Australia Post Annual Report 2008–09

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Corporate responsibility Our people Occupational health and safety Our occupational health and safety (OH&S) program has helped Australia Post to achieve consistent year-on-year reductions in our lost time injury frequency rate (LTIFR) throughout the past decade. Unfortunately, this year, our LTIFR increased for the first time since 1997. The number of lost time injuries per million work hours was 7.1 in 2008–09 (compared with 6.6 last year). The major factor contributing to this rise was an increase in the number of incidents involving our motorcycle posties. We maintained our focus on injury prevention and workplace safety through a range of initiatives, including: • training motorcyclists in safe riding behaviour, reinforcing existing safe work practices, including regular motorcycle maintenance inspections and undertaking risk reviews of motorcycle rounds • introducing a new uniform for our mail delivery staff that incorporates high levels of protection from solar UV, high levels of visibility, as well as thermal comfort while staff are performing mail delivery work outdoors • conducting the Safe Postie Campaign to raise the public’s awareness about postie safety through newspaper and letterbox drop publicity • introducing a fatigue management plan for transport drivers, which outlines the corporation’s approach to controlling OH&S risks associated with heavy vehicle driver fatigue 40 Lost time injury frequency rate (LTIFR) per million work hours 20 15 10 5 0 1998–99 1999–00 2000–01 2001–02 2002–03 2003–04 2004–05 2005–06 2006–07 2007–08 7.1 2008–09 Australia Post Annual Report 2008–09 | Report of operations • implementing new Health and Safety Management Arrangements (HSMAs) that enable managers to work in consultation with employees in effectively managing workplace health and safety hazards and risks. We continue to offer a range of health and wellbeing programs for staff, including a financial education program, confidential staff counselling service, Mensline (a telephone counselling service for men) and Staying Connected (workshops for fathers who have limited access to their children). We also conducted seminars during the year for managers and supervisors to improve their awareness of domestic violence and mental health issues. Our successful rehabilitation and return-to-work program continued as well. Attendance Staff attendance at Australia Post remained steady during the year at 94.6 per cent (the same as last year). We continued our focus on managing absenteeism by using national attendance guidelines and focusing on initiatives that promote workforce flexibility and staff engagement. Labour relations Back in late 2007, the two key unions that represent our staff – the Communications Electrical Plumbing Union (CEPU) and the Community and Public Sector Union (CPSU) – withdrew their support for our seventh enterprise bargaining agreement (EBA7). In the absence of a new enterprise agreement, EBA6 continues to apply to our employees, and it establishes the framework for our consultations with the CEPU and the CPSU. Approximately 96 per cent of our staff are covered by this collective agreement. Despite the unions’ decision to withdraw their support for EBA7, Australia Post has continued to pay the salary increases that were outlined in the original EBA7 pay offer. Eligible staff, therefore, received a 4 per cent pay rise in August 2008. All eligible staff are also due to receive a $500 performance bonus in September 2009 as reward for their role in helping the corporation to exceed its 94 per cent target for on-time letter delivery during 2008–09. Staff engagement A total of 25,587 staff (73.5 per cent of all our people) voluntarily participated in the Staff Attitude Survey that we conducted in February 2009. The survey results showed significant improvement in staff attitudes when compared with previous years. In particular, 70 per cent of staff responded favourably to the questions related to employee engagement. The future As we seek to improve employee retention and attendance rates, we will endeavour to create greater workforce flexibility over the coming year. We will also renew our focus on occupational health and safety in an effort to once again reduce the incidence of lost time injuries in our workplaces.
1950s A postie delivering mail in suburban Sydney. 2009 Messenger Post Couriers provides businesses with a premium distribution service. Australia Post Annual Report 2008–09 | Report of operations 41
Page 1 and 2: 1809 2009 Australia Post Annual Rep
Page 3 and 4: Over the past 200 years, Australian
Page 5 and 6: Our business Celebrating 200 years
Page 7 and 8: For 200 years, we have developed ou
Page 9 and 10: We handled 5.3 billion items of mai
Page 11 and 12: Our business Managing Director’s
Page 13 and 14: Mail volumes m 6,000 5,000 4,000 3,
Page 15 and 16: Our business Performance against ta
Page 17 and 18: Core businesses Australia’s posta
Page 19 and 20: Core businesses Letters & associate
Page 21 and 22: Collaborative solutions across the
Page 23 and 24: Rewarding customer loyalty Australi
Page 25 and 26: Core businesses Agency services & r
Page 27 and 28: 1968 Behind the front counter of th
Page 29 and 30: Sending home comforts to the world
Page 31 and 32: Core businesses Parcels & logistics
Page 33 and 34: 1936 Transporting mail from the SS
Page 35 and 36: Expanding Business, Naturally When
Page 37 and 38: Corporate responsibility From a wor
Page 39 and 40: Corporate responsibility Highlights
Page 41: Employment by occupation % Administ
Page 45 and 46: Human Resources Committee Incorpora
Page 47 and 48: Treasury A comprehensive and pruden
Page 49 and 50: Mark Darras LLM, BA LLB, BEd Direct
Page 51 and 52: Contents - Financial and statutory
Page 53 and 54: Statements by directors for the yea
Page 55 and 56: Australia Post Annual Report 2008-0
Page 57 and 58: Balance sheet as at 30 June 2009 No
Page 59 and 60: Cashflow statement for the year end
Page 61 and 62: Schedule of contingencies as at 30
Page 63 and 64: Reference Title Nature of change to
Page 65 and 66: Where settlement of any part of the
Page 67 and 68: (iii) Translation of group companie
Page 69 and 70: (ii) Held-to-maturity investments N
Page 71 and 72: is increased to its recoverable amo
Page 73 and 74: 2 Revenues and other income Revenue
Page 75 and 76: 4 Finance costs Bonds (1) Interest
Page 77 and 78: 5 Income tax (continued) (e) Unreco
Page 79 and 80: 9 Non-current assets - trade and ot
Page 81 and 82: 11 Investments in jointly controlle
Page 83 and 84: 12 Superannuation (continued) (v) C
Page 85 and 86: 13 Analysis of property, plant & eq
Page 87 and 88: 15 Investment properties Opening ba
Page 89 and 90: 20 Provisions Current provisions An
Page 91 and 92: 22 Analysis of total equity (contin
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24 Dividends paid Final ordinary di
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26 Segment information (continued)
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27 Key management personnel remuner
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27 Key Management personnel remuner
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28 Related parties (continued) Tran
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29 Financial and capital risk manag
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32 Corporate information The financ
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Auditor-General’s report - perfor
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Domestic letter service monitor for
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Survey certification for the year e
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Reserved/non-reserved services for
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Australian Postal Corporation Act 1
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Statutory reporting requirements fo
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Consultative arrangements The Stake
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Australia Post - the statistics for
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5 Mail delivery network Private hou
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9 Overall letter service performanc
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Index Australia Post Annual Report
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I (continued) interest 11, 57 inter
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Contact details Australia Post Head
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Stamp gallery 2008-09 Australia Pos
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AAT: International Polar Year 2007-
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Australia Post Annual Report 2008–09

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