we cover, we care

HIGHLIGHTS

Customer and stakeholder communication and education

WorkCover Queensland has continued to improve communication with our customers and stakeholders through the use of technology. In the past year, we have introduced a quarterly enewsletter, highlighting service enhancements and other important information for customers. We have held more employer and industry forums and recorded them for online access. We now send targeted emails, ensuring customers receive timely, industry-related information on all their workers’ compensation needs.

Definition of a ’worker’ changes

The Queensland Government introduced legislation, effective 1 July 2013, changing the definition of a ’worker’ for workers’ compensation purposes and aligning the worker definition with the PAYG test applied under Australian Taxation Office (ATO) laws. These changes affect who is covered for workers’ compensation particularly in the construction and transport industries, where there are different contracting arrangements. Since this change was passed, WorkCover has been educating customers on the revised definition and its impact.

Online enhancements

WorkCover continues to refine processes to deliver the best customer service. This year, we launched the new Employer online performance summary feature so that employers can better understand how their premium is calculated and how their claims impact on their costs. We also implemented changes to Provider online, with a shift to online invoicing, recordkeeping and registration for return to work service referrals, as well as the introduction of Onefile, which enables the exchange of information more efficient for our panel law firms.

Average premium rate maintained

Queensland businesses benefitted from stability in workers’ compensation premiums with WorkCover’s average rate remaining at $1.45 per $100 of wages for the 2013–2014 year. This is still the second lowest average rate of any state in Australia.

Common law

We continued to reinforce our ‘firm but fair’ common law claims management approach, completing prompt investigations with employers, making our best offer early, and maintaining that position. Together with legislative restrictions limiting the amount of damages claimable and improved return to work outcomes, common law claim numbers have remained stable.

Performance overview

The scorecard below provides an overview of our performance, including targets from our Statement of Corporate Intent.

Aims  
Score
  What did we achieve?

Full funding ratio of 110%

 
 

Met capital adequacy requirements and maintained a fully funded position

Consider premium model to appropriately price and collect premium

 
 

Premium model reviewed and average rate maintained at $1.45

Manage the average cost of statutory and common law claims:  
 
   

Statutory claim target:
$6 300

 
  Average statutory claim cost
$6 960

Common law target:
$161 000

 
 

Average common law cost
$138 059

Manage statutory and common law average claim durations:

 
 
 

 

Statutory claim target: 
30 days

 
  Average statutory duration:
29 days

Common law target:
55 weeks

 
  Average common law duration:
55 weeks
Participate as required in the workers’ compensation scheme review  
 

WorkCover assisted the parliamentary committee with information and attended two public submissions

Seek appropriate legislative change as necessary

 
 

Recommended and implemented change to the definition of a ‘worker’ based on customer feedback and experience

Manage and monitor the investment strategy to maximise investment returns

 
 

Investment strategy reviewed

Analyse statutory and common law claims data then implement appropriate strategies

 
 

Analysis undertaken and strategies implemented for weekly compensation and provider monitoring

Implement strategies that influence common law claim prevention

 
 

Return to work focus and best offer common law policy are partially responsible for common law claim number stabilisation

Respond to emerging issues

 
 

Various latent onset condition trends identified and analysed and continued to be monitored

Manage controllable costs to CPI

 
 

Operating expenditure reduced by  2%

Be a customer focused insurer with high levels of customer engagement:

 
n/a
 

Customer surveys now being undertaken as frequent pulse surveys to provide more timely feedback on services customers receive

Worker engagement 4.0 out of 5.0

 
 
   

Employer engagement 4.0 out of 5.0

 
 
   

Implement enhanced stay at/return to work strategies:

 
 
   

97.5% return to work outcome

 
 

Return to work outcome 95.7%

50% stay at work outcome

 
  Stay at work outcome 50.5%
Continue regular stakeholder contact and forums  
 

Six monthly actuarial briefings held plus numerous stakeholder and employer forums

Implement appropriate health benefits of work strategies to encourage stay at/early return to work  
 

Health benefits of work used in formal and informal communication, assisting with return to work

Work with employers and WHSQ to actively prevent injuries  
 

Working on a number of programs with WHSQ, eg. IPaM program; more injury information provided through employer online

Gain better industry understanding to assist implementation of industry plans  
 

Industry plans implemented and increased knowledge obtained being used for tailored strategies

Addressing workplace health and safety and early return to work at WorkCover



 

 
 
  Held quarterly Workplace Health and Safety Committee meetings to consider our claims experience, delivered monthly online ‘toolbox’ talks, implemented the recommendations from the 2012 workplace health and safety framework audit, resulting in a reduction in staff claims of 16%

Put into practice strategies that will lift overall employee engagement


Employee engagement 3.8 out of 5.0

 
 n/a
  Introduced internal communication tools such as Yammer to improve sharing of knowledge, build skills, and enhance engagement 
   
 
   
Deliver on the initiatives agreed in the Enterprise Bargaining Agreement for 2011-2014  
  Strategies such as employee education sessions have been implemented as agreed
Implement recruiting and on-boarding strategy to manage staff attrition  
 
  Strategies implemented resulting in achieving staff attrition of 7%

Staff attrition rate 14%

 
   
Continue training and developing our people so they excel at their job  
  Technical and role specific training reviewed. Ongoing development activities provided, eg. management seminars, education initiatives and webinars.