Our People

Our people enable the Silver Chain Group to deliver the quality of care for which we are known and justly proud. The compassion, dedication and thoughtfulness shown every day in dealing with our clients is the foundation of our values, behaviours and culture.

 2012/13 saw some wholesale initiatives designed to improve the direction and day-to-day working experience for our 3,016 staff and over 400 volunteers. These included:

  • Discovering and launching a new set of values to articulate clearly who we are as an organisation. Our people told us that the values of Care, Community, Integrity and Excellence were important to them.
  • Launching the first of a series of Leaders’ Forums, designed to bring our collective leadership team together and focus on building our leadership strengths and capabilities.
  • Developing a leadership signature; a statement about what leadership looks like at Silver Chain Group and the basis for our Leadership Development program. It is designed to be accessible to all staff.
  • Introducing My Journey – the first step in creating a culture of strong accountability for outcomes in a way that demonstrates our values. Phase one has seen a large portion of our organisation set goals which link to our four organisational strategies with a review period to follow. This allows alignment of goals to our business planning cycle, ensuring the deliverables we are working on are driving our pursuit of impact at an individual level.

Part of investing in our people means actively ensuring their health and wellbeing as they carry out their daily activities. Silver Chain Group took a few leaps forward in its Journey to Zero Harm last year, working collectively to produce some excellent results, including:

  • A 19% decrease in the Lost Time Injury Frequency Rate (LTIFR).
  • A 12% decrease in the number of workers compensation claims lodged.
  • A 30% decrease in claims costs, which in real terms means we saved over $700,000.
  • A 125% increase in hazard reporting.
  • A 5% increase in use of the Early Intervention Program.
  • A 10% decrease in the average cost of an Early Intervention case.
  • A slow but steady increase in participation in the Health and Wellbeing program.

Figures show a decrease in both the number and the severity of injuries, evidence that our safety culture is growing stronger and maturing.

We are in our third year of our Safety Leadership Program, which places the safety of our clients and staff at the fore and saw a large number of projects and initiatives rolled out across the organisation.

The Health and Wellbeing program was launched in South Australia,and we have Health and Safety representation in both Queensland and New South Wales. We are in the process of setting up our first national Occupational Health and Safety Committee to focus on the continual improvement of our health and safety performance and culture.