SECTION 2 — GENERAL INTERNAL POLICIES

2.1.  Board Governance Policy

This policy outlines the roles and responsibilities of the board of directors, including decision-making authority, meeting obligations, director duties, and accountability to members. It ensures the board operates in accordance with the CATSI Act and the corporation's rule book.

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2.2.  Code of Conduct

The Code of Conduct sets standards for ethical behaviour and responsibilities of directors, employees, and members. It addresses issues such as confidentiality, integrity, accountability, and respect — including respectful and culturally appropriate conduct in all interactions.

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2.3.  Communication Policy

This policy sets out how Wilinggin staff and members communicate with each other. It recognises that not all staff and members have telephone access or established email accounts, and identifies approved communication channels including in-person meetings, two-way radio, social media (where appropriate), and designated community liaisons.

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2.4.  Conflict of Interest Policy

This policy defines what a conflict of interest is and how it should be managed. It includes procedures for directors and staff to declare conflicts before meetings and during decision-making, and sets out how the corporation will address and document declared conflicts.

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2.5.  Financial Management Policy

This policy describes how financial records are maintained, monitored, and reported. It covers budgeting, financial reporting, and internal controls to prevent fraud, including authorisation requirements for expenditure and the segregation of financial duties.

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2.6.  Meeting Procedure

This procedure details how to conduct board meetings, Annual General Meetings (AGMs), and other member meetings. It covers notice requirements, quorum, voting procedures, minute-taking, and how motions are moved and recorded.

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2.7.  Training and Development Policy

This policy outlines how directors, managers, and staff receive ongoing and quality training. It includes ensuring everyone is informed about their roles and responsibilities and any relevant changes in the law, and supports two-way governance by incorporating both corporate and cultural governance learning.

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2.8.  Staff Timesheet Policy (Tanda)

All staff are required to record their working hours using the Tanda online timekeeping system. Staff must clock on at the commencement of work each morning and clock off at the end of each day. Accurate timekeeping is required for payroll processing and compliance with employment obligations.

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2.9.  Conflict Resolution Policy

This policy provides a structured process for resolving workplace disputes and member grievances in a fair, timely, and culturally appropriate manner. It outlines steps for informal resolution first, escalation to management, and where necessary, referral to the CATSI Act dispute resolution process or an independent mediator.

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2.10.  Free, Prior and Informed Consent (FPIC) Policy

This policy ensures that Aboriginal and Torres Strait Islander peoples whose rights or interests may be affected by a decision have the right to give or withhold their free, prior, and informed consent. It applies to decisions affecting land, culture, resources, and community partnerships, and sets out how consent is sought, documented, and respected.
 

2.11.  Computer and IT Use Policy

All working documents are stored on a shared drive that syncs to the organisation's server. Staff must save documents to the designated shared drive folders and not store working files locally. This policy also covers acceptable internet use, data security, password management, and confidentiality of organisation and client information.

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2.12.  Premises Access Policy

This policy sets out who may access the organisation's premises during and outside of normal business hours. It defines key holder responsibilities, after-hours access procedures, visitor sign-in requirements, and security protocols to protect staff, members, and organisational assets.

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2.13.  Drugs and Alcohol Policy

All staff are required to attend work sober and free from the influence of alcohol or illicit drugs. Staff must not consume alcohol or use non-prescription drugs during work hours or on work premises. This policy outlines the organisation's approach to supporting staff with substance concerns, and the disciplinary consequences of presenting to work impaired.

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  SECTION 3 — EMERGENCY & SAFETY PROCEDURES (OFFICE)

3.1.  Emergency Contact and Evacuation Procedure

This procedure identifies emergency contacts, evacuation routes, and assembly points for the office. All staff must be aware of evacuation procedures and the location of emergency exits. The procedure must also note that a defibrillator (AED) and first aid officer are currently not on-site, and sets out the interim arrangements — including the nearest first aid-equipped facility and emergency services contact numbers.

[To develop: urgently address the absence of a defibrillator and first aid officer — identify procurement options, nearest AED location, and interim coverage arrangements]

3.2.  Fire Safety Policy

This policy covers fire prevention, detection, and response procedures for the office premises. It includes the location and maintenance schedule of fire extinguishers, responsibilities of fire wardens, evacuation procedures, and protocols for reporting fire hazards. Fire equipment must be inspected and tested in accordance with Australian Standard AS 1851.

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  SECTION 4 — OFFICE ENVIRONMENT WHS POLICIES

4.1.  WHS Management Policy (Overarching)

This policy defines responsibilities at all levels — from senior management to workers — and establishes a clear framework for implementing and reviewing WHS strategies. It outlines the organisation's overarching commitment to health and safety and compliance with the Work Health and Safety Act 2011 (WHS Act).

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4.2.  Hazard Identification and Risk Management Policy

Risk management involves a step-by-step process: identifying hazards, assessing risks, controlling risks, and reviewing control measures. A WHS Risk Register assigns risk ratings to identified safety hazards. Activities rated as severe or major require immediate safety measures, and work should cease or proceed only with extreme caution until risks are controlled.

The Hierarchy of Risk Controls ranks control measures from most to least effective. Administrative controls and PPE are the least effective as they rely on human behaviour rather than eliminating the hazard at its source.

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4.3.  Workplace Inspection Policy

Health and Safety Representatives (HSRs) should conduct workplace site inspections on a bi-annual basis. Where an HSR is unavailable, alternative arrangements must be made to ensure inspections occur and that risks to health and safety are identified and controlled.

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4.4.  Incident and Hazard Reporting Policy

All workers, including contractors, are required to complete an Accident and Incident Report Form or Hazard and Near-Miss Report Form if a hazard, injury, or incident occurs as a result of work undertaken. Reporting must occur as soon as practicable after the event.

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4.5.  Emergency Response Policy

This policy covers preparedness and response procedures for incidents such as fires, natural disasters, medical emergencies, and chemical spills. It defines roles, responsibilities, and training requirements to ensure workers can respond appropriately. A current list of Fire Wardens, First Aid Officers, and Mental Health First Aid Officers must be displayed visibly in the workplace.

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4.6.  PPE (Personal Protective Equipment) Policy

This policy specifies when and how PPE must be used, maintained, and replaced. It supports compliance with WHS regulations and ensures control measures are in place for tasks involving high-risk exposure.

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4.7.  Manual Tasks Policy

Manual tasks involve using the body to move or hold objects, people, or animals. This policy requires consultation with workers to identify tasks that are difficult, tiring, or awkward. Risk controls include workstation assessments, task redesign, and safe lifting training.

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4.8.  Psychosocial Hazards and Mental Health Policy

This policy addresses both physical hazards (e.g. machinery, slips/trips) and psychosocial hazards (e.g. stress, workplace aggression, vicarious trauma) to create a safer work environment. It establishes a process for identifying, assessing, and controlling psychological risks.

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4.9.  Contractor and Visitor Management Policy

All contractors and visitors must sign in upon entry and must be provided with a safety briefing. Contractors are required to consult with the organisation about safety matters and comply with all applicable WHS policies.

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4.10.  WHS Training and Induction Policy

New workers must be given adequate time to review their Induction Handbook and complete WHS induction before commencing work. All WHS training must be registered on the WHS Training Register.

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3.11.  WHS Records Management Policy

WHS activities — such as risk assessments, incident reports, inductions, and training records — must be documented and retained in line with legal requirements. Proper record keeping supports accountability, compliance, and ongoing improvement.

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4.12.  Right to Cease Unsafe Work Policy

In accordance with the WHS Act, a worker may cease or refuse to carry out work if they have a reasonable concern the work would expose them to a serious risk. Workers who cease work are required to notify their manager as soon as practicable. They must remain available for suitable alternative work but are not required to remain at any location that poses a serious risk to their health or safety.

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  SECTION 5 — FIELDWORK & REMOTE OPERATIONS WHS POLICIES

5.1.  Remote and Isolated Work Policy

Workers may face increased WHS risks when working alone or in a remote location, including lack of support, limited access to emergency services, and exposure to violence. Under the WHS Regulations, a PCBU must manage these risks and must provide a system of work that includes effective communication with the worker at all times.

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5.2.  Lone Worker / Working Alone Policy

Risk assessments for lone working are a legal requirement and must consider the work being performed, the people workers may encounter, and the environments they travel through. A lone working safety policy must set out the organisation's rules on working alone and provide workers with practical guidance on how to do so safely.

Key requirements:

• Workers isolated from others must have a means of emergency communication at all times

• A regular check-in procedure must be established with a nominated contact

• Workers must not work alone where there is a known risk of violence or aggression

• A call-in system (e.g. two-way radio or satellite phone at defined intervals) must be in place for all remote activities

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5.3.  Field Trip and Off-Site Work Risk Assessment Policy

Before any high-risk work away from the office is approved, a risk assessment must be carried out with the work party to identify hazards and required controls. The assessment must outline emergency procedures, first aid arrangements, and ensure appropriate permits and licences are in place.

All work away from the office should be conducted in groups of two or more persons where practicable. All hazards and incidents must be reported immediately as per the incident management procedure.

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5.4.  Remote Area First Aid Policy

All field work in remote areas requires at least one work party member to hold current Remote Area First Aid certification. Remote area first aid kits must be maintained and carried on all field trips. For group activities, a minimum staff-to-participant ratio of 1:10 must be maintained for first aid coverage.

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5.5.  Emergency Communication and Location Tracking Policy

Field workers must carry an emergency position-indicating radio beacon (EPIRB) or GPS tracking device on all remote operations. A card listing emergency service numbers and GPS coordinates of the operational area must be kept accessible. Workers must be trained in use of all emergency communication equipment before departure.

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5.6.  Travel and Vehicle Safety Policy

Field staff travelling to and between remote communities must complete a documented travel plan before departure. This plan must include:

• Pre-trip vehicle checks and maintenance records

• Route plan lodged with a supervisor before departure

• Defined check-in times and locations during travel

• Protocols for breakdowns or delays in areas without mobile phone coverage

• Minimum supply requirements (water, food, shelter, fuel) appropriate to the route and season

 

5.7.  Environmental and Weather Hazard Policy

Remote fieldwork in northern Australian conditions presents significant hazards including extreme heat, tropical weather, flooding, wildlife (snakes, crocodiles, insects), and rough terrain. This policy requires:

• Heat stress and hydration protocols — minimum water consumption requirements in hot conditions

• Appropriate clothing, footwear, and sun protection as mandatory PPE in the field

• Seasonal risk assessment reviews, including wet season travel restrictions and flood warnings

• Safe Work Method Statements (SWMS) for ranger and land management activities

• Minimum supply requirements for all remote travel

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5.8.  Cultural Safety in Fieldwork Policy

Wilinggin Aboriginal Corporation operates on Country and has a unique obligation to embed cultural protocols into all fieldwork safety practices. This policy requires:

• Seeking community and Elder consent before visiting particular Country or areas of cultural significance

• Protocols for identifying and respecting sacred or restricted sites

• Awareness of cultural obligations that may affect staff wellbeing (e.g. Sorry Business, ceremony periods)

• Cultural awareness and cultural safety training for all staff — particularly non-Indigenous staff — before undertaking community or Country-based fieldwork
   

5.9.  Psychosocial Safety in Remote Work Policy

Remote workers are at elevated risk of psychological distress, including anxiety, stress, and depression. Factors include isolation from family and colleagues, exposure to community trauma, and the cumulative impact of working in under-resourced environments. This policy addresses:

• Regular welfare check-ins between supervisors and remote staff

• Access to Employee Assistance Programs (EAPs) and counselling services

• Structured debriefing after traumatic or critical incidents

• Culturally appropriate support mechanisms for Aboriginal and Torres Strait Islander staff

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5.10.  Remote Incident Reporting Policy

Remote workers must be able to report incidents promptly despite communication challenges. The organisation must preserve incident sites for investigation. All remote operational areas must have pre-identified emergency services contacts, nearest hospital locations, and documented evacuation routes.

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FOR MORE INFORMATION​ DOWNLOAD DETAILED POLICY MANUAL HERE

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