How are we tracking?
Indicator: Lost time injury frequency rate for Sydney Water staff and contractors
In 2011–12, our lost time injury frequency rate (LTIFR) for staff increased for the third year, from 6.141 to 6.64. The LTIFR is the number of lost time injuries for each million hours worked. The total number of lost time injuries (LTI) for staff was 32, no change from the previous year. An injury is a lost time injury if the person was away from work for one day/shift or more.
The LTIFR for contractors increased from 3.2 in 2010–11 to 3.36 in 2011–12, and the number of contractor LTIs in 2011–12 stayed steady at 17.
The majority of injuries for staff and contractors involved sprains and strains from manual handling or slips, trips or falls. Most sprains and strains occurred while staff and contractors were building and maintaining our assets.
We did not have any prosecutions under the Occupational Health and Safety Act 2000 or the Work Health and Safety Act 2011.
Figure 13 – Lost time injury frequency rate for Sydney Water staff and contractors 2007–08 to 2011–12
1 Results reflect the most recent data at time of reporting. Historical data is updated to include any LTI notifications received after previous reporting periods.
2 Results are based on the number of contractor hours that are reported to Sydney Water.
Indicator: Average rating of key behaviours in staff survey
Sydney Water staff should demonstrate our key behaviours:
We conduct a yearly staff survey to measure staff perceptions about how the key behaviours are demonstrated. Due to our corporate restructure, we will run the survey later this year. We will report the 2012 results next year.
Table 24 – Average rating (indexed score) of key behaviours 2008–12
Indicator: Average ratings of engagement drivers in staff survey
We define staff engagement according to the Corporate Leadership Council model as ‘the extent to which employees commit – both rationally and emotionally – to something or someone in their organisation, how hard they work and how long they stay as a result of that commitment’.
Our yearly staff survey helps us gauge the effectiveness of the tools and activities we use to drive staff effort and intent to stay. Each of the scores in the table represents the average of 11 separate measures.
Due to our corporate restructure, we will run the survey later this year. We will report the 2012 results next year.
Table 25 – Average ratings (indexed score) for the drivers of staff engagement 2008–12
1Results for 2010–11 have been updated to reflect more accurate data.