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Staff engagement remained above
industry averages for the year with
our Employee Engagement rated at 72
percent and Satisfaction at 76 percent.
We also delivered a range of initiatives
to build greater diversity in our business.
This included the introduction of a
targeted female recruitment campaign
in the Hunter Valley. This delivered
outstanding results with the overall
percentage of women in the company
growing from 17 to 19 percent over
the course of the year. We are also
supporting our workforce through the
introduction of domestic violence leave,
a mentoring program and unconscious
bias training. These initiatives are
important as we build a positive and
fulfilling work environment for our people.
Unfortunately, our safety performance
for the year was disappointing. Our value
of No Harm means our people must look
out for each other and get home safely
from work every day. While our Lost
Time Injury Frequency Rate (LTIFR) and
Medically Treated Injury Frequency Rate
(MTIFR) have improved consistently
since the establishment of ARTC, the
performance has levelled off over the
past few years and this is something we
do not accept. Our LTIFR and MTIFR of
3.73 and 6.72 respectively is a result that
we acknowledge needs to be improved
and we are developing further initiatives
with the clear objective to prevent our
people being injured at work.
A key component of the Transformation
Program in the last year has been on
leadership. We recognise that enabling
and empowering our leaders is necessary
for the cultural change that will make us
more efficient as a business and more
responsive to our customer’s needs.
It also has a particularly close relationship
with improving our safety culture.
It is clear that where we have strong
local leadership we have very good
safety outcomes.
Business Overview
After safety, the reliability of our coal,
freight and passenger operators is a
focal point for the business.
Over the year, the Business Units
performed strongly in this area.
In the Hunter Valley we measure
our performance against the number of
train cancellations that can be attributed
to ARTC. Always striving to reduce
this number, this year we recorded 0.6
percent, well below our 1 percent target.
The Interstate Business Unit similarly
continued to demonstrate that the
substantial reliability improvements
made over the last few years are
being sustained and continue to
meet the high freight availability
needs of our customers.
Alongside this reliability focus we are
also working closely with our customers
to deliver productivity improvements.
Part of this has been supported by
applying technology and information
where possible to improve performance.
Our wayside monitoring technology
program is a good example of this,
providing freight operators with real
time data on rolling stock performance
and our asset maintenance teams
with predictive track information.
In combination these are helping us
avoid, reduce and respond to equipment
or infrastructure failures that would
otherwise impact on network reliability.
Likewise during the year, ARTC
maintained its strong record of
successful capital project delivery.
Although on a smaller scale to prior years,
this year’s projects included the East
West Improvement works, Port Botany
Rail Line upgrades, the Hunter Valley
Kooragang Arrival Roads and 30 Tonne
Axle Load projects. ARTC has deep skill
and execution capability to deliver
such projects on time and on budget.
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