Document 1
Code of Conduct
Introduction
Everyone who works for ACC has an important role to play in making sure we achieve our
vision that ‘ACC creates a unique partnership with every New Zealander, improving their
quality of life by minimising the incidence and impact of injury.’
How we go about our business is as important as what we deliver. As a Crown entity, ACC
is part of the State Sector and contributes to building the trust and confidence of citizens in
the institutions of government.
Al  State Sector organisations are expected to work with a spirit of service to the
community, to make our services accessible and effective to those who need them, and to
strive to make a positive difference to the wellbeing of New Zealanders. Our actions and
behaviours must be consistent with these expectations at all times.
ACC is charged with the implementation of the Accident Compensation Act 2001. The
Corporation’s reputation and standing is largely determined by public perception of
employee conduct.
Al  ACC employees and contractors are expected to maintain the highest standards of
integrity, discretion and ethical conduct when performing duties or representing the
Corporation in any way.
This code of conduct sets the required standards of conduct for all ACC employees, to
enable us to meet the expectations placed upon us as a Crown Entity. These standards are
based on the standards that apply to all State Servants, detailed in the State Services
Standard of Integrity and Conduct (external link).
The Code of Conduct:
  can be used to provide coaching on appropriate conduct
  enables recognition of those who model the desired standard of conduct
  reflects and reinforces the ACC values, in particular, the standards of integrity required
  outlines inappropriate behaviour and its consequences.
Everyone who works for ACC must read, understand and follow our Code of Conduct. Al
employees are required to undertake a code of conduct elearning module when they join
ACC. Talk to your manager if you have any concerns about what might be considered
unacceptable behaviour, or before you take a course of action that you are not entirely sure
falls within the bounds of acceptable behaviour.
If you believe someone in ACC is acting unethical y or has been involved in serious
wrongdoing you should report this confidential y through OKtoSay – and receive protection
under the Protected Disclosure Act. For more information go to Make a protected
disclosure.
Expectations of all employees
You are expected to exercise good judgement to determine what action to take in a given
situation. Your actions need to be able to withstand scrutiny from internal and external
parties. Our behaviour and actions must be seen to be fair, impartial, responsible and
trustworthy at all times.
In order to achieve the high standards of behaviour expected of us, as an employee or
contractor you must:

1.  Be honest and act with integrity in all aspects of your employment (eg in your work with
clients and levy payers, with regard to work attendance, requests for financial
reimbursement, use of sick leave etc).
2.  Respect the rights of others by:
  treating others fairly, courteously and without discrimination or harassment
  upholding the rights of clients, as specified in the Code of ACC Claimants’ Rights
  being respectful of, and responsive to, all cultures, values and beliefs, particularly
Māori and those of ethnic or minority groups
  promoting the principles of Equal Employment Opportunities.
Refer to the equal opportunities in employment policy, bul ying and harassment policy, and
Code of ACC Claimant’s rights (16KB), see also Working with the Code of ACC Claimants'
Rights in CHIPS.

3.  Perform your duties to the best of your ability by:
  ensuring your primary role as an ACC employee takes precedence over any
secondary interests, commitments, values or beliefs you personally hold, and
declare any potential for a conflict of interest immediately
  showing commitment to a high quality of work performed in a manner consistent
with the ACC WorkSAFE policies
  complying with all ACC policies, processes and standards
  modelling and demonstrating our values of:
  People before process
  Safe kiwis
  Good partners
  Fair and open
  Responsible stewards.
These organisational values underpin decisions about what we do, how we operate and
behave.
  complying with the code of any professional body that you are registered or affiliated
with, where this impacts upon your work with ACC
  showing initiative and being creative in resolving problems, seeking improved
productivity and identifying opportunities for improvement
  making decisions appropriate to your role and being responsible for those decisions
and the actions that result from them
  being supportive of changes made by the Corporation, as change is necessary for
ACC's success
  being supportive of your colleagues and accepting your responsibilities as a team
member
  making sure you manage your personal and workplace relationships appropriately so
they do not adversely affect the way you do your work.
Refer to the Conflict of interest policy, Health and safety policy, Delegations Manual, and
Taking leave policy.

4.  Uphold the reputation and standing of ACC by:
  acting with integrity in any personal dealings you may have with ACC as a client
  obtaining your manager’s approval before commencing any activity, business
interest or employment that has the potential to conflict with ACC business (eg
acting as an advocate for a client, undertaking secondary employment)
  ensuring your behaviour in relation to gifts and gratuities and managing contracts
and purchasing does not compromise (or appear to compromise) your personal
integrity or the Corporation
  maintaining the same standard of behaviour, as if you were at work, when travelling
on Corporation business or in situations where you could be perceived as a
representative of ACC
  having a professional standard of dress
  forwarding any media enquiries to the Media team, who wil  advise you on how the
query is to be handled
  behaving in a manner that wil  not bring ACC into disrepute
  advising your manager if convictions or charges are laid against you whilst working
for ACC
  maintaining appropriate boundaries and relationships with clients and the people
that you work with.
Refer to the dress code, conflict of interest policy, procurement policy, sensitive expenditure
policy, media policy, and social media policy.

5.  Act in a politically neutral manner by ensuring:
  that your behaviour maintains Ministerial and public confidence in the impartiality of
advice given and actions taken
  your individual comments do not compromise either the Corporation or the Minister
(eg stating or implying your personal view on an issue is the Corporation’s view)
  your participation in political matters does not bring you into conflict or the
appearance of conflict with your duty to act in a politically neutral manner.
Refer to the State Services Standard of Integrity and Conduct, conflict of interest policy, and
social media policy.

6.  Use ACC information and property appropriately by:
  being responsible for the security and confidentiality of all information that you deal
with during your employment with ACC
  using financial and non-financial information gathered by ACC and your knowledge
of ACC’s systems and processes only to perform the Corporation’s business
  treating all ACC assets with care and respect
  taking all reasonable steps to protect client privacy
  reporting any actual or potential privacy breach immediately to your manager.
Refer to the privacy policy, social media policy, information security policies, fraud policy,

and internet access, email and instant messaging policy.

7.  Act within the law (in particular Accident Compensation Act 2001, Official Information
Act 1982, Privacy Act 1993, Health Information Privacy Code 1994, Human Rights Act
1993, Employment Relations Act 2000 but including any other relevant legislation).
Additional expectations for managers
Managers are representatives of ACC both when dealing with external customers or
stakeholders, and when dealing with internal employees and contractors.
Managers have a lead role in establishing and promoting our expected standards of
behaviour and integrity. Managers are expected to consider their behaviour, actions and
decisions in terms of the expectation to be fair, impartial, trustworthy and responsible at all
times.
As a manager you are expected to:
  manage employees in line with the Code of Conduct, and other ACC policies,
processes, standards and systems in place to support you as a manager (eg coaching
programme, performance management processes)
  lead, model and promote the expected standards of behaviour and integrity within the
Code of Conduct and other internal policies and processes, providing employees with
education on these where needed
  represent ACC positively when interacting with staff, and deliver our policies, changes,
initiatives or decisions in a manner consistent with ACC’s intentions
  take ultimate responsibility for work quality, actions and decisions of employees in your
team
  manage within your capabilities and take ownership of your own development and that
of your team
  manage within the delegated authorities framework as specified in the Delegations
Manual.
Misconduct and serious misconduct
Behaviour or actions that are investigated and found to be in breach of the Code of Conduct
may result in disciplinary action. In all instances the discipline and dismissal procedures on
The Sauce, will be followed and the employee wil  have an opportunity to provide an
explanation for their actions or behaviours and have the right of representation.
The action taken will depend on the severity of the breach:
  Breaches of the Code of Conduct that are deemed 'misconduct' may lead to
disciplinary action up to and including a final warning.
  Breaches of the Code of Conduct that are deemed 'serious misconduct' may lead to
disciplinary action up to and including summary dismissal. Summary dismissal is
termination of employment without notice or prior warnings.
  If any breaches normally considered to be misconduct are very serious or repeated,
these may be deemed serious misconduct and could result in disciplinary action up to
and including summary dismissal.
Misconduct
The lists below of actions considered to be misconduct or serious misconduct are intended
as a guide for employees, and are examples only. They do not constitute an exhaustive list
of breaches of the Code of Conduct. Talk to your manager if you have any concerns about

what might be considered unacceptable behaviour or before you take a course of action
that you are not entirely sure falls within the bounds of acceptable behaviour.

Examples of misconduct include:
  any act of negligence injuring the Corporation
  disobeying a lawful and reasonable instruction from a manager
  failure to meet the standards of performance and behaviour expected of ACC
employees
  inappropriate behaviour or relationships
  any action which may in any way damage the relationship of trust and confidence
between ACC and government, other agencies or the community
  allowing unauthorised access to, or disclosure of, any matter or information in relation
to ACC business
  misuse of ACC internet and/or email systems
  absence from duty or place of work without proper reason or authorisation, repeated
lateness for work, or repeated absenteeism without just cause
  failure to comply with any ACC policy or procedural requirements
  any behaviour of a similar type.

Serious misconduct
Examples of serious misconduct include:
  dishonesty of any kind
  theft
  fraud against ACC or a claimant
  handling a claim relating to oneself, a relative, acquaintance or friend without the
express approval of the manager, or taking a role as an advocate for a client without
approval
  corruption – accepting a bribe, inducement, reward or gift, or complying with a request
or threat to use your position to provide a benefit to any person or third party, which
has the effect of allowing inappropriate activity or compromising the impartial
performance of your duties.
  failure to declare any activity, business interest or employment that has the potential to
conflict with ACC business
  accessing ACC information relating to family, friends, acquaintances or clients without
legitimate cause
  criminal conviction, leading to imprisonment or adversely affecting your ability to carry
out your work. Offences generally considered unacceptable are outlined in the
Screening for Criminal Convictions policy (56KB) but wil  be determined according to
the nature of the employee’s role
  misuse or unauthorised possession or sharing of ACC property and/or information (eg
misuse of financial information or client information)
  harassment of anyone you work with (eg client, employee, contractor)
  abusive or discriminatory statements or practices

  fighting with, assaulting or abusing another person
  drug, alcohol or substance abuse during working hours or work performance affected
by drug, alcohol or substance abuse
  dangerous or unsafe work practices, including non-compliance with ACC WorkSAFE
and health and safety legislation
  any act that has the potential to bring ACC into disrepute
  significant failure to comply with any ACC policy or procedural requirements
  any behaviour of a similar type to those mentioned above.
Accountabilities
The Chief Talent Officer is responsible for ensuring organisational controls are in place in
support of this policy.

Contact for information
HR Help

Note:
This version of the ACC employee code of conduct came into force on 30 November
2012.

Document 2
Make a protected disclosure
Report something that you think is wrong and understand what protection you'l  get
under the Protected Disclosures Act.
Make a protected disclosure using OK2Say
If you, as an ACC employee, know or suspect a serious wrongdoing has occurred (or is
occurring), follow this procedure to make a confidential and protected disclosure using
the external service provided to us by Deloitte called OK2Say:
1.  Read the protected disclosure policy.
2.  Gather together as much information as possible for the report, eg:
  name/s of person/people involved
  name/s of any witnesses
  date, time and location of the suspected wrongdoing
  details of any proof
  money or assets involved
  how often the suspected wrongdoing has happened.
3.  Decide on what method of reporting you want to use:
  Phone: 0800 OK 2 Say (0800 652 729)
  Al  calls to the OK2Say hotline are handled by an independent call centre
operator provided by Deloitte.
  Your call is not recorded, and there is no caller ID to identify your phone
number or where you are calling from.
  Email: [email address]
Your email address will not be supplied to us (ie ACC) without your consent –
remember your identity and email may not be secure or confidential as email
records are accessible by others (including us if you are reporting the
wrongdoing using your ACC email address).
  Internet:
Go to www.OK2Say.deloitte.com.au and enter:
  Username: ACC
  Password: ok2say# (password is case sensitive)
  Post (free post):
The Whistleblower Service
PO Box 912028
Victoria Street West
Auckland
1142
Other methods of reporting and when to use them
Direct contact with ACC's Company Disclosures Officer
You can choose to meet in person, telephone or email the Company Disclosures
Officer instead of using the OK2Say service.
Choosing the direct contact option means absolute anonymity is not possible, since the
Company Disclosures Officer wil  know your identity (although the issue will be handled
with the same level of confidentiality as if it were reported through the external OK2Say
service).

Direct contact with the Chief Executive (in limited circumstances)
You can make protected disclosure directly to the Chief Executive if you suspect that
either that the Company Disclosures Officer is:
  involved in the suspected serious wrongdoing
  not an appropriate person to receive the notification because of a relationship or
association with a person who is, or may be, involved in the serious wrongdoing.
In these circumstances, the Chief Executive is responsible to act as the Company
Disclosures Officer and wil  have the same obligations following receipt of a notification
of serious wrongdoing.
Direct contact with the external authorities (in limited circumstances)
A protected disclosure may be made directly to an external authority (such as the Police,
Office of the Auditor-General, Serious Fraud Office, Ombudsman, or Solicitor-General,
but excluding a Member of Parliament or Minister of the Crown) if you have reasonable
grounds for believing that:
  the Chief Executive is, or may be, involved in the suspected serious wrongdoing
  immediate reference to the external authority is justified due to the urgency of the
matter (or there are other exceptional circumstances)
  after 20 working days of reporting the serious wrongdoing there has been no action
or recommended action on the matter to which the disclosure relates.
Direct contact with the ACC Minister or Ombudsmen (in limited circumstances)
A protected disclosure may be made to the ACC Minister or an Ombudsman if you:
  have already made substantially the same disclosure in accordance with the
policy and guidelines, or to the Chief Executive or external authorities (if applicable);
and
  have reasonable grounds for believing that the previous report has not been dealt
with appropriately; and
  continue to have reasonable grounds for believing that the information disclosed is
true (or likely to be true).
Confidentiality when making a disclosure
When you report wrongdoing it's dealt with by the Company Disclosures Officer and
Disclosures Committee on a strictly confidential basis (whether or not they are protected
disclosures under the Protected Disclosures Act), subject to applicable law.
Al  ACC employees who are involved in or become aware of an inquiry into suspected
wrongdoing must keep the details and results of any inquiry confidential.
When you make a disclosure of serious wrongdoing, the Act provides you with the
following protections:
  You may have a personal grievance if you face retaliation or dismissal.
  You may have immunity from civil and criminal proceedings.
  Your disclosure will be confidential – but we may not able to maintain confidentiality
if the information you hold is essential:
  to the effective investigation of the allegations (ie the information you provide is vital
for proving or disproving the allegation)
  for preventing serious harm to public health or public safety or the environment
  in regard to the principles of natural justice (external link).
If for these reasons we can't maintain confidentiality we wil  contact you as soon as
possible.
What happens after you've reported serious wrongdoing
1.  Al  serious wrongdoing reports go the Company Disclosures Officer within one
working day of receipt.

2.  The Company Disclosures Officer refers the report to the Disclosures Committee – if
there is an immediate threat or danger to a person or property, then they wil  refer
the matter immediately to the Police.
3.  If you've identified yourself, you'l  receive an acknowledgement of your report from
the Company Disclosures Officer, setting out the next steps and the available
options under the Protected Disclosures Act 2000.
4.  The Disclosures Committee hold an inquiry and prepares a report. It holds the
findings, recommendations, responses to allegations, together with an assessment
of the allegations and recommended next steps.
5.  The report will be supplied to you – with as much information as allowed under the
Privacy Act – if you have provided your name.
6.  If the Disclosures Committee finds that serious wrongdoing has taken place, it
decides on whether to:
  make a recommendation to the Chief Executive for a decision – and if the
wrongdoing involves the Company Disclosures Officer or Chief Executive – the
Board Chair
  refer the case to law enforcement or other external agency, eg Police, the
Serious Fraud Office, or the Office of the Auditor General, if applicable
  refer the case to Human Resources and/or the serious wrongdoer's manager for
disciplinary action.

Protected disclosure policy
Policy statement
ACC wil  encourage and enable employees to raise concerns about serious wrongdoing.
Objective
This policy aims to:
  encourage ACC employees to raise concerns about serious wrongdoing at work
  set standards to enable and protect employees who disclose information (protected
disclosure) about serious wrongdoing.
Scope
This policy applies to all ACC employees working on behalf of ACC.
Policy standards
ACC wil :
  treat all the details of any inquiry into suspected serious wrongdoing as strictly
confidential
  protect employees who disclose information in good faith about a suspected serious
wrongdoing
  maintain and promote procedures for receiving, assessing and managing
disclosures of serious wrongdoing
  have a primary point of contact for disclosures of serious wrongdoing
  maintain a Disclosure Committee who regularly meet to investigate and action
disclosures raised.
Al  ACC employees are encouraged to:
  report all incidence of suspected serious wrongdoing, and
  treat the details of any inquiry into suspected serious wrongdoing as strictly
confidential.
Accountabilities
The Head of Integrity Services has overall responsibility and accountability for the
implementation of this policy.
Responsibilities
The Chief Governance & Strategy Officer wil  act as the Company Disclosures Officer
and Chair of the Disclosure Committee.
The Company Disclosures Officer wil  be the point of contact for disclosures of serious
wrongdoing. He or she wil  handle the collection of information and coordination with the
disclosure committee.
Breaches of policy
Complying with all policies and procedures is an expectation outlined in the Code of
Conduct. Behaviour or actions that are investigated and found to be in breach of the
Code of Conduct may result in disciplinary action. For further information, go to:
Code of Conduct
Contacts
The Integrity Investigations Manager is the point of contact regarding issues of
interpretation or management of this policy.

Document 3
Health and safety policy
Policy statement
The health and safety policy sets out the standards that support the development, delivery,
monitoring and review of ACC’s safety system.
ACC is committed to being a leader in health and safety in New Zealand. This means
having a strong safety culture in the workplace, focussing on prevention of injury and
il ness, providing high quality injury management and continuously improving ACC’s health
and safety system.
ACC is committed to providing and maintaining healthy and safe environments for all ACC
workers and other workers it influences or directs. It recognises the importance of
maintaining safe workplaces not only for its workers but to customers, visitors and the
general public.
Objective
This policy aims to promote high standards of health and safety and to ensure compliance
and regulations to make our environments and those we have influence over injury free.
Scope
This policy relates to all ACC staff, and people ACC has influence over such as contractors,
third parties to the extent of our influence, and visitors.
ACC safety system overview
An overview of ACC’s safety system is detailed in below and shows how key aspects of the
safety system work together to achieve strategic objectives for health and safety as
delivered through this policy:

Policy standards
Everyone knows what their health and safety responsibilities and duties are
Al  staff, contractors, third parties and visitors must actively maintain safe work behaviours
and report incidents, hazards and near misses. Information, guidelines, supervision and
training programmes are provided for workers and other people on our premises or
otherwise within our control. This will reinforce safe behaviours, ensure health and safety
hazards are identified, understood and managed effectively to remove or reduce risks to
health and safety.
People managers keep staff healthy and safe in their working environment
People manager create an environment where health, safety and wellbeing is always
present in team thinking, discussion and decision making. They communicate expectations
with staff, monitor compliance, investigate incidents and act on the learnings.
The executive members exercise leadership in health and safety
Executive members ensure that ACC complies with its health and safety duties and
obligations. They ensure systems and processes are in place to protect the health and
safety of all staff, contractors, third parties, visitors, and other people involved in ACC’s
work activities.
Safety systems and procedures are user friendly, functional, integrated, visible and
valued
To enable this to happen, ACC wil  ensure:
  systems and procedures are easy to understand and accessible to all
  continuous improvement of our safety system.
Health and safety best practice is embedded in all our business decisions and operations,
including business processes, standards, products, procurement and investment practices,
programmes and projects.
Effective management of hazards and reduction of health and safety risks
We will be good partners
We work together with other persons conducting a business or undertaking (PCBU) to
confirm work undertaken does not pose risks to people’s health and safety. We do this by
consulting, co-operating and co-ordinating our activities with other persons conducting a
business or undertaking to meet shared responsibilities in regard to the health and safety of
their workers.  This includes for:
  procurement, third party providers managed through ACC’s supply chain,
keeping  workers safe and healthy on our premises or otherwise within our control, and
when providing services to our clients.
  investments, due diligence needs to be conducted to determine ACC’s duties as a
PCBU for investment arrangements. This wil  determine:
  (i) whether ACC’s investment arrangements give ACC management or control of a
workplace, and if it does the extent of that influence and control over health and
safety matters
  (i ) where other PCBUs are involved and their level of influence and control over
health and safety matters.
Promote engagement through worker and union participation and consultation to
improve health and safety outcomes
ACC wil  promote engagement and participation through health and safety committees and
other forums as appropriate. A worker participation agreement defines the terms of an
agreed system for worker participation and co-operation between ACC, workers and their

unions to improve health and safety in the workplace and facilitate implementation of a
continuously improving health and safety system and high quality injury management.
Governance structures, assurance processes and reporting frameworks are in place
to monitor compliance to health and safety policy
This wil  be achieved by:
  keeping staff safe, enabling them to arrive home in the same mental and physical
condition that they left for work. The same applies to people ACC has influence over
such as clients, providers and contracted parties to the extent of our influence. This
includes ACC’s investment arrangements.
  ensuring staff and people ACC have influence over are equipped with the tools,
knowledge, understanding and environment to achieve this
  ACC’s role and mandate, contributing to system-wide improvements in workplace
health and safety
  compliance with workplace legislative obligations including relevant New Zealand
standards and codes of practice.
Accountabilities
Board responsibility for health and safety is set out in the ACC Board Governance Manual.
This acknowledges that the Board plays a lead role in promoting and achieving the ACC
vision of making our environments and those we have influence over injury-free.
At a high level, the Board is responsible for four key elements in the governance of health
and safety, which is aligned to the Institute of Directors Good Governance Practices
Guideline for Managing Health and Safety Risks. The aspects of this policy that support the
four key elements are: (1) Policy and Planning – Policy statement, objective, scope and
accountabilities; (2) Delivery – ACC safety system overview, policy standards and
responsibilities; (3) Monitoring and (4) Reviewing – Monitoring and oversight through the
three lines of defence model.
The Chief Executive is accountable to the Board for implementing the health and safety and
policy, and for aligning other strategies with the strategic direction for health and safety.
Each Executive member has specific health and safety accountabilities within their
business area. This includes effective implementation of the safety system across staff and
third party work activities to ensure compliance with health and safetylegislation and
regulations is maintained.
The Chief Talent Officer, on behalf of the Chief Executive, has accountability for the
operational implementation of this policy.
Responsibilities
Al  ACC staff are collectively responsible for health and safety at ACC:
  Executive members are responsible for modelling safety leadership behaviours and
ensuring that health and safety policies and practices are integrated into all aspects of
ACC business practice. They must ensure a high level of health and safety
performance is maintained and that adequate resourcing is provided for effective
management of staff and third party injuries and illnesses.
  People managers are responsible for complying with the requirements of this policy
and creating an environment where health and safety is always present in team
thinking, discussion, and decision-making. They must communicate expectations with
staff, monitor compliance, ensure accurate reporting, recording and investigation of
workplace incidents and support the return to work of injured employees. People
managers are responsible for 'setting the standard' for health and safety in the
workplace.

  Every employee must take reasonable care for his or her own health and safety, and
that his or her acts or omissions do not adversely affect the health and safety of other
persons. Employees must comply with any reasonable instruction that is given by ACC
to allow ACC to comply with health and safety legislation, and also co-operate with any
policy or procedure of ACC relating to health or safety at the workplace. This includes
actively maintaining safe work behaviours, identifying risks and hazards, and reporting
all incidents and near hits.
  The National Manager Health, Safety and Security, on behalf of the Chief Talent
Officer, is responsible for developing and implementing the safety system, and
ensuring that operational measures and monitoring is in place to support this policy.

Al  ACC staff participate in health and safety:
  Al  employees are encouraged to contribute to continuous improvement by raising
issues, generating ideas, and participating in the system development, implementation,
monitoring and review.
  Representatives of management, staff and unions who serve on health and safety
committees discharge their duties in accordance with the terms of reference for Health
and Safety Committees, which operate at an organisational, regional and local level.
  The health and safety committee structure provides a way for employees to participate
in matters of health and safety in the workplace that affect them, and to participate
effectively in improving health and safety.
  The Organisational Health and Safety Committee, chaired by the Chief Talent Officer,
is responsible for the annual review of ACC’s safety system and the planning and
monitoring of improvement initiatives.

Monitoring and oversight
ACC’s safety system has been established to comply with the:
  audit standard requirements of the Accredited Employer Programme
  health and safety legislation, regulations and good practice guidance.

The monitoring and oversight of the safety system follows the three lines of defence
assurance model to provide assurance that staff and third-party health and safety risks are
being managed effectively under different situations.

First line of defence
Embedding health and safety responsibilities in the business; regular health and safety
training and updates; monitoring and reporting; travel, managing risky clients, building
safety and security, health initiatives

Second line of defence
Annual health and safety management review of the safety system, undertaken by the
Organisational Health and Safety Committee, as part of the health and safety due diligence
process. This review assesses how ACC is tracking against the ACC Health and Safety
Strategy.

Annual health and safety due diligence report to the Executive Team and Board for an in-
depth review of health and safety performance, maturity of our safety culture, progress
against strategic objectives and milestones, and approval of the health and safety action
plan for each financial year.

Monthly reporting by the Chief Talent Officer to the Executive Team and Board to monitor
health and safety performance, and progress against the health and safety action plan.

Third line of defence
Annual assessment by an independent auditor of ACC’s safety system against the
Accredited Employer Programme requirements as a condition of participation in the
incentive programme

ACC Assurance Services schedule of continuous assurance activities for health and safety

External safety system audits and reviews as requested by the Executive Team or Board
(eg participation in the WorkSafe Safety Star Rating Scheme)

Breaches of policy
Complying with all policies and procedures is a requirement outlined in the Code of
Conduct. Behaviour or actions that are investigated and found to be in breach of the Code
of Conduct may result in disciplinary action. Refer to Code of Conduct for further
information.

Contacts
The Health, Safety and Security Team can be contacted in relation to any queries regarding
this policy:Health, Safety and Security Team

Supporting procedures and guides
  ACC Guide to embedding health and safety best practice (584KB)
  Health and safety guidelines:
  ACC’s Health and Safety Commitment
  Planning, review and evaluation
  Hazard management
  Health and safety training
  Incident reporting, recording and investigation
  Employee participation
  Emergency planning and readiness
  Contractor management
  Staff claims and rehabilitation
  Worker participation agreement
  Terms of reference for health and safety committees (1MB)
  Safe Kiwis health and safety toolkit for people managers (1MB)
  Safe Kiwis health and safety representative toolkit (733KB)
  The Sauce how to pages:
  Make an injury claim when you're an ACC employee
  Deal with stress
  Safe Kiwis: Dealing with aggressive/dangerous clients
  Avoid injury
  Deal with emergencies
  Ensure your security
  Family violence and ACC’s guiding policies

Supporting policies
  Building security policy
  Worksafe building security policy
  Smoke free policy
 Staff injury claims policy:
  Staff claims and rehabilitation
  Staff responsibilities during the work-related injury claim process
  Staff responsibilities for non-work staff injury claims
  What to do when I am injured (509KB)
  Sort out a problem with your staff injury claim

Document Outline