| PERIOD: |
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| CHALLENGE: |
- Premium was rising at 20% per annum
- CEO required assistance in explaining to Board
- Claim rate was high. (Nine active claims among 50 employees)
- Return to work planning was practically non-existent
- Claimants took extended time off and used “WorkCover leave” freely (“Sick culture” pervaded)
- Company did not comply with WorkCover Regulations including prescribed time periods for claim registration, documenting of return to work plans, and for medical clearances.
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| ACTION: |
- Established processes and systems
- Strategic review of all claims
- Facilitated up-skilling of line supervisors
- Formulated, and directed implementation of, case management
- Management of key stakeholders (Employees, Agent, Doctors, Providers)
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| RESULTS: |
- Time lost due to WorkCover reduced from 200 hours per month to zero, 9 months post appointment
- Effected cultural change towards WorkCover
- Drastically reduced non-productive hours due to WorkCover
- Good practice processes and systems established
- Up-skilled supervisors performed roles with confidence and competence
- Achieved compliance with WorkCover Regulations
- Successful claims and injury management model established
- Ability to refocus on ‘prevention’ (OHS)
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