In 2024 we commissioned an independent review of our governance, administration and organisation to ensure that we are set up to deliver our Strategic Plan objectives effectively and efficiently.
The report proposed 30 recommendations for improvement. The WA/NT and Qld Boards jointly endorsed 28 of the 30 recommendations and asked the Executive Director to build and deliver a plan of action to implement the following recommendations:
One Safer Together:
- A single legal entity and Board for efficiency.
- Retains the regional steer provided by the Qld and WA/NT SLGs.
- Strengthened governance by clarifying the role of the Board vs the SLG vs the Executive Director (Support Team) and appoint an Independent Chair.
One Work Plan:
- An aligned Strategic Plan, delivered by one national Work Plan.
- One national budget.
- Clarify the role of Working Groups in the context of delivery of Strategic Plan objectives.
Good Governance:
- Improved risk and financial controls.
- Strengthened processes for managing delivery of High Priority Programs and Projects.
Operational Excellence:
- Improvements to member engagement, business tools and processes, and financial management systems.
- Management platforms, including the Safer Together website and engaging with collaboration partners.
In May 2026 the Safer Together Board approved a Support Team Reorganisation and Cultural Refresh. These changes to the Support Team draw a close on the most significant transition to Safer Together since the WA/NT Chapter was established in 2018. We are now One Safer Together. We have One Work Plan. We have reviewed our Working Group Structure and made associated changes to our Support Team.
One Safer Together
We are finalising our journey to becoming a single legal entity and have formed one Board, for efficiency. We have appointed an Independent Chair. Our Operating Model retains the regional steer provided by the Queensland and WA/NT Safety Leaders Groups (SLGs). We have strengthened governance by clarifying the role of the Board, the SLG, Working Groups and the Executive Director. We have also improved our risk and financial controls.
One Work Plan
We now have an aligned Strategic Plan, delivered by one national Work Plan. and one budget to deliver an aligned Strategic Plan. We have improved our financial controls and clearly defined the roles and authorities of our Board, the SLGs, Working Groups and the Executive Director. We have reviewed our Working Group structure and made associated changes to the Support Team which will take place between 1 July and 31 August 2026 .
Working Group Organisation
We have conducted a review of our Working Group organisation to ensure optimal alignment with our Strategic Plan. In March 2026 the SLGs agreed to make 3 key changes – which will become effective on 1 July 2026:
- The Safety Leadership WG will be re-named as the Leadership and Culture Working Group.
- The Competence and Behaviour Working Group will be re-named as the Worker Competence Working Group.
- A Safe System of Work Working Group will be established, reporting to the WA/NT SLG.
Support Team Re-organisation
A revised Working Group organisation required adjustments to our Support Team. In making these adjustments we realised that a shift in our Support Team culture was necessary. Our growth stage was supported by a ‘just get on with it’ Support Team culture. This culture has served us well. However, success as we mature stage will be judged by how seamlessly and purposefully we promote, support, monitor and maintain existing assets.
The Support Team Reorganisation will take place between 1 July and 31 August 2026. It will reduce cost and will provide for increased focus on engaging with our members. Support Team members assisting Working Groups will increase focus on their role as a facilitator and project administrator and reduce focus on providing HSE consultancy services. Working Groups will have more Industry ‘ownership’ via less reliance on the input of Support Team members.
Members will experience:
- More consistent support and engagement across regions,
- Better coordination of Working Groups and initiatives,
- Simpler, clearer structures that make it easier to contribute,
- And a stronger, unified voice when leading national conversations about safety for frontline workers.
The changes are collectively designed to:
- Enhance delivery of our Strategic Plan objectives,
- Reinforce regional oversight and steer for our activities while strengthening collaboration between regions,
- Increase accountability and clarity in organisation roles.
Safer Together is now a more unified, efficient, and strategically focused organisation.
The Safer Together of tomorrow retains and enhances our spirit of sharing and collaboration, meets the current and future needs of our members, and most importantly, it enhances delivery of our commitment to preventing harm to our industry's frontline workers.
- Read a comprehensive newsletter article about these changes.
- Members can download the supporting Governance Review Action Plan.
Contact us at [email protected] for further information or to provide feedback.