staff engagement surveys), have been
consistent in the message that we are
on the right path and need to keep
changing for the better. We acknowledge
that there is still a lot of work to do and
ongoing customer surveys are planned to
assist us in tracking our progress and gain
further insights into how we can change
and improve to better meet the needs of
our customers.
We know that transforming our business
is fundamental to our future success.
In the first half of 2014 we began a
substantial program to shape our
business structure and culture around
our customers. We know that putting
customers at the forefront of our business
strategy will be the key to getting more
freight onto rail, increase our financial
returns and make ARTC an even better
place to work.
To develop the Transformation Program
we consulted with both customers and
staff and recurring feedback was received
on: customer focus; responsiveness;
using modern technology and systems;
caring for our workmates; listening and
giving feedback. All this has led directly to
develop new initiatives under six separate
streams including: Business Structure and
Process, Leadership, Brand, Customer
Experience, Training and Development
and Employee Engagement.
The first stages of this program will
focus on embedding the right leadership,
capabilities and support to enable us to
deliver a superior service for our customers.
OUR PEOPLE
Our success depends on having a
group of talented, motivated, diverse
and committed staff delivering the
solutions our customers are looking for.
To help achieve this, we recognise the
importance of providing our employees
with a work environment that is both
engaging and fulfilling.
We will continue to strive to create an
environment that attracts, motivates,
develops and retains high performing
employees and we are pleased by the
positive increasing engagement trend
we are seeing from our Employee
Engagement surveys.
The last twelve months also saw ARTC
enjoy the first full year of bringing our
maintenance function in-house. This
decision has proved immensely successful
in terms of driving improved asset
performance and the transition was
completed relatively seamlessly.
SAFETY
Ensuring no one is harmed at work or on
our network is a key priority for us.
We set the bar higher again this year
for our safety goals and the Lost Time
Injury Frequency Rate (LTIFR) for the
12 months to 30 June 2014 was 2.31 —
an improvement on the 12 months to
30 June 2013, which was 3.69. Whilst
the trend is positive, we can never be
satisfied whenever anyone is injured
at work.
The Medically Treated Injury Frequency
Rate (MTIFR) result for the 12 months to
30 June 2014 was 6.54, again continuing a
positive trend, lower than the 6.92 MTIFR
recorded for the 12 months to 30 June 2013.
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