Individual Awards
- AWARD 1: Australian WHS Champion (CEO) of the Year
- Less than 1,000 employees
- Greater than or equal to 1,000 employees
- AWARD 2: Australian WHS Leader of the Year
- Less than 1,000 employees
- Greater than or equal to 1,000 employees
- AWARD 3: Australian WHS Emerging Leader of the Year
- AWARD 4: Australian HSR of the Year
- AWARD 5: Harold Greenwood Thomas Lifetime Achievement
ORGANISATIONAL / TEAM AWARDS
Award 1: Australian WHS Champion (CEO) of the Year
The Australian WHS Champion (CEO) of the Year Award recognises CEOs who have made an outstanding contribution to building workplace health & safety as a priority within their organisation – both role modelling excellence in workplace health & safety and championing workplace health & safety initiatives and programs in their organisations
Eligibility
CEO, Managing Director, Executive Director, or equivalent who hold the most senior role in their organisation.
There are two awards for this category:
- Australian WHS Champion (CEO) of the Year – Less than 1,000 employees
- Australian WHS Champion (CEO) of the Year – Greater than or equal to 1,000 employees
| Criteria | Suggested evidence |
|---|---|
| The applicant has been recognised for championing WHS programs and initiatives within the organisation. | Tertiary awards, reward and recognition programs, emails of acknowledgement etc. |
| The applicant has made a measurableimpact on maximising good WHS practicesand communicates and acts on outcomes | Participation on project teams/working parties/ committees/ boards, presentations at conferences/ events/education, along with evidence of improved health & safety performance |
| The applicant empowers all employees and role models excellence in personal and organisational leadership of WHS best practice. | Management roles, committee chair, community roles etc. |
| The applicant is committed to a cultural change approach to WHS where principals are embedded in the DNA of the organisation | Examples of how the applicant has embraced and driven cultural change |
| The applicant demonstrates personal credibility but also a point of view about the business. | References from colleagues, participation on taskforce, contribution to business wide/cross functional teams, demonstration of ethical behaviour, recognition as role model in the organisation. |
| The applicant demonstrates they have built deeply trusting and cooperative relationships with others. | Reference statements, 360 survey responses etc. |
| The applicant involves employees at all levels in seeking solutions in response to the need for change. | Evidence of employees engaged in discussion of issue/solutions i.e. minutes of restructuring committee, invitation to contribute, details of consultation process including who across the organisation has been involved i.e. representation on organisation chart, committee structures. |
Award 2: Australian WHS Leader of the Year
The Australian WHS Leader of the Year Award recognises WHS leaders who actively demonstrate exceptional WHS competencies and behaviours through their commitment to the profession and achievement of WHS outcomes that are effectively aligned to strategic outcomes.
Eligibility
This award is designed for WHS professionals who hold the most senior WHS position in the organisation or the most senior WHS position in a unit/division
There are two awards for this category:
- Australian WHS Leader of the Year – Less than 1,000 employee
- Australian WHS Leader – Greater than or equal to 1,000 employees
| Criteria | Suggested evidence |
|---|---|
| The applicant has been recognised for excellence in academic or career capacity | Tertiary awards, reward and recognition programs, academic transcripts, emails of acknowledgement etc. |
| The applicant has made a tangible contribution to the organisation or the wider business community. | Participation on project teams/working parties/ committees/ boards, presentations at conferences/ events/education, along with evidence of improved health & safety performance |
| The applicant empowers all employees and role models excellence in personal and organisational leadership of WHS best practice. | Examples of going above and beyond to motivate self and others, communication/sharing of goals/values/vision to others in the organisation, initiatives implemented.. |
| The applicant has demonstrated a passion for WHS through service to the profession | Membership/contribution/ representation of professional/industry association, education of students, presentations at industry events. |
| The applicant is ahead of the field in ideas and practices | Leadership of project/initiative teams, research undertaken into new practices/theories, training undertaken in new areas of the profession. |
| The applicant demonstrates personal credibility but also a point of view about the business. | References from colleagues, participation on taskforce, contribution to business wide/cross functional teams, demonstration of ethical behaviour, recognition as role model in the organisation. |
| The applicant demonstrates an understanding of strategy and how WHS will deliver strategy | WHS strategy documents demonstrating alignment/contribution to organisation strategy, evidence of participation/role in strategy setting. |
Award 3: Australian WHS Emerging Leader of the Year
The Australian WHS Emerging leader of the Year Award recognises WHS professionals who strive to demonstrate exceptional WHS competencies and behaviours through their commitment to the profession and achievement of WHS outcomes that are effectively aligned to business needs.
This award recognises that leaders influence others, commit to their own and others’ personal development, have strong ‘people building’ skills and see possibilities through the introduction of innovative practices.
Eligibility
This award is designed for WHS professionals who have a minimum of 5 years’ experience.
| Criteria | Suggested evidence |
|---|---|
| The applicant has been recognised for excellence in a career capacity. | Tertiary awards, reward and recognition programs, academic transcripts, emails of acknowledgement etc. |
| The applicant has made a tangible contribution to the organisation or the wider business community. | Participation on project teams/working parties/ committees/ boards, presentations at conferences/ events/education, along with evidence of improved health & safety performance |
| The applicants career demonstrates an upwards trajectory beyond the expected. | Resume, references, letters of commendation. |
| The applicant has demonstrated a capacity for leadership | Management roles, committee chair, community roles etc. |
| The applicant has demonstrated a passion for WHS through service to the profession | Membership / contribution / representation of professional / industry association, education of students, presentations at industry events. |
| The applicant is ahead of the field in ideas and practices | Leadership of project / initiative teams, research undertaken into new practices / theories, training undertaken in new areas of the profession. |
| The applicant demonstrates personal credibility but also a point of view about the business | References from colleagues, participation on taskforce, contribution to business wide / cross functional teams, demonstration of ethical behaviour, recognition as role model in the organisation. |
Award 4: Australian HSR of the Year
The Australian HSR of the Year Award recognises HSRs who have made a positive contribution through consultation and communication and who can demonstrate an ongoing commitment to workplace health & safety.
Eligibility
To be eligible for this award the applicant must be working/volunteering in a HSR role for an organisation/community association and be able to demonstrate how WHS is a part of their role and how they have worked at improving WHS. The applicant must have undertaken a legislative HSR qualification for the jurisdiction.
| Criteria | Suggested evidence |
|---|---|
| The applicant has made a tangible contribution to the organisation, and has demonstrated a passion for WHS | Participation on project teams / working parties / committees / presentations / education. Membership / contribution / representation of professional / industry association |
| The applicant involves employees at all levels in seeking suggestions and feedback relating to the problem people face and the proposed solution. | Evidence of employees engaged in discussion of issue/solutions i.e. minutes of committee, invitation to contribute. Details of consultation process including who across the organization has been involved i.e. representation on org chart, committee structures |
| The applicant demonstrates personal credibility and contribution but also a point of view about the business, as recognised by colleges and management. | References from colleagues or management, participation on taskforce, contribution to business wide/cross functional teams, demonstration of ethical behaviour, recognition as role model in the organisation. |
| The applicant demonstrates they have built deeply trusting and cooperative relationships with others. | Reference statements, 360 survey responses etc. |
| The applicant empowers all employees to achieve and develop through role modelling and organisations best practice. | Examples of going above and beyond to motivate self and others, communication/sharing of goals/values/vision to others in the organisation, initiatives implemented. |
Award 5: Harold Greenwood Thomas Lifetime Achievement
The Harold Greenwood Thomas Lifetime Achievement Award is the most prestigious award presented by the Australian Institute of Health & Safety and may be presented to an individual who has demonstrated outstanding contributions to the field of WHS throughout the course of their career, which has had significant impact on WHS outcomes in Australia.
Eligibility
- Individuals cannot self-nominate for this award
- All applications will normally be proposed and seconded by a current financial member of the AIHS, however other applications proposed and seconded by other respected members of the WHS community will also be considered.
Note: Service to the Institute is not a prerequisite but is viewed favorably when considering a candidate’s overall lifetime contribution to the field. Generally, a focus of the AIHS Board and College of Fellows in considering nominees for this award is on distinguished individuals who have made an outstanding long-term contribution over an extended period of their career that has produced a major impact across multiple workplaces. An award is not necessarily made in every year.
| Primary Criteria | Word Count |
|---|---|
| Demonstrate long term, outstanding and influential contribution to the profession in a specific or generalist area of Occupational Health and Safety (OHS) and Work Health and Safety (WHS), where their work has made a major impact on OHS/WHS outcomes in Australian workplaces. | 800 Words |
| Additional Criteria | Word Count |
|---|---|
| Can demonstrate long-term voluntary contribution to Health and Safety in or for Australian workplaces; and / o. | 300 Words |
| Can demonstrate long-term contribution to the work of the AIHS, and its aims and objectives; and / or | 300 Words |
| Can demonstrate long-term distinguished leadership roles in OHS/WHS that are recognized by peers; and / or | 300 Words |
| Can demonstrate development of significant new knowledge or practice which has contributed directly to healthier and safer Australian workplaces. | 300 Words |
Award 6: Australian WHS Team of the Year
The Australian WHS Team of the Year award recognises excellence in developing and implementing an innovative WHS Program that has improved/built a strong Health & Safety culture and has resulted in improvements in your organisation.
This award is designed for WHS Teams that demonstrate a collegial and synergistic approach to excellence in initiatives and strategies that facilitate positive change.
| Criteria | Suggested evidence |
|---|---|
| The program or initiative incorporates principles which are embedded in the DNA of the organisation. | Examples of cultural change programs, relating to the initiative i.e. how has the organisation introduced the initiative in a way that they are embraced by staff and become a way of life. |
| The program or initiative represents a new and creative approach to the challenge faced by the organisation | Details of how the initiative came about i.e. analysis and research, how the idea, concept, approach, or method underpinning the initiative is new to the organisation and how it solves a problem or enhances business performance. |
| The program or initiative has addressed the challenge, achieved the desired outcomes and/or positively impacted on the business | Evidence of improvements and outcomes identifiable as resulting from the program / initiative. Stakeholder surveys conducted pre /post. Budget implications of the initiative i.e. cost savings/increased revenue. Reporting on results i.e. board paper, newsletter. |
| The program or initiative and its impact or outcomes are sustainable and replicable for the organisation | Evidence of how the program or initiative will be repeated within the organisation i.e. planned rollouts, commitment within org strategy /budgets etc. |
| The team can demonstrate how it educates staff on WHS issues within the workplace | Examples of internal resources available which educate and empower employes to address WHS issues in the workplace |
| The initiative leads to the development and support of teams’ capacity and capability | Evidence may include team development exercises, team assessments, cross functional teams |
Award 7: Best WHS Health & Wellbeing Program
This Award recognises outstanding strategies and initiatives that promote and embed good health and wellbeing of the workforce.
These organisations can demonstrate their commitment to workforce health and wellbeing showing how they make it an organisational priority, and embed health and wellbeing in the organisational plans, policies and processes. They are also able to show the direct impact on the organisation and its business objectives and on the health and wellbeing of its employees.
| Criteria | Suggested evidence |
|---|---|
| Personal/professional wellbeing initiatives are a key component of the organisations WHS strategy | Evidence of initiative embedded in current/future WHS strategy. Details of budget and other resources committed to the initiative. Examples of the initiative being implemented i.e. Feedback from employees, activity schedules, communication. |
| The initiative represents a new and creative approach to the challenge faced by the organisation | Details of how the initiative came about i.e. analysis and research, how the idea, concept, approach, or method underpinning the initiative and how it solves a problem or enhances business performance. |
| The organisation demonstrates how it empowers staff to undertake positive health and wellbeing initiatives in the workplace. | Examples of activities, events, presentations that encourage participation in positive health and wellbeing activities. |
| The program or initiative incorporates principles which are embedded in the DNA of the organisation. | Examples of cultural change programs, relating to the initiative i.e. how has the organisation introduced the initiative in a way that they are embraced by staff and become a way of life. |
| The program or initiative is aligned with organisation purpose and addresses specific strategic or business goals of the organisation | Evidence of how the program is aligned to strategic/business goals/organisation purpose i.e. organisational strategy, specific business goals, meeting minutes |
| The program or initiative has addressed the challenge, achieved the desired outcomes and/or positively impacted on the business | Evidence of improvements and outcomes identifiable as resulting from the program/initiative Stakeholder surveys conducted pre/post. Budget implications of the initiative i.e. cost savings/increased revenue Reporting on results i.e. board paper, newsletter |
Award 8: Best WHS Learning & Professional Development Program
This Award recognises outstanding WHS learning and professional development initiatives, programs and or strategies that have been implemented by the organisation to develop its current and future WHS employees and to effectively equip them to achieve the organisations WHS objectives.
These organisations can demonstrate how the development of their WHS team effectively builds WHS capability, drives business performance and prepares both the WHS employees and the organisation for the future.
| Criteria | Suggested evidence |
|---|---|
| The initiative has led to increased engagement and productivity in the workplace. | Demonstrated increase in productivity/engagement that can be linked to the initiative. |
| The initiative is driven and/or supported from the top and senior management is involved in setting priorities for development initiatives and has direct involvement in the initiative. | Evidence of involvement of senior management as sponsors, mentors, participants etc. Evidence includes statements from the CEO, Board or senior WHS management supporting the initiative. |
| The initiative contributes to the cultural evolution of the organisation and has the potential to contribute to WHS development at different levels in the organisation. | Examples of cultural change programs, relating to the initiative, i.e. how has the organisation introduced the initiative in a way that it is embedded in the workplace culture and embraced by staff. |
| The initiative forms part of a focused, branded and organised framework of development opportunities which aligns with other WHS talent management activities such as succession planning, performance appraisal and promotion. | Evidence might include an overall WHS talent strategy, succession plans incorporating reference to the various WHS talent development initiatives, internal capability frameworks along with development plans etc. |
| The professional development program or initiative represents a new and creative approach to the challenge faced by the organisation | Details of how the initiative came about i.e. analysis and research, how the idea, concept, approach, or method underpinning the initiative is new to the organisation and how it enhances capability and business performance. |
| The program or initiative and its impact or outcomes are sustainable and replicable for the organisation | Evidence of how the program or initiative will be repeated within the organisation i.e. planned rollouts to other sites, ongoing scheduled activity, commitment within organisational strategy/budgets. |
| The program or initiative is aligned with organisation purpose and addresses specific strategic or business goals of the organisation | Details of how the initiative came about i.e. analysis and research, how the idea, concept, approach, or method underpinning the initiative is new to the organisation and how it enhances capability and business performance. |
Award 9: Best WHS Technology Initiative
The Best WHS Technology Initiative Award recognises the outstanding use of technology solutions to connect and empower employees to address WHS challenges and achieve positive outcomes.
The award focusses on the ways in which organisations use technology to solve WHS problems and connect and empower key stakeholder groups.
This award enables organisations and their WHS technology providers to partner in submitting an application in this category.
| Criteria | Suggested evidence |
|---|---|
| The organisation involves its employees at all levels in seeking suggestions and feedback relating to the people problem faced and the proposed technology solution. | Evidence of employees engaged in discussion of issue/solutions i.e. minutes of committee, invitation to contribute Details of consultation process including who across the organisation has been involved i.e. representation on organisation chart, committee structures. |
| The technology solution empowers employees to be more creative, innovative, and collaborative within their roles, their teams and across the organisation. | Evidence could include examples if employees generating ideas, working together, and focusing on WHS continuous improvement as a result of the technology solution. Comments made from employees that have been |
| The technology solution enhances communication processes within the organisation in line with addressing the WHS challenge. | Evidence of improved or increased communication channels between key stakeholders. |
| Evidence that the organisation measures the impact of the technology solution and uses the metrics for assessment of ROI and improvement. | Metrics utilised i.e. engagement scores, dedicated assessments etc. |
| The initiative is based on/incorporates a new approach to addressing the specific challenge the organisation is facing. | Details of how the initiative came about, e.g. analysis and research conducted, and how the idea, concept, approach or method underpinning the initiative is new to the organisation and how it solves a problem and/or enhances business performance. |
| The program or initiative is aligned with organisational purpose and addresses WHS strategic or business goals of the organisation. | Evidence of how program is aligned to strategic/business goals/organisational purpose i.e. WHS strategy, specific goals, meeting minutes. |
| The program or initiative is aligned with organisation purpose and addresses specific strategic or business goals of the organisation | Evidence of how the program is aligned to strategic/business goals/organisation purpose. |
| The outcomes achieved are sustainable and/or replicable. | Evidence that initiative is being rolled out in other locations/areas of the organisation i.e. implementation plan/scheduling Plans for ongoing use of the initiative i.e. implementation plan/schedule, training, expansion plans. Results of repeated implementation of initiative i.e |
| The program or initiative has addressed the challenge, achieved the desired outcomes and/or positively impacted on the business. | Evidence of improvements and outcomes identifiable as resulting from the program/initiative. Stakeholder surveys conducted pre/post initiative being introduced i.e. climate survey results, engagement survey results, survey specifically relating to initiative Budget implications of initiative i.e. cost savings/increased revenue as a result of initiative. Reporting on initiative results to employees/Board etc. i.e. board paper, newsletter. |