2016 Annual Performance Report updated

WORK HEALTH AND SAFETYAnnual Performance Report 2017BRISBANE AIRPORT CORPORATION PTY LTD T +61 (0)7 3406 300011 THE CIRCUIT, SKYGATE F +61 (0)7 3406 3111BRISBANE AIRPORT QLD 4008 E [email protected] BOX 61, HAMILTON CENTRAL W BNE.COM.AUQLD 4007 AUSTRALIA ABN 54 076 870 650WHS Annual Report 2017



ContentsExecutive Summary ……………………………………………………………. .......................................................... 4BAC Injury Performance Indicators ........................................................................................................................5Comparison of LTI incidents ..................................................................................................................................5Hours lost due to injury/illness ...............................................................................................................................5Comparison of MTI incidents .................................................................................................................................5Notifiable Incidents and Regulator Activities ..........................................................................................................6Incident Analysis ....................................................................................................................................................7Summary of findings ..............................................................................................................................................7Performance Against Policy Commitments and Planned Activities ........................................................................8Empowering and supporting …………………………………………………………………………………………..…….8Education and Coaching ……………………………………………………………………………………………….… ...9Quality Information ……………………………………………………………………………………………………….. ...9Objective 1: Manage risks....................................................................................................................................10Assessment of effectiveness of planned actions/activities ...................................................................................10Objective 2: Foster safety leaders........................................................................................................................11Assessment of effectiveness of planned actions/activities ...................................................................................11Objective 3: Consult and communicate ................................................................................................................11Assessment of effectiveness of planned actions/activities ...................................................................................11Objective 4: Comply with relevant legislation, standards, codes and other requirements.....................................12Assessment of effectiveness of planned actions/activities ...................................................................................12Objective 5: Continuously improve.......................................................................................................................12Assessment of effectiveness of planned actions/activities ...................................................................................12WHS Highlights, Activities and Projects ...............................................................................................................13Simplification of WHS processes .........................................................................................................................13Safety benchmarking ...........................................................................................................................................13Chairman’s Award for Safety ...............................................................................................................................13CEO’s Award for Safety .......................................................................................................................................13Audit Outcomes and Actions................................................................................................................................14Work Health and Safety Training .........................................................................................................................15Performance Against Budget ...............................................................................................................................162017 Programme Recommendations & Management Plan Activities .............................................................17-18WHS Annual Report 2017 3

WHS Annual Report 2017 Executive Summary BAC continued to improve its WHS management system and associated processes throughout 2016. Ongoing enhancements in data collection and reporting mechanisms have again allowed a detailed analysis of WHS events (contained in the Annual Workplace Incident Report 2016). A review of the Comprehensive List of Causes (the tool used by BAC to code incident causal factors of WHS incidents) was undertaken and implemented in 2016. Changes were made to simplify and more clearly describe immediate and system causal factors. This has affected the ability of the organisation to accurately benchmark against past performance, but will make it easier to understand and communicate about the root causes of WHS incidents at Brisbane Airport in future. Information gathered in incident investigations (among other source) has been used in the development of a new safety in design process which was rolled out in early 2016. The Safety in Design template register contains historical qualitative and quantitative data relating to prior events and commonly encountered hazards and risks. This tool will be continually improved through lessons learned reviews and other key hazard identification activities. BAC completed a review of its critical work health and safety risks during April 2016. This is part of an annual risk review process and coincided with the implementation of new technology to provide ease of reporting on safety activities for senior managers. A tenant WHS works management module of Beakon (BAC’s WHS contractor management system) was developed and implemented which will enable closer monitoring of tenant-related construction works, particularly in multi-tenanted buildings controlled by BAC. This will be supplemented in 2017 by an Advisory Group put together to make recommendations to the General Managers of the Operations and Assets Groups in relation to holistic works management practices in terminal buildings. A tool to determine the level of WHS support required to manage safety requirements on BAC projects (based on contractor and project manager proficiency and capacity) was also developed in 2016 and rolled out to all works management teams. BAC hosted the Australasian Airports Safety Forum from 16 to 18 November. Representatives from a number of Australian and New Zealand airports are members of this forum and keynote presentations on WHS law and influencing public safety behaviours were the highlights of this event. Individual airports also presented case studies and provided updates on new initiatives being undertaken. Ongoing technical issues associated with delivering BAC’s online training program presented a challenge in delivering mandatory training. Face to face compliance training conducted as an interim measure and the new learning management system (ELMO) was rolled out in late 2016, along with a complete review and streamlining of online compliance (mandatory) training requirements. Overall, 2016 was a busy year for BAC, and the WHS function, with health and safety performing strongly against all nominated measures. 2017 will see a focus on supporting BAC’s BNE2025 vision through providing WHS information and professional services that contribute to genuine risk-based decision-making by management. 4

BAC Injury Performance IndicatorsBAC calculates and reports on lost time injury (LTI) and medical treatment injury(MTI) numbers on a monthly basis. The tables below show BAC’s performancethrough 2016 compared with the previous six calendar years.There was a decrease in lost time injuries sustained by BAC employees in 2016(one, compared to five in 2015), along with a corresponding decrease in thenumber of hours lost due to injury (from 190 hours in 2015 to 38 hours in 2016).There was a decrease in the number of medical treatment injuries recorded (fromfour in 2015 to two in 2016).WHS Annual Report 2017 5

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Notifiable Incidents and Regulator Activities Notifiable incidents are those incidents that are required to be reported by BAC to the regulator (Workplace Health and Safety Queensland or Electrical Safety Office) under the Work Health and Safety Act 2011 (Qld) or Electrical Safety Act 2002 (Qld). There were four notifiable incidents in 2016 (compared to six in 2015). Only one of these related to an area of BAC control. Date Incident Notifiable Status Outcome 3/2/2016 Description to A tenant electrician was ESO Closed BAC completed a review investigating lights that were of CV Services incident not operating when he report and has agreed discovered un-terminated corrective actions. live electrical cables in the Agreed actions included ceiling. CV Services had retraining for CV Services been conducting works on workers, update of CV light panels above the Service on-boarding for tenancy the previous new starters and evening which resulted in implementation of incident the un-terminated live notification tool. cables. Note: Contracted works. 2/3/2016 A worker on the AFC4 ESO Closed Principal Contractor stage 2 expansion project project site. Nil was mixing grout using a investigation required from drill and attachment when BAC. his glove became caught in the shaft of the mixer. This resulted in the tips of two fingers being severed. Note: This is a Principal Contractor project site for BNE Property. 10/11/2016 An unterminated energised ESO Closed Fill in cable was found in cable tray on bridge 75.1. 13/11/2016 Roof sheets were blown off WHSQ Closed Item reviewed by WHSQ. during an extreme weather Actions undertaken by event. The roof sheets were BAC to make safe were blown in the direction of deemed satisfactory and vehicles and members of the the matter has been public. closed.WHS Annual Report 2017 8

Incident Analysis2016 is the third year that BAC has been able to provide detailed incident data,enabling some year on year comparative analysis. Recording information on theoccurrences and causes of workplace incidents is an important component in theidentification and development of long term preventive strategies as well asmonitoring the effectiveness of these once implemented.Summary of findingsIn 2016, 618 incidents were recorded by BAC. 464 of these were not related to amedical condition and 154 of this 464 resulted in a work or workplace-caused injuryor illness.The highest numbers of non-medical condition incidents reported were caused by:1. Falls from height (from ladders, platforms, escalators, etc)2. Falls on the same level (on floors, roadways and pathways)The main objects or circumstances leading to a non-medical condition incident were:1. Machinery and fixed plant (e.g. lifts, moving walks, electrical installations)2. Non-powered equipment (e.g. chairs, ladders, doors)3. Outdoor environment (potholes, wet/oily ground surfaces, landscaping, etc)4. Indoor environment (steps, spills, lighting, noise, etc)The top primary immediate causes of the WHS incident were assessed to be:1. Inattention/lack of awareness (including horseplay, inattention to footing, distraction)2. Work exposures (to hazards such as noise, fumes, slippery floors, etc)3. Following procedures (defined as did not follow existing procedures)The main system (root) causes of incidents were:1. State of mind (poor judgement or poor coordination/reaction time)2. Physical limitations and attributes (age/strength)3. Insufficient management of contracted works4. Insufficient maintenanceDetailed information on WHS recorded in 2016 is available in the ‘Annual WorkplaceIncident Report 2016’.WHS Annual Report 2017 9

WHS Annual Report 2017 Performance against planned activities A WHS Management Plan is prepared each year which sets out specific actions planned to be undertaken through the year, with the aim of aiding BAC to meet it’s WHS targets. Management plans clearly and simply outline the timeframe and progress of objectives and targets to be achieved. The management plan is reviewed regularly and updated to provide comments on the status of individual actions, ensuring objectives and targets are met , or reprioritised as appropriate to the Corporation’s risks. This table outlines the activities planned at the beginning of 2016 against WHS strategy focus areas with an indication of successful performance or the requirement for ongoing attention and improvement. Strategy Focus Area Goal Activity Result Identifying safety critical roles and the Develop matrix of roles identified as critical to achieving BAC’s WHS outcomes. Leadership underpinning leadership skills and behaviours to competence deliver on these Identify specific leadership competencies required by each safety critical role type10 Building the fundamental health and safety Identify minimum safety and health leadership competency for all workers leadership competency at all levels to continue to Empowering Informed decision grow a positive WHS culture Establish methodology framework for ensuring minimum competency is obtained making by workers and Education and awareness of higher risk activities Review and maintain WHS critical risk register Supporting of BAC Establish mechanisms for discussion and communication of higher risk activities with all relevant stakeholders Enabling Develop, maintain and grow a WHS ‘body of Develop map of corporate WHS information available to BAC workers framework knowledge’ for reference by BAC workers to achieve effective, efficient and consistent health Progressively build upon existing information to continuously and consistently and safety outcomes share WHS knowledge Develop and implement ‘lessons learned’ process and incorporate findings into Continued improvement of the WHS management WHSMS reviews and WHS activities system and practices Review the effectiveness of WHSMS through regular internal and external auditing Garnering genuine acceptance of WHS Establish key WHS measures and guides for appraising individual performance responsibilities by all workers Incorporate WHS responsibilities into corporate induction

WHS Annual Report 2017 Establish baseline WHS knowledge for BAC Identify baseline knowledge, skills and competencies required by all workers. roles (including contractor workers) Incorporate baseline knowledge into recruitment and induction processes. Education Knowledge Develop, implement and maintain a Develop and implement basic training plan for 2016 (which incorporates key Experience streamlined and effective WHS competency health information). and Intuitive tools and learning framework which also Build on training plan to deliver comprehensive learning framework for 2017. Coaching incorporates critical health information Establish a WHS mentoring program Build mentoring plan of key airport health and safety knowledge. Implement mentoring program for identified roles on commencement. Develop a BNE safety network to encourage Start safety forum with BAC contractors to share BAC-specific safety information. shared learning and continuous improvement of WHS performance across Instigate Brisbane Airport safety network, incorporating all stakeholders with a airport focus on industry-wide safety practices. Develop, deliver and maintain simple but Review all existing WHS forms and establish if these can become electronic effective electronic templates for all core templates. WHS activities Build library of electronic templates available online and via iPad. Implement tenant WHS works management activities via Beakon. Continuously improve and streamline WHS Review and streamline all online training delivered by BAC internally. information management technology11 Establish the right WHS objectives and Review objectives and targets for effective performance monitoring. targets to effectively measure and improve Monitor and report on targets. Timely & WHS performance Investigate availability of Cognos reporting dashboard for WHS. accurate Automate SMT weekly WHS report. reporting Investigate technology to introduce ‘real time’ dashboard reporting Data analysis Quality Determine the baseline internal and external Review current internal data to determine BAC’s WHS benchmark. Information Meaningful metrics/benchmarks for ‘good’ health and Work with external agencies (e.g. AASF) to establish appropriate airport-specific advice safety performance industry benchmarks. Establish and maintain accurate data Work with internal departments to optimise current data capture and reporting sources and methods to systematically methods. review, analyse, interpret and report on WHS Build workflows in current technology to minimise duplication. performance and activity trends Strengthen internal relationships and build Undertake SWOT analysis of internal relationships. detailed understanding of the services provided by business units Establish schedule of activities to garner genuine understanding of undertakings of all BAC business units. Develop, implement and maintain a Implement regular meetings with key internal client stakeholders. comprehensive WHS advisory service Establish parameters for an advisory service for BAC contractors and other airport targeted to the individual needs of internal workers. and external clients

Objective 1: Manage RisksGOAL: Provide a healthy and safe workplace, minimising the risk of harm to people in BAC-controlled areas atBrisbane Airport by establishing, monitoring and reviewing processes to identify and manage health and safetyrisks.WHS Target Performance Indicator Status/CommentsHarm to BAC workers is Number of lost time injuries (BAC There were 3 lost time injuries reported for 2016 (1 forminimised employees and other workers) BAC and 2 for other workers). The total hours lost recorded by BAC was 38 as at the time of writing this Hours lost due to injury/illness (BAC report (compared to 190 in 2015 and 136.8 in 2014). BAC employees and other workers) contractors reported 43 hours lost (compared to 95 hours reported in 2015, nil reported in 2014). Number of medical treatment injuries (BAC employees and other workers) There were 22 medical treatment injuries reported in 2016 (2 for BAC and 20 for other workers). This compares to 4 for BAC and 24 for other workers in 2015.Year on year Number of reportable notifiable 4 incidents occurred in 2016 that were notified to WHSQreduction in WHS incidents or ESO (compared to six in 2015 and eight in 2014).incidentsreportable/notifiable to There were 494 workplace inspections undertaken in 2016regulators (compared to 540 in 2015 and 425 in 2014). 115 risks assessments were scheduled to be undertakenBAC identifies, assesses Number of work/workplace in 2016. All of these were completed by end December.and manages WHS risks inspections undertakenassociated with BAC % of risk assessments reviewed /controlled work and undertaken against scheduleworkplaces No. of unscheduled risk assessments In addition, there were 14 unscheduled risk assessments completed completed.All WHS events are 100 % events assessed 100% of WHS incidents reported through Incidentreviewed and Manager in 2016 were assessed.corrective actions (where Number of corrective actions identifiedidentified) are 90 corrective and preventive actions were identifiedundertaken in a timely Number of corrective actions overdue through various WHS activities and there were three itemsmanner. at end of month that were not closed within allocated timeframes. These have since been completed.Assessment of effectiveness of planned actions/activitiesThe focus on reporting of incident data by contractors continued from 2015 into 2016 following further embedding of Beakon(BAC’s contractor management system) into various work activities. This, combined with further improvements to BAC’sincident recording tools, increased the number of incidents reported. Despite the increase number of incidents recorded, thenumber of events associated with injuries to BAC employees and contractors reduced in 2016.A full review of BAC’s WHS risk assessments was conducted throughout 2016. Whilst xxx of these were delivered behindthe originally scheduled date, all 115 assessments were completed by end of year. Combined with 14 unscheduledassessments being undertaken on request or as a result of a previously unidentified issue, a total of 129 WHS riskassessments were completed. Periodic reviews based on residual risk levels will continue from 2017 and beyond.Senior management also continued its focus on closure of corrective actions, result in ongoing solid performance of thismeasure.BAC’s actions were effective in meeting the targets associated to this policy objective, which will continue to remain themainstay of BAC’s WHS programme.WHS Annual Report 2017 12

Objective 2: Foster Safety LeadersGOAL: Safety leadership is demonstrated by every person, every day.WHS Target Performance Indicator Status/CommentsBAC’s Senior Minimum of 108 safety activities 111 WHS activities were undertaken by BAC’sManagement Teamlead safety by undertaken Senior Management Team in 2016 (compared todirect example 108 in 2015 and 29 in 2014).Assessment of effectiveness of planned actions/activitiesFollowing the success of the SMT safety leadership programme in 2015, an ambitious target of monthly activities was setfor Senior Management in 2016.Whilst successful in meeting performance targets this year, the Senior Management Team have expressed determinationto promoting an authentic safety culture at BAC. The focus on safety leadership will therefore take a more personal turn in2017, in order to drive a genuine personal commitment to WHS from BAC workers at all levels of the organisation, as wellas other parties on airport (contractors, tenants, etc).Objective 3: Consult and CommunicateGOAL: WHS information is provided to all BAC workers, including contractors and worker consultation occurs inrelation to WHS matters.WHS Target Performance Indicator Status/CommentsBAC workers have completed Percentage of BAC staff current with XX BAC staff completed mandatoryminimum WHS competency mandatory WHS training training in 2016.training (inductions, % of active BAC contractors current with XX% of active BAC contractorsmandatory online training,etc.) mandatory training completed mandatory training.BAC workers are actively No. of BAC staff participating in non- XX BAC staff and XX contractorsengaged in WHS initiatives mandatory WHS events participated in voluntary WHSand activities. activities in 2016. No. of BAC contractors participating in non-mandatory WHS eventsBAC consults and No. of consultation meetings held with XX worker consultation meetingscommunicates with BAC workers were held in 2016.applicable stakeholders onWHS matters. No. of forums held with external parties There were xx forums with external parties.Assessment of effectiveness of planned actions/activitiesTechnology complications significantly affected reporting on mandatory training status for BAC staff throughout 2016. Theimplementation of ELMO (BAC’s new electronic learning management system) in early December will resolve this movingforward and, as at the time of writing this report 51% of BAC staff (202 workers) have completed the revised mandatorytraining module in ELMO. 84% of contractors completed mandatory training (compared to 79% in 2015). The focus onimproving this figure will continue into 2017.There were XX meetings and forums to formally consult with BAC workers and other affected parties on WHS matters.This compares favourably against the 17 activities conducted in 2015 and 12 in 2014).WHS Annual Report 2017 13

Objective 4: Comply with relevant legislation, standards,codes and other requirementsGOAL: BAC complies with all relevant WHS laws and other requirements. WHS Target Performance Indicator Status/CommentsBAC is fully Percentage compliance in BAC’s annual legal compliance audit was conducted in August 2016. 89% compliance was achievedcompliant with WHS annual legal compliance audit against the WHS Act and Regulation. 97% compliance was achieved against the Electricallaw Safety Act and Regulation.BAC conforms with Number of non-conformances External surveillance audits against AS4801 wereAS4801 identified in surveillance audits conducted in February and August. There were no non-conformances noted in either audit.BAC monitors Monthly review of legal register 12 reviews of BAC’s WHS legal register werechanges to law undertaken conducted in 2016.Assessment of effectiveness of planned actions/activitiesAn overall compliance rating of 90% was achieved in 2016. This reflected a score of 89% legislative compliance of BAC’sWHSMS and implementation of this within the Corporation as well as a 97% compliance rating against Electrical Safetylegislation (WHSMS documentation only).This compares to an overall compliance rating of 91% in 2015 (98% for WHS and 63% for Electrical Safety).This was the first year that the legal compliance audit included an assessment of implemented activities and BACperformed very strongly. The audit programme in 2017 will include implementation for both WHS and electrical safety.Objective 5: Continuously improveGOAL: BAC’s WHSMS and safety practices are monitored, reviewed and continually improved to ensure theirongoing compliance and relevance to BAC’s operations. WHS Target Performance Indicator Status/CommentsBAC conducts regular audits 100% audits conducted in Three audits were undertaken in 2016 as scheduled.of its WHSMS accordance with audit scheduleBAC participates in at least 4 meetings or conferences attended BAC was represented at XX externalone external safety forum per forums or conferences in 2016.quarter to review its WHSMSagainst industry standardsBAC reviews project Number of lessons learned XX lessons learned activities were conducted in 2016.activities to identify potential workshops conducted as a % ofWHSMS improvements completed projectsAssessment of effectiveness of planned actions/activitiesBAC limited its audit programme to external auditing only (due to the full implementation audit planned and conducted inAugust 2016). Internal WHS auditing will recommence in 2017.Benchmarking of BAC’s WHSMS continued via representation on the Australasian Airports Safety Forum in 2016.Safety in design and lessons learned processes were implemented in 2016 and there will be a focus on improving theconsistent application of these within the Corporation in 2017.WHS Annual Report 2017 14

WHS Highlights, Activities and ProjectsSimplification of WHS processesSafety benchmarkingChairman’s Award for Safety The fourth annual Chairman’s Award for safety was awarded at the Airport Safety Week/Meet the Board lunch. Kevin McDermott from Airfield Lighting was the winner of this award to recognise his work in implementing a new process that led to improved electrical safety outcomes on the runway overlay project. This will continue to be used for all airside electrical isolations, including the expansion of the electrical infrastructure on the construction of the new parallel runway.CEO’s Award for Safety The third annual CEO’s Safety Award was presented by Julieanne Alroe to Georgiou for their Airpark Project. Georgiou introduced the “Safety is My Way” strategy to enhance workplace culture for all workers including non- Georgiou employees. This focused on work practices and site safety by implementing a heavy focus on drug and alcohol testing with a reward and recognition program for top performers. The presentation to AASF Forum Georgiou was made at the Contractor’s barbecue as part of BAC’s Airport Safety Week celebrations.WHS Annual Report 2017 15

Audit Outcomes and Actions Norton Rose Fulbright conducted a legal compliance audit against BAC’s WHSMS during August 2016, with BAC achieving an overall compliance rating of 90%. This reflects a compliance score of 89% against implementation of WHS law and BAC processes (compared to 98% in 2015 based on a documentation-only review) and a score of 97% against a document-only review for electrical safety legislation (compared to 63% in 2015) The following image represents the largely compliant results of the audit (source: Norton Rose Fulbright Legal Compliance Audit Report, Brisbane Airport Corporation Pty Ltd, October 2016): Key areas of non-compliance were in relation to management of powered plant (including registrations and supply of plant to contractors), consistency of application of risk management processes and general WHS management system awareness (training). An action plan against auditor recommendations (addressing non-compliances and opportunities for improvement) was developed and approved by Management. The nominated activities are currently being undertaken. Two external audits were undertaken in 2016 by SAI Global as part of the certification of BAC’s WHS management system to AS/NZS 4801, including a full re-accreditation audit in August 2016. No non-conformances were identified at either of the SAI Global audits.WHS Annual Report 2017 16

Work Health and Safety TrainingThe following face to face WHS training sessions were conducted by BAC in 2016:Month Course name Number of attendeesFebruary Apply First Aid 2March Low Voltage Rescue and CPR Training 17April General Construction Industry (White Card) 18May Fire Extinguisher Training General Construction Industry (White Card) 182 21June Fire Extinguisher Training (Practical) 77 Fatigue Management Training 9July Beyond Blue - Managers Awareness Program 21 Beyond Blue - Employees Awareness Program 14 1 CPR Refresher 15August Low Voltage Rescue and CPR Training 1 CPR Refresher Training 31September Snake Bite and Awareness Session 2 CPR Refresher Training 15October Rescue from Elevating Work Platform (Theory) 1 Apply First Aid 2 CPR Refresher 1November Apply First Aid 2 CPR RefresherThe following WHS training was completed online in 2016: Course name Number of persons completingBullying, Harassment and Unlawful Discrimination 176Fire Safety 91General construction industry induction (white card) 11Manual handling 14WHS Policy 176WHS Annual Report 2017 17

Performance Against Budget The following table details the budget and expenditure for BAC’s WHS programme as at the end of the 2015/16 financial year: Cost Code Description Accum Actual Accum Budget Variance 33221 Protective $9,285 $10,440 -$1,155 Equipment & Clothing 33222 Safety Equipment $1,326 $6,825 -$5,499 33223 Rehabilitation & -$3,936 $4,000 -$7,936 33224 Preventative $41,868 33225 Measures $34,517 $57,970 -$16,102 33226 $22,498 Occupational $78,500 -$43,983 Health & Safety $41,900 -$19,402 Training OH&S Consultant Fees OH&S Manuals/ Licenses 33229 Other OH&S $22,738 $42,700 -$19,962 Expenses TOTAL OHS $128,296 $242,335 -$114,039 $7,979 33244 Employee $56,580 $4,000 $3,979 33245 Assistance $13,178 33249 Programme $77,737 $65,620 -$9,040 Staff Medical $15,600 -$2,422 Expenses Other Staff Welfare Expenses TOTAL STAFF WELFARE $85,220 -$7,483 TOTAL ALL $206,033 $327,555 -$121,522 *Includes reimbursements from WorkCover Qld for previous financial year. *Costs deferred associated with Asbestos and noise surveys deferred to FY17.WHS Annual Report 2017 18

2017 Programme Recommendations &Management Plan ActivitiesBased on this review of WHS performance in 2016, along with the Annual WorkplaceIncident Report 2016, it is recommended that specific focus be placed on the followingareas to ensure the ongoing effectiveness of BAC’s WHS management system and itsability to meet the requirements of the business:1) Develop and build health and safety commitment knowledge at all levels in order to maintain BAC’s positive WHS culture.2) Continue to develop intuitive tools for streamlined delivery of WHS outcomes.3) Expand data analysis methods to systematically review, analyse, interpret and report on WHS performance and activity trends to optimise current data capture and reporting.4) Strengthen internal and external relationships and tools to provide a comprehensive WHS advisory service to all stakeholders.Specific activities planned to be undertaken in 2017 are set out below against theircorresponding strategy area.Strategy Area 2017 Planned Management Activities EMPOWERING AND  Review, revise and implement changes to Senior Manager SUPPORTING  reporting template in iAuditor.Leadership competence Establish mechanisms to capture and report on WHS activities undertaken by people managers, workers and BAC contractors.Informed decision-making  Develop schedule of risk assessments to be reviewed in 2017.Enabling framework  Integrate safety in design template review with lessonsEDUCATION AND learned activities conducted by BAC work groups to ensure COACHING WHS information is captured and applied in future works activities. Knowledge Experience  Develop and implement program to promote commitment to WHS activities within BAC.  Review terms of reference of WHS consultation activities to ensure these are efficient and effective in terms of WHS outcomes.  Conduct annual legal compliance audit (WHS and electrical safety legislation).  Conduct SAI audits six-monthly to conform with accreditation requirements.  Establish review schedule for WHSMS documents for 2017.  Develop and implement competency framework for BAC workers and contractors.  Develop training packages for WHS training to be delivered by members of the WHS team.  Review professional development plan for each member of the WHS team.  Establish proactive WHS consultative activities with external airport stakeholders (contractors, tenants, etc).WHS Annual Report 2017 19

Strategy Area 2017 Planned Management Activities Intuitive tools  Review and revise WHS inspection templates to QUALITY INFORMATION support asset delivery and maintenance teams in managing WHS risks. Timely and accurate reporting  Integrate WHS incident investigation processes and Data analysis outcomes into Incident Manager (Noggin). Meaningful advice  Provide clear and regular reports on incidents in BAC-controlled areas and/or involving contracted works.  Develop and implement internal audit schedule for WHS system.  Establish and monitor internal benchmark for closure of WHS corrective and preventive actions.  Develop and implement data capture, analysis and reporting methods to identify WHS trends at Brisbane Airport.  Develop and implement revised WHS risk assessment template to assist relevant BAC managers to make decisions on WHS hazards and risks.  Review professional development plan for each member of the WHS team.WHS Annual Report 2017 20