategy and programs

î Solve WHS problems based on conceptual and technical knowledge, analysis of evidence and critical thought mediated by experience

Typical Key Dimensions î No. employees on site(s) responsible for: 300–2000 î No. of sites: 2–5 î No staff reporting: 1–5 î No dotted line reports: 1–10


Reports to î National WHS Manager î Smaller organisations: î MD/CEO î Operations Manager î HR Manager

Alternative Titles Health and Safety Manager OHS Manager

Key Accountabilities Planning î Establish WHS management plan for the division which supports the organisation-wide WHS plan

Operational activities î Provide WHS specialist advice, technical and management support to the commercial business

units(s)/division î Undertake risk assessment of more complex tasks î Develop and implement strategies to prevent and minimise workplace fatality, injury, disease and ill

health î Develop and/or implement the SMS processes î Support managers in activities foster a positive WHS culture î Coordinate and manage the audit program for divisional operations and ensure that identified issues

are integrated into the business and site WHS plans î Evaluate auditing and incident investigation procedures î Establish and implement procedures for safety/risk management and emergencies î Ensure the business’ division’s WHS activities and operations are conducted in compliance with

applicable laws, regulations and company code î Conduct investigations into workplace incidents î Support organisational change within area of control to achieve WHS objectives and strategy

Engagement î Engage with site management teams to ensure that WHS roles, responsibilities and expectations are

understood by all î Engage with and support site based WHS practitioners î Consult and communicate with all levels of stakeholders î Liaise with relevant authorities regarding WHS issues

Training î Conduct WHS training needs analysis î Develop/commission WHS training to address identified needs î Implement, monitor and evaluate effectiveness of WHS training î Support and coach operational managers and site-based WHS staff î Ensure divisional induction covers staff’s WHS/HSE accountabilities and new managers are coached

on their WHS/HSE responsibilitiesAdministration/Reporting

î Ensure maintenance of appropriate WHS records î Ensure appropriate compilation, analysis and reporting of work injury/ illness statistics

Staff management î Manage and provide regular feedback to ensure appropriate action and development of all direct

reports î Build strong relationships with ‘dotted line’ reports and their managers to ensure their WHS advice,

competence and knowledge is up to date

Qualifications î Tertiary WHS qualifications î Certified WHS Professional


Note: Where the term ‘division’ is used, this could represent the whole organization for smaller to medium size companies (i.e. under 1,000 employees)

whs/hse manager


Key Purpose To initiate, develop and maintain a safe work environment by applying specialist skills and knowledge of the WHS evidence base to develop, implement and evaluate WHS strategy and programs across a national scope or division

Typical Key Dimensions î No. employees on site(s) responsible for: 2,000–5,000 î No. of sites: 6–10 î No. staff reporting: 6–10 î No. of dotted line reports: 20–30


Reports to î General Manager WHS î Smaller organisations: î MD/CEO î Operations Manager î HR Manager

Alternative Titles National Health and Safety Manager

Key Accountabilities Planning î Establish the organisational WHS management plan î Develop and implement plans for WHS initiatives across the organisation/division

Operational activities î Provide WHS specialist advice and technical support to the commercial business unit î Ensure integrity of WHS risk assessment and risk management processes î Develop strategies to prevent and minimise workplace fatality, injury, disease and ill health î Develop SMS processes î Advise and support managers on appropriate strategies and activities to foster a positive WHS

culture î Lead and support organisational change to achieve positive safety culture, WHS objectives and

implementation strategy î Oversight, lead and manage the WHS performance evaluation processes including audit programs

and ensure identified issues are integrated into the business WHS plans î Evaluate auditing and incident investigation procedures î Ensure the business’ division’s WHS activities and operations are conducted in compliance with

applicable laws, regulations and company code of conduct î Establish procedures for WHS/risk management and emergencies î Lead investigation into incidents with a potential for fatality or major injury fatalities and capture

‘lessons learnt’ into overall corporate programmes î Establish priorities for action within an organisation wide risk profile taking account of criticality of

riskEngagement

î Engage with site and divisional management teams to ensure that WHS roles, responsibilities and expectations are understood by all

î Engage with and support site based WHS practitioners and professionals and peer professionals î Consult and communicate with all levels of stakeholders î Liaise with relevant authorities regarding WHS issues

Training î Identify organisational WHS training and staffing needs î Support and coach site based WHS personnel and operational managers î Coach new managers and supervisors joining the organisation to ensure they are aware of their

WHS/HSE responsibilities î Integrate ’lessons learnt’ into training programs

Administration/Reporting î Interpret trends and provide appropriate written and oral reports to senior managers




Qualifications î Tertiary WHS qualifications preferably Masters î Certified WHS Professional/Chartered WHS Professional



national whs/hse manager


Key Purpose î To initiate, develop and maintain a safe work environment by applying high level strategic and/or specialist skills to work with Boards, executives, senior managers and others to lead, plan and drive WHS strategies and programs across the organisation

Typical Key Dimensions î No. employees on site(s) responsible for: 2,000–5,000 î No. of sites: 11–50 î No. staff reporting: 11–50 î No. of dotted line reports: 20–50


Reports to î CEO î GM Human Resources î GM Risk î Multi-national organisations: î Global Head of Health Safety and Environment

Alternative Titles î Head of Health and Safety î Group Health and Safety Manager î Director of Health, Safety and Environment

Key Accountabilities Planning î Develop and implement the WHS strategy and high level annual plans for the entire business î Develop and implement succession plans for the members of the WHS senior management

Operational activities î Provide leadership, vision, WHS specialist and managerial support across the organisation to

manage WHS to minimise fatalities, injuries, disease and ill- health î Oversee the design and implementation of robust and fit-for-purpose WHS management systems î Advise senior and operational managers on appropriate strategies and activities to foster a positive

WHS culture î Lead organisational change to drive a positive safety culture and achieve WHS objectives and

strategy î Ensure the business’ WHS activities and operations are conducted in compliance with applicable

laws, regulations and company code of conduct î Lead investigation into workplace fatalities and capture “lessons learnt” for executive and Board î Establish priorities for action within an organisation wide risk profile taking account of criticality of

riskEngagement

î Engage with Board, executives, senior management team and operational managers in a complex commercial environment

î Develop and gain commitment at all levels to the WHS strategic direction for the business î Ensure that the expectations are understood by the executive and l management teams î Build key external stakeholder relationships including authorities and regulatory bodies for nation-

wide or cross-border WHS issues î Advise and mentor National WHS Manager and the senior safety team î Serve as the primary external spokesperson on WHS including communicating with shareholders,

financial and investment communities and other key stakeholders on WHS mattersTraining

î Identify organisational WHS training and staffing needs for the next five years and ensure processes are developed to meet these needs

î Coach the senior management team to ensure deep understanding of their WHS responsibilities and the business benefits of robust WHS strategies

Administration/Reporting î Interpret trends and provide appropriate written and oral reports to senior managers and Board




Qualifications î Tertiary WHS qualifications, preferably Masters î Chartered WHS Professional

Typical Experience 10 years +

general manager whs/hse


Key Purpose î To support effective claims and injury management by using a range of tools and processes to adminis-ter injury management and workers compensation programs

Typical Key Dimensions î No. employees on site(s) responsible for: 50–300 î No.of sites: 1–2 î No. staff reporting: NA î No. dotted line reports: NA


Reports to î Workers Compensation/Return to Work Manager î Human Resources Manager î WHS/HSE Manager î In SME may report directly to Finance Manager with support from outsourced providers

Alternative Titles î Workers Compensation Coordinator / Advisor î Injury & Claims Management Advisor / Coordinator / Officer

Key Accountabilities Planning î Assist with implementing the SME / division’s Workers Compensation / Claims / Return to Work plans

Operational activities î Support management and staff awareness of Workers Compensation responsibilities and accountabil-

ities î Assist in the coordination and implementation of workplace injury management policies, procedures

and programs î Facilitate the return to work of injured staff î Process workers compensation and injury management documentation and reporting î Review claims and escalate where necessary î Encourage the prompt reporting of incidents and a positive Workers Compensation/Safety culture î Monitor compliance with workplace policies and procedures. î Provide support to the commercial business unit to minimise the cost of claims and deliver successful

return to work outcomes î Implement fit-for-purpose Workers Compensation management processes î Ensure the business’ Workers Compensation activities and operations are conducted in compliance

with applicable laws, regulations and company code of conduct î Monitor effectiveness of service providers (e.g. rehabilitation) î Ensure the business passes relevant audits and maintains certifications

Engagement î Engage with and support supervisors and managers î Liaise with relevant authorities regarding Workers Compensation î Liaise with injured party and 3rd party suppliers (e.g. Medical, Insurance/Rehab) to expedite the Claims

and Return to Work process î Liaising with actuaries to reduce premiums

Training î Develop and conduct local topic specific training. î Support/mentor supervisors

Administration/Reporting î Maintain Workers Compensation records î Manage Workers Compensation information system î Compile, analyse and report work injury/illness statistics internally î Provide appropriate reports and data to external stakeholders (e.g. WorkCover)


Qualifications î Qualification or related experience in the Injury Management field including WorkCover/WorkSafe accreditation as a Return to Work Coordinator

î Ideally tertiary qualifications in a related field (e.g. Health, WHS, Human Resources)

Typical Experience 1–5 years experience



Key Purpose î To develop and drive the implementation of workers compensation programs in order to reduce claim costs and accelerate effective return to work outcomes for injured workers

î Lead the workers compensation team, provide technical subject matter expertise and problem solving

Typical Key Dimensions î No. employees on site(s) responsible for: 300–2,000 î No. of sites: 2–5 î No. staff reporting: 1–5 î No. dotted line reports: 1–10


Reports to î National WHS /HSE Manager (in a large organisation) î GM Finance GM HR or MD (in a small to medium organisation) î Group Head of Workers Compensation î Finance Director

Alternative Titles î Workers Compensation Manager î Injury & Claims Manager/Case Manager î Return to Work Manager î State Injury and Claims Manager

Key Accountabilities Planning î Develop and implement the Workers Compensation management plan for the business/division and

ensure it supports the organisation-wide plan î Develop and implement resourcing plan for Workers Compensation function

Operational activities î Provide leadership, Workers Compensation specialist and managerial support to the commercial

business unit to minimise the cost of claims and deliver successful return to work outcomes î Design and implementation of robust, fit-for-purpose Workers Compensation management systems î Advise operational managers on appropriate strategies and activities to foster a positive Workers

Compensation culture î Work with the WHS team to establish and implement effective procedures for safety/risk management

and return to work activities where required support divisional change to achieve Workers Compensa-tion objectives and strategy

î Ensure the division’s Workers Compensation activities and operations are conducted in compliance with applicable laws, regulations and company code of conduct

î Manage any required licence (e.g. self insurance) for the business/division. î Develop and/or implement strategies to reduce workplace injuries and facilitate early return to work

Engagement î Engage with site management teams and operational managers to ensure that Workers Compensation

roles, responsibilities and expectations are understood by all î Engage with and support site based Workers Compensation/Return to Work practitioners î Liaise with relevant authorities and regulatory bodies regarding Workers Compensation issues î Advise and mentor the Workers Compensation team î Liaise with the WHS Leadership to identify and manage high-risk activities that could lead to injuries î Liaise with insurance, rehab providers and actuaries î Liaising with actuaries to reduce premiums

Training î Conduct divisional Workers Compensation training needs analysis î Ensure training is implemented to meet training needs and monitored for effectiveness î Ensure divisional inductions cover Workers Compensation accountabilities and new managers are

coached on their responsibilities î Coach the divisional management team to ensure deep understanding of their Workers Compensation

responsibilities and the business benefits of robust strategies î Keep up to date with developments in Workers Compensation field, including legislation, regulations,

accreditation, guidelines and best practiceAdministration/Reporting

î Ensure Workers Compensation records are maintained î Ensure appropriate written and oral reports are provided to senior managers where appropriate î Ensure appropriate reports and data are provided to external stakeholders where appropriate

Staff management î Manage and provide regular feedback to ensure appropriate action and development of all direct reports î Build strong relationships with ‘dotted line’ reports to ensure their Workers Compensation advice,


Qualifications î Tertiary qualifications in a related field (e.g. Human Resources, safety, Finance) preferred î Qualification or related experience in the Injury Management field including WorkCover/WorkSafe

accreditation as a return to Work Coordinator

Typical Experience Minimum 5–10 years experience

claims/injury management manager/state manager - workers compensation/injury management


Key Purpose î To develop and manage a Workers Compensation programme across the organisation, applying high level strategic and specialist skills to work with senior management and key external stakeholders (e.g. insurers, service providers, regulators) whilst leading the Workers Compensation team

Typical Key Dimensions î No. employees on site(s) responsible for: 2,000–5,000 î No. of sites: 6–10 î No. staff Reporting: 6–10 î No. Dotted line Reports: 20–30


Reports to î Head of Finance î Head of HSE/HR/Risk/Insurance î GM HSE/HR/Risk

Alternative Titles î Group or National Workers Comp Manager î National Injury & Claims Manager î GM Risk & Insurance

Key Accountabilities Planning î Develop and implement the Workers Compensation strategy and high level annual plans for the entire

business î Develop and implement succession plans for Workers Compensation senior management

Operational activities î Provide leadership, vision, Workers Compensation specialist and managerial support to the commer-

cial business unit to minimise the cost of claims and deliver successful Return to Work outcomes î Oversee the design and implementation of robust and fit-for-purpose Workers Compensation manage-

ment systems î Advise senior and operational managers on appropriate strategies and activities to foster a positive

Workers Compensation culture î Where required lead organisational change to achieve Workers Compensation objectives and strategy î Ensure the business’ Workers Compensation activities and operations are conducted in compliance

with applicable laws, regulations and company code of conduct î Manage any required licence (e.g. self insurance) across multiple jurisdictions

Engagement î Engage with senior management team and operational managers in a complex commercial environ-

ment î Develop and gain senior management commitment to the Workers Compensation strategic direction

for the business î Ensure that the expectations are understood by all management teams î Liaise with relevant authorities and regulatory bodies regarding nationwide or cross-border Workers

Compensation issues î Advise and mentor the Workers Compensation team î Liaise with the senior WHS Leadership to identify and manage high-risk activities that could lead to

injuries î Serve as the primary external spokesperson on Workers Compensation including communicating with

shareholders, financial and investment communities and other key stakeholders on Workers Compen-sation matters

Training î Identify organisational Workers Compensation training needs and staffing requirements for the next 5

years and ensure processes are developed to meet these needs î Coach the senior management team to ensure deep understanding of their Workers Compensation

responsibilities and the business benefits of robust strategies î Keep up –to- date with developments in Workers Compensation field, including legislation, regulations,

accreditation, guidelines and best practiceAdministration/Reporting

î Provide appropriate written and oral reports to senior managers and Board (including premium projections)

î Provide appropriate reports and data to external stakeholders Staff management

î Manage and provide regular feedback to ensure appropriate action and development of all direct reports

î Build strong relationships with ‘dotted line’ reports and their managers to ensure their Workers Compensation advice, competence and knowledge is up to date

Qualifications î Keep up to date with developments in Workers Compensation field, including legislation, regulations, accredita-tion, guidelines and best practice

Typical Experience 10 years + experience

national workers compensation/injury management and group head/gm of workers compensation


Key Purpose î To assist in the implementation and operation of the organisation’s environmental management system (EMS) and to perform ongoing reporting and compliance-related tasks

Typical Key Dimensions î No. employees on site(s) responsible for: 500–3000 î No. of sites: 1 î No staff Reporting: NA î No Dotted line Reports: NA î Size of Projects Managed: $1–$10,000


Reports to î HSE Manager î National Environment Manager î Head of Environment î General Environment Manager

Alternative Titles Environment CoordinatorEnvironment Officer

Key Accountabilities Planning î Contribute to the provision of a sustainable workplace by ensuring all environment plans, proce-

dures and process changes incorporate the requirements of all environment policies and practicesOperational activities

î Conduct workplace audits and risk assessments î Implement EMS î Assist in addressing identified actions resultant from audits at sites as required î Liaise with relevant authorities in respect to all environmental issues î Keep up-to-date with developments in the environment field including legislation, regulations,

guidelines and best practice î Facilitate and implement site and corporate environment management systems and reporting

systems î Coordinate the environment aspects and impacts register î Assist management in reaching environment objectives and targets î Implementation of environmental improvement projects î Conduct internal environmental audits î Communicate concerns and improvement initiatives to supervisor and management

Engagement î Provide service and support to line management in order to achieve understanding of risks and

opportunities in environment related matters î Assist in the development of systems that ensure that environment issues are identified, evaluated

and controlled in accordance with related policies î Implement policies and standards

Training î Design environment induction/coaching/training programs î Conduct environment induction programs î Facilitate environment coaching and training programs

Administration/Reporting î Maintain accurate records and filing systems î Statutory reporting (e.g. NGERS, EEO, NPI) as appropriate î Compile and analyse the work environment


Qualifications î Tertiary qualifications in environmental engineering, science or equivalent

Typical Experience 3 years +

environment advisor


Key Purpose To contribute to the organisation’s success through developing, implementing and promoting environmen-tal systems and procedures and leading environmental awareness across the business

Typical Key Dimensions î No. employees on site(s) responsible for: 200–3,000 î No. of sites: 2–6 î No. staff reporting: 1–5 î No. dotted line reports: 1–20


Reports to î National Environment Manager î National HSE Manager

Alternative Titles Environmental SuperintendentEnvironmental Compliance Manager

Key Accountabilities Planning î Establish a management plan for the division which supports the organisation-wide environmental

management plan î Design training plans and implement environmental initiatives across the division

Operational activities î Develop and maintain Environmental Management System certification and audit action plans î Evaluate environmental auditing and incident investigation procedures and issues î Consult and communicate with all levels of stakeholders concerning environment-related issues î Establish procedures and mitigation strategies for risk and emergency management for environ-

ment related issues î Develop and/or implement strategies to reduce environment concerns and ensure these meet

business needs î Ensure divisional induction covers employee environment accountabilities and new managers are

coached on their environment responsibilitiesEngagement

î Provide environmental technical support to the division and business including advising Site Manag-ers and coaching and mentoring site-based environment staff

î Manage the environmental audit program for divisional operations and ensure that identified issues are integrated into the business and site

î Environmental plans î Ensure that the expectations are understood by all site management teams and that the divisional

environmental plans include these expectationsTraining

î Identify and develop programs to meet divisional environmental training needs î Keep up-to-date with developments in the environment field including legislation, regulations,

guidelines and best practiceAdministration/Reporting

î Report EMS and audit performance and report these to key stakeholders î Ensure regular corrective and preventive action reporting to senior management

Staff management î Manage and provide regular feedback to and ensure the appropriate development of all direct

reports î Build strong relationships with ‘dotted line’ reports and their managers to ensure their environment


Qualifications î Degree or Postgraduate qualifications in environmental science/engineering or related field

Typical Experience Minimum 5-10 years relevant experience


environment manager


Key Purpose î To lead the development and delivery of appropriate environment (technical) systems, processes, standards, and outcomes in the organisation utilising both internal and external networks and resources

î To develop and maintain reporting systems to comply with the relevant Environment and Emissions Acts

î To build a culture committed to Environment and Sustainability

Typical Key Dimensions î No. employees on site(s) responsible for: 500–3,000 î No. of sites: Approx. 5–20 î No. staff Reporting: 1–5 î No. Dotted line Reports: 0–20


Reports to î Global Head of Health Safety and Environment (in multinational organisations) î CEO î GM Risk î Head of Environment

Alternative Titles î Environment Manager î Environment Sustainability Manager

Key Accountabilities Planning î Maintain overview of site assessments, remediation, legal cases and monitor all site environmental

impacts î To identify and develop strategies to deal with emerging environment issues that arise through

legislative or community led actions î Provide leadership for the National Environment Plan and strategies to achieve the business

objectives Operational activities

î Develop both internal and external networks and resources base to support the delivery of environ-ment projects

î Develop and maintain key relationships with internal and external key stakeholders î Site environment monitoring and incident management overview and auditing

Engagement î Educate management with regard to Environment issues and responsibilities î Lead the development and delivery of appropriate environment systems, processes and standards î Scan for and establish mutually beneficial partnerships with key government and environment

stakeholders î Liaise with relevant authorities and regulatory bodies in respect to nationwide or cross-border

environment issuesTraining

î Identifying organisational environment training needs and staffing requirements for next 5 years and ensure processes are developed to meet these needs

î Keep up to date with developments in the environment field including legislation, regulations, guidelines and best practice

Administration/Reporting î Ensure relevant internal and external regulatory and voluntary reporting obligations (e.g. NGER,

EEO, NPI, DJSI) are met î Interpret trends and provide appropriate written and oral reports to senior managers and Board


reports î Build strong relationships with ‘dotted line’ reports and their managers to ensure their environmen-

tal and sustainability advice, competence and knowledge is up to date

Qualifications î Tertiary qualifications in environmental science/engineering or a related discipline

Typical Experience Minimum of 5–10 years relevant experience in the environment field



Key Purpose î To identify and manage the environment risks (legal, reputation and operational) and value creation opportunities relevant to the business

î To set the strategic direction, assess environment performance and provide best practice strategic tactical and technical advice to the business from internal and external expert

Typical Key Dimensions î No. employees on site(s) responsible for: 5,000–10,000 î No. of sites: 11–50 î No. staff reporting: 11–50 î No. dotted line reports: 1–10 î Size of projects managed: typically $50,000–$1,000,000


Reports to î Global Head of Health Safety and Environment (in multi-national organisations) î GM Risk î CEO î Managing Director

Alternative Titles î General Manager of Environment Sustainability î General Manager of Climate Change î Group Head of Environment/Sustainability

Key Accountabilities Planning î Develop commercially robust, proactive environment and sustainability strategic plan for business î Identify value creation opportunities, marketing strategies and resource requirements; develop

business cases î Present and gain executive/board commitment to the environment strategic direction for business î Mobilise resources within the business to deliver on the environment plan î Develop and maintain systems to collect and present key environment parameters and emerging issues

to senior management î Encourage positive environment practices in all operations and design areas across the business î Provide thought leadership and vision to manage Environment and Sustainability issues in the best

interests of the business and stakeholdersOperational activities

î Develop both internal and external networks and resource base to support the delivery of environment plan across the business

î Site environment monitoring and incident management overview and auditing Engagement

î Educate, coach and influence the executive team to ensure deep understanding of environment issues, opportunities, risks and responsibilities

î Lead the development and delivery of appropriate environment systems, processes standards and ensure their implementation within the business

î Scan for and establish mutually beneficial partnerships with key government and Environment and Sustainability stakeholders

î Liaise with relevant authorities and regulatory bodies in respect to nationwide or cross-border environ-ment issues

î Build and maintain working relationships with key personnel in regulatory and government agencies, industry participants suppliers and customers

î Establish excellent networks within the group of companies to cross fertilise environment skills sets across regions (if applicable)

î Serve as the principle expert in Environment and Sustainability issues within the businessTraining

î Identifying organisational environment training needs and staffing requirements for next 5 years and ensure processes are developed to meet these needs

î Keep up to date with developments in the environment field including legislation, regulations, guide-lines and best practice

Administration/Reporting î Identify organisational environment training needs and staffing requirements for next 5 years and

ensure processes are developed to meet these needs; work with business and HR to deliver plan î Keep abreast of developments in the environment field, including legislation, regulations, guidelines

and best practice î Monitor industry and community trends and develop action plans to best position the business

Staff management î Manage and provide regular feedback to ensure appropriate action and development of all direct reports î Build strong relationships with ‘dotted line’ reports and their managers to ensure their environmental

and sustainability advice, competence and knowledge is up to date

Qualifications î Tertiary qualifications in environmental science/engineering or a related discipline

Typical Experience Substantial (10 years +) experience in a senior management capacity gained within a major business


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