b
Corporate Responsibility
Report 2008
2
Message from our CEO 1
Approach 2
Executivesummary 2
Telstraprofile 6
CorporategovernanceatTelstra 7
Corporateresponsibilitygovernance 8
Stakeholderengagement 9
Ourmaterialissues 12
1 Society matters 14
Influencingpublicpolicy 15
- NationalBroadbandNetwork - Climatechange - Internetsafetyandsecurity - Electromagneticenergy
Socio-economiccontribution 22
- Economicimpact - Productivityandinnovation
Influencingcorporateresponsibilityoutcomes 26
- Suppliers - Awards
2 Communities matter 28
Disasterrelief 29
Communitybusinesspartnerships 30
TelstraFoundation 30
Sponsorship 32
Volunteering 33
3 Employees matter 36
Buildingaworldclasstalentbase 37
Enhancingdiversityandopportunity 38
Providingahealthyandsafeenvironment 42
4 Customers matter 48
Enhancingourcustomers’experience 49
- Customerservicecommitments - Informingourcustomers - Customersafetyandsecurity - Customerprivacy
Ensuringaccessforeveryone 53
- Peopleonlowincomes - Peoplewithdisability - Ruralandregionalcustomers - Indigenouscommunities - TelstraConnectedSeniors®
5 Environment matters 58
Engagingemployees 59
Improvingourenergyefficiency 60
Managingresourceefficiencyandwaste 62
Greenhousegasemissions 64
Managingourlanduseappropriately 65
Compliance 67
Environmentdata 69
Global Reporting Initiative Index 74
Contents
1
About this reportThisisTelstra’ssixthannualcorporateresponsibilityreport.Itcoversthe2007/08financialyearfortheAustralianoperationsofTelstraCorporationLimited(excludingSensis,Telstra’sinformationandadvertisingbusiness,unlessotherwisespecified).
AfullaccountofthecorporateresponsibilityperformanceofSensiscanbefoundatwww.about.sensis.com.au
ThisreportcoversTelstra’seconomic,socialandenvironmentalcontributionsandperformanceduring2007/08andisintendedtoprovidecomprehensiveinformationtothefullrangeofTelstra’sstakeholders.
WehavepreparedthisreportwithreferencetotheGlobalReportingInitiative(GRI)SustainabilityReportingGuidelines(version3.0)andtheGRITelecommunicationsSectorSupplement.
Feedbackonthereportiswelcome.PleaseemailNancie-LeeRobinson,SeniorAdvisor,CorporateResponsibility,atcsr@team.telstra.comorparticipateinouronlineforumatwww.nowwearetalking.com.au
Message from our CEOInsomeway,TelstratouchesnearlyeveryAustralian,everyday.Ourday-to-daybusinessandongoingtransformationareavitalthreadinAustralia’seconomicandsocialfabricandthisisaresponsibilitywetakeveryseriously.It’sattheheartofeverythingwedo.
CorporateresponsibilityatTelstrastartswithmeandflowsthroughoutthecompany.Ourapproachtocorporateresponsibilitybeginswithasimpleandstraight-forwardcommitmenttoprincipleddecision-making.Whetheritisprovidinggoodjobsatgoodwages,servingtheneedsofourcustomerswithnewandinnovativeproductsandsolutions,pursuingresourceefficiencyacrossthebusinessorplayingaroleindevelopingsolutionstothebigsocialandenvironmentalissuesoftheday–fundamentalprinciplesguidetheway.
AtTelstra,weknowthatitmakesbusinesssensetoappreciatetheimpactofourbusinessdecisionsonthelargercommunity.Thereisanalignment,forexample,betweenreducingcostsandreducingtheenvironmentalimpactofouroperations.ThereportcommissionedbyTelstra,Towards a High-Bandwidth, Low-Carbon Future: Telecommunications-based Opportunities to Reduce Greenhouse Gas Emissions,putssolidideasintothemarketplaceabouthowwecanusetelecommunicationsnetworkstoreducebusinesscostswhilealsoreducingAustralia’scarbonfootprint,mostofwhichareachievabletoday.
Alreadythreeyearsthroughourfive-yeartransformation,wearechangingnotjustourcompany,butthewayAustralianswork,playandmovearound.Ournextgenerationnetworksandservices,whichprovideunparalleledcoverageandspeeds,areprovidingacustomerexperiencethatissimple,integratedandintuitive.We’rebringingAustraliansclosertogether.We’reimprovingbusinessproductivity.Andwe’reincreasingAustralia’sabilitytocompeteglobally.
Corporateresponsibilityisintegraltoeverythingwedo.It’saboutmakingprincipleddecisionswithfullconsiderationofalltheirimplications–social,environmentalandeconomic.Thishelpsussucceedanddeliverforourcustomersandshareholdersbecauseactingresponsiblymakesgoodbusinesssense.Ithelpsustobemoreefficient,increasesproductivityandmakespeopleproudtoworkforTelstra.
Oursixthcorporateresponsibilityreporthighlightsourcontributionsduring2007/08andclearlysetsouttheactionswehaveplannedtobuildonoursolidperformanceinthefuture.
SolTrujillo,ChiefExecutiveOfficerNovember2008
Executive summarySocietyKeyachievementsin2007/08• LaunchedourlandmarkpublicationTowards a High-
Bandwidth, Low-Carbon Future: Telecommunications- based Opportunities to Reduce Greenhouse Gas Emissions. Thereportquantifiesthepossiblecarbonanddollarsavingsthatcouldbeachievedbybusinesses,householdsandgovernmentsbyusingtelecommunicationsnetworkstoavoidorreducetheircarbonemissions.
• Achievedaratingof87percentinthe2007CorporateResponsibilityIndex.Thisincludedoutstandingresultsincommunitymanagement(100percent).
• IncreasedTelstra’sscorefrom36percentin2007to70percentinthe2008DowJonesSustainabilityIndex,aglobalanalysisofcorporateresponsibilityleadership.Thisscoreiswellabovetheindustryaverageof53percent.
• LaunchedtheTelstraFoundation’sSpotlightonCyberSafetyprogramwithacommitmentof$3millionoverthreeyearstohelpchildrendeveloptheskillstobesafewhenonlineandusingmobilephones.
• HelpeddelivertheSCAMWatchFraudFortnightawarenesscampaigntoover2.7millionBigPond®customers,550,000TradingPostusersand40,000employees.ThecampaignisanactivityoftheAustralasianConsumerFraudTaskforce,ofwhichTelstraisanindustrypartner.
• Invested$4.9billiontocontinuethebuildoutoftheNextG™wirelessbroadbandnetwork;continueddeploymentoftheTelstraNextIP™network;creationofnewandadvancedbusinesssupportandoperatingsupportsystems;andotherinvestmentstotransformthedeliveryoftelecommunicationsservicesinAustralia.
• Contributed$300,000toanewresearchfacilityforspecialisedradiofrequencyresearchintothepossiblehealthimpactsfromexposuretoelectromagneticenergy.TelstraiscollaboratingwithSwinburneUniversityofTechnologyonthisinitiative.
Plannedactionsfor2008/09• Improvetherelevance,transparencyandaccessibility
ofTelstra’scorporateresponsibilityinformationonTelstra’swebsite.
• ConductareviewofTelstra’shumanrightspositionandpracticestoassessperformanceagainstinternationalstandards.
• IntroducefeaturesectionsonthenowwearetalkingwebsitetoprovideaplatformforpublicdiscussionanddebateabouttheenvironmentandtheNationalBroadbandNetwork.
• Reducepaperconsumptionbycontinuingtotransformoursupplychainoperationstoeffective,electronicbusiness,includingonlinedraftingandexecutionofcontractdocumentation.
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CommunityKeyachievementsin2007/08• Telstra’sinvestmentincommunityactivitieswasvalued
at$29.2millionbytheLondonBenchmarkingGroup.Thiscompareswith$18.8millioninthepreviousyear.
• Provided$3.9millionthroughtheTelstraFoundationtomorethan667projectstohelpconnectchildrenandyoungpeopletotheircommunities.
• Provideddomesticdisasterreliefservicestocustomersaffectedby:bushfiresinWillungainSA,andinParkervilleandStonevilleinWA;floodsinthecentralandnorthcoastofNSW;andfloodsinEmerald,Rockhampton,Mackay,Charleville,GoldCoast,Beenleigh,Jimboomba,Beaudesert,Rathdowney,Boonah,Clifton,Allora,WarwickandKillarneyinQld.
• ProvideddisasterrelieftocustomersaffectedbycycloneNargisinMyanmar(Burma)andtheearthquakeinSichuanProvinceinChina.
• Committed$750,000throughtheTelstraFoundationtosupportAbracadabra,auniqueinteractiveliteracysoftwaretoolthatwillhelpIndigenousprimaryschoolchildrenimprovetheirliteracyskills.AbracadabraisaprojectofCharlesDarwinUniversity.
• AnnouncedanewsponsorshippartnershipwithWWFAustraliatoproduceaseriesofcommunityserviceannouncementstohighlighttheendangermentofmanyAustraliannativeanimals.
• PilotedtheTelstraFoundationCommunityLeadershipprogram,linkingTelstraexecutiveswithnon-profitleadersina12monthmentoringrelationshiptohelpbuildthecapacityofcommunityorganisations.
Plannedactionsfor2008/09• Todevelopandpilotanemployeematchedgivingprogram
todonatefundstocommunityorganisationsnominatedbyTelstraemployees.
• Toprovideover$3.5millioningrantsthroughtheTelstraFoundationtohelpcommunityorganisationsconnectchildrenandyoungpeopletotheircommunities.
EmployeesKeyachievementsin2007/08• Achieved74percentemployeeengagement,indicating
theextenttowhichemployeesvalue,enjoyandbelieveinTelstraandwhattheydo.Thisresultisbasedonthe2008TelstraEmployeeEngagementSurveywithan84percentresponserate.
• Investedover$75millioninlearninganddevelopmentforouremployees,representinganinvestmentofaround$1,600peremployee.
• Employeescompleted573,763onlinelearningcoursesthroughLearn.Achieve,and6,500employeesparticipatedinFrontlineLeadershipprograms.
• Developed252newjob-specifictrainingcoursesthroughtheTelstraLearningAcademy.
• ConductedTelstra’sinauguralwomen’sconference,Stand.Out,whichwasattendedby150womenandfocusedonperformance,careerdevelopmentandtheadvancementofwomenatTelstra.
• PilotedtheMyMentorprogramforTelstrawomentoincreasestrategicbusinessskills.Basedonoutstandingfeedbackfromthe21participantsoftheinitialcourse,theprogramwasrolledouttoover440womenacrosstheorganisation.
• AwardedanExcellenceinAuslanInterpretingAward(privatesectororganisationcategory)bytheAustralianSignLanguageInterpreters’AssociationtopubliclyrecogniseTelstra’sconsistentsupportforworkingwithinterpretersandlong-standingcommitmenttocustomers,shareholdersandemployeeswhoaredeaf.
Plannedactionsfor2008/09• Increasetheproportionofwomeninmiddleandsenior
managementto30percent.
• IncreaseIndigenousemploymentopportunitiesby25percentbytheendofDecember2009aspartofTelstra’sIndigenousActionPlan2008-11.
• Maintainthehighest(ComcareTier3)ratingacrossallHealth,SafetyandEnvironmentcategories.
• Achieveaminimumof10percentemployeeparticipationinanewonlineHealthRiskAppraisalbyAugust2009toimproveemployeeunderstandingofhealthriskfactors.
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CustomersKeyachievementsin2007/08• Assistedmorethanonemillionlow-incomecustomers
toconnectormaintaintheircommunicationsservices.Thetotalbenefitprovidedwasinexcessof$200million.
• LaunchedTelstraConnectedSeniors®inAugust2007withover$750,000ofgrantfundingprovidedto110communityorganisationstohelpolderAustralianslearntousemobileandinternettechnology.
• ClosedtheCDMAnetworkon28April2008andcompletedthemigration(commencedinOctober2006)ofcustomerstotheNextG™network,providingmoreadvancedthirdgenerationmobiletechnology.
• Openedthelargeststate-of-the-artinteractivetelecommunicationsstoreinAustralia,T[life]™inMelbourneinJune2008afterthesuccessofT[life]™Sydney,whichopenedinNovember2007.
• TelstraEnterpriseandGovernmentCustomerCarewasawardedcertificationtotheInternationalCustomerServiceStandardbytheCustomerServiceInstituteofAustralia,demonstratingthatourorganisationhasapassionforcustomerexcellenceandtheprocessestodeliver.
• Receivedthe2007CorporateCommunityPartnershipAwardfromtheCountryAwarenessNetworkVictoria,recognisingTelstra’sexceptionalcommitmenttoVictoria’sruralandregionalcommunitiesthroughoursupportandassistancetoconsumersandclientsaffectedbyHIV/AIDSorHepatitisC.
Plannedactionsfor2008/09• ExtendtheTelstraBillAssistanceProgramtocovermobile
andinternetbillstorecognisethechangingnatureofcommunicationsusageamonglow-incomeAustralians.
• Provideaweb-basedinquiryformforinformationaboutaccessiblefeaturesofNextG™mobilehandsetstoenablepeoplewithadisabilitytochoosetherightmobilehandsetfortheirneeds.
• BuildonthesuccessofourworldclassT[life]™storesbyopeningorrefreshingmorethan80T[life]™storesacrossAustralia,toprovidearetailexperiencelikenootherforourcustomers.
• DeployenhancedHSPA(HighSpeedPacketAccessPlus)asanationalsoftwareupgradetoincreasepeaknetworkdownlinkspeedsacrossournationalNextG™networkfromthecurrent14.4Mbps1to21Mbpsbytheendof2008.
• WithsupportfromtheNTGovernmentandRioTintoAlcan,Telstrawillrollout800kmsoffibretoconnectninenorthernArnhemLandIndigenouscommunitiesandthetownshipofNhulunbuytothenation’sfibreopticbackbone.
EnvironmentKeyachievementsin2007/08• Saved25,332tonnesCO2equivalentthankstoprojects
targetingenergyefficiencyandrecyclingofpaper,cardboardandwood–comparabletothegreenhousegasemissionsfrom1,800averageAustralianhouseholdsforayear.
• Reducedtheconsumptionofofficepaperby35,900reams,a14percentreductionfrom2006/07.Thisrepresentsadecreasefrom7.2to6.5reamsperemployee.
• Reducedthenumberofvehiclesinourfleetby17percentwithacorrespondingreductioninfleetenergyuseof16.8percent.
• Operated10,265solarpoweredsites,includingexchanges,radioterminals,smallrepeaterstationsandpayphones.TelstraisoneofAustralia’slargestusersofsolarpower.
• EstablishedtheClimateChangeReviewGrouptomonitorandpromoteTelstra’sresourceconservationprogramsandactivities.
• EstablishedaPackagingInnovationGrouptoimproveefficienciesandreducetheenvironmentalimpactofourpackaging.
• CompletedaLifeCycleAssessmenttodeterminetherelativeenvironmentalimpactsofonlineandconventionalpaperbilling.
1Peaknetworkdownlinkspeed.Actualcustomerdownloadspeedswillbelessandwillvaryduetotrafficloading,distancefromthecell,
localconditions,hardware,softwareandotherfactors.
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Plannedactionsfor2008/09• Calculatethecarbonfootprintsofallbusinessunits
andcorporategroups.
• Determinethecarbonintensity(tonnesofCO2e/unitofservice)ofTelstra’sEnterpriseandGovernmentserviceofferings.
• Increasethe2009EmployeeEngagementSurveyscorefor‘environmentresponsibility’.
• CompleteastudyonthehydrogenfuelcellfacilityandsolarpanelsinstalledatourMelbourneheadquarterstoassesstheirpotentialuseinTelstra’snetworkandbuildings.
• EnhanceTelstra’sdrivereducationprogramwithanawarenessprogramtoencourageourfleetdriverstoadoptgreendrivingtechniquestoreducefuelconsumptionandCO2emissions.
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TelstratouchesnearlyeveryAustralian,everyday
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Telstra profile TelstraistheonlycommunicationscompanyinAustraliathatcanprovideatrulyintegratedtelecommunicationsexperienceacrossfixedline,mobiles,broadband,information,transactions,search,andpayTV.Wehaveoneofthebestknownbrandsinthecountryandprovide9.4millionAustralianfixedlineandmorethan9.3millionmobileservices,including4.4million3Gservices.
Telstraprovides:
• basicaccessservicestomosthomesandbusinessesinAustralia;
• localandlongdistancetelephonecallsinAustralia,andinternationalcallstoandfromAustralia;
• mobiletelecommunicationsservices;
• broadbandaccessandcontent;
• acomprehensiverangeofdataandinternetservices(includingthroughBigPond,Australia’sleadinginternetserviceprovider);
• managementofbusinesscustomers’ITand/ortelecommunicationsservices;
• wholesaleservicestoothercarriers,carriageserviceprovidersandInternetServiceProviders;
• advertising,searchandinformationservices(throughSensis®,Australia’sleadingdirectoryandsearchcompany);and
• cabledistributionservicesforFOXTEL’scablesubscriptiontelevisionservices.
Performance indicator 06/07 07/08
Financial
Salesrevenue $23.7billion $24.7billion
EBIT $5.8billion $6.2billion
Profitaftertaxandminorityinterests $3.3billion $3.7billion
Ordinarydividends(centspershare) 28 28
Socio-economic
Totalworkforce 47,840 46,649
Totaldomesticworkforce 35,706 33,982
Wagesandsalaries $4billion $4.2billion
Local,stateandcommonwealthtaxes $1.8billion $1.7billion
Dividendstoshareholders $3.4billion $3.4billion
Accruedcapitalexpenditure $5.9billion $4.9billion
Community
LondonBenchmarkingGroup(LBG)measureofcommunityinvestment $18.8million $29.2million
Employees
Employeeengagement 73% 74%
Womeninmanagementroles 25.8% 24.6%
Losttimeinjuriesfrequencyrate(permillionhoursworked) 2.14 2.54
Highlyeffective/effectiveHealthSafety&Environment(HS&E)audits 88% 71%
Learning&developmentinvestment $60million $75million
Learning&developmentinvestmentperemployee $1,500 $1,626
Keyperformanceindicators
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Performance indicator 06/07 07/08
Environment
Greenhousegasemissions(tonnesCO2e) 1,390,306 1,500,803
Greenhousegasemissions(tonnesCO2e/$millionrevenue)includingunmeteredsites N/A 60.4
Greenhousegasemissions(tonnesCO2e/$millionrevenue)excludingunmeteredsites 58.7 57.8
Greenhousegasemissionstotalsavings(tonnesCO2e) 173,998 173,686
Totalwasterecycled(tonnes) 33,266 32,981
Wasterecycled 65% 69%
TotalenergyUse(GJ) 5,848,601 6,064,687
TotalenergyUse(GJ)/$millionrevenue 247.1 244.3
Volumeofofficepaper(reams) 256,774 220,856
Volumeofpaper(reams)peremployee 7.2 6.5
Watersavings(kilolitres) 87,318 52,019
Telstraowns50percentofFOXTEL,anditsinternationalbusinessesinclude:
• CSLNewWorld,oneofHongKong’sleadingmobileoperators;
• TelstraClearLimited,thesecondlargestfullservicecarrierinNewZealand;
• ReachLimited,aproviderofglobalconnectivityandinternationalvoiceandsatelliteservices;and
• majoritystakesinSouFunHoldingsLimited,aleadingrealestateandfurnishingswebsiteandNorstarMediaandAutohome/PCPop,twoChineseinternetbusinessesoperatingautoanddigitaldevicesites.
Corporate governance at TelstraTheTelstraBoardhasdeterminedthatTelstra’scorporateobjectiveistocreatelong-termshareholdervaluethroughprovidingintegratedcommunication,informationandentertainmentservices,andcustomerfocusedsolutions.
TheTelstraBoardiscommittedtoexcellenceincorporategovernanceandtheenhancementofitsshareholders’interests.OurmaincorporategovernanceandBoardpracticesaredescribedinourAnnualReport,availableatwww.telstra.com.au/abouttelstra/investor
Weregularlyreviewandupdateourcorporategovernancepractices.TheBoardevaluatesand,whereappropriate,implementsrelevantproposalswiththeaimofensuringthatwecontinuetodemonstrateourcommitmenttogoodcorporategovernance,havingregardtodevelopmentsinmarketpracticeandregulation.
WecomplywiththeASXCorporateGovernanceCouncil’sPrinciplesofGoodCorporateGovernanceandBestPracticeRecommendationsreleasedinMarch2003.FollowingareviewofTelstra’sgovernanceframeworkandinlightofthereleaseoftherevisedASXCorporateGovernancePrinciplesandRecommendations(2nded)(RevisedPrinciples&Recommendations),theTelstraBoardmadethedecisiontoadopttheRevisedPrinciples&Recommendationsforthe2008financialyear,aheadofthetimethattheybecomemandatory,asencouragedbytheASXCorporateGovernanceCouncil.
TheTelstraValuesprovidethemostfundamentaldirectiononwhattypeofcompanyweaspiretobe,andwhattypeofbehaviourweregardasappropriate.Asavalues-drivencompanywegobeyondsimplycomplyingwithminimumstandardsofpersonalconduct.Ourgoalistomakeeverydecisionandeveryactiononethatwecanbeproudof.
Keyperformanceindicatorscontinued
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Corporate responsibility governanceAtTelstra,ourcommitmenttocorporateresponsibilitybeginswithasimpleandstraight-forwardcommitmenttoprincipleddecision-makinginallthatwedo.
TheTelstraValues,Telstra’sBusinessPrinciplesandCompanyPolicies,includingtheCodeofConduct,setoutthepractices,principlesandstandardsofbehaviourTelstraexpectsemployeesandcontractorstoadoptinperformingtheirwork.Togethertheyreflectourobligationsandunderpinthewayweworkwithourcustomers,ourshareholders,ourcolleagues,theregulatorybodieswedealwith,oursuppliersandstakeholdersinthecommunity.
DavidQuilty,GroupManagingDirector,PublicPolicy&Communications,hasresponsibilityforTelstra’sCorporateResponsibilityBusinessPrinciple,whichstatesthat,fromaprincipledperspective,ourprimarycorporateresponsibilitiesareto:
• providegoodjobsatgoodwages;
• servetheneedsofourcustomers;
• increaseshareholdervalueandprotectshareholderinterests;
• providegoodstewardshipoftheenvironment–firstandforemostbyconservation(ie,byincreasingefficiencyinthewayweuseresources),reducingoperatingcostsandminimisingourenvironmentalfootprint;
• contributeresources–people,money,technology,productsandservices–tosupportthecommunitiesinwhichweoperateandtheneedsofthelargersociety;and
• advancethenationalinterestbystrengtheningthecapacityofthenation’stelecommunicationsnervecentre,operatedbyTelstra,andprovidingthenationafoundationforeconomicgrowth,productivityimprovement,sustainableprosperity,andglobalcompetitiveadvantage.
Allmanagersandsupervisorsarerequiredtotakeallreasonablestepstoensurethatemployeesandcontractorsundertheirsupervisionhaveaccessto,areawareof,andcomplywith,allrelevantTelstraBusinessPrinciplesandtherelatedcompanypolicies.Telstraexpectsitsmanagersandsupervisorstofosteraworkenvironmentthatencouragesethicalbehaviourandcompliance.
Assuch,corporateresponsibilityispartofourdaytodayactivities.Management,supervisorsandstaffaresupportedbytheCorporateResponsibilityandCommunityInvestmentteam,whichprovidestheoperationalmanagementandcoordinationofcorporateresponsibilityactivitiesandcommunications.Inaddition,workinggroupsareestablishedtoaddresskeysocialandenvironmentalissuesastheyarise.Forexample,in2007/08theClimateChangeReviewGroupwasestablishedtoensureacoordinatedapproachtomanagingclimatechangeissues.
Reporting and benchmarking performanceTelstraiscommittedtoimprovingourcorporateresponsibilityperformance.Weparticipateinexternalsurveystobenchmarkourperformanceandproduceanannualreporttohighlightourachievementsandchallenges.
In2007/08,TelstraparticipatedintheCorporateResponsibilityIndex,achievingaratingof87percent,withoutstandingresultsincommunitymanagement(100percent).Wewillbetakingaleaveofabsencein2008/09inordertofocusonimplementingstrategiestofurtherimproveourperformance.
In2008,wealsocompletedasubmissiontotheDowJonesSustainabilityIndexandachievedaratingof70percent.Thisindexidentifiescompaniesthatleadpeersincreatinglong-termshareholdervalueandassessesabilitytomanageriskandleverageupsideacrosstheeconomic,socialandenvironmentalagenda.
Tomeasureourcommunitycontribution,TelstraparticipatedintheLondonBenchmarkingGroup(LBG)processforthesecondtimein2008.LBGAustralia/NewZealandisabusinessmembershiporganisationthatprovidesaframeworkformemberstomeasureandbenchmarktheircorporatecommunitycontribution.
For2007/08,Telstra’scorporatecommunitycontributionwasvaluedat$29.2million,buildingonthecontributionof$18.8millionduring2006/07.TheincreaseisattributedtotheinclusionthisyearofawiderrangeofTelstra’scommunityinvestmentactivities,theone-offcontributionstosupportvictimsofcycloneNargisinMyanmarandtheearthquakeintheSichuanprovinceofChina,andTelstra’svoluntarycontributionsintheleaduptoWorldYouthDay2008.
Telstrahasreportedannuallyonitscorporateresponsibilityperformancesince2003throughitsCorporateResponsibilityReports.Thesereportscanbeaccessedonourwebsiteat www.telstra.com.au/abouttelstra/csr/reports.cfmalongwithsummaryreportsofCRI,DJSIandLBGresults.
2003 2004 2005 2007
CorporateResponsibilityIndexresults
88.49% 90.21% 88.6% 87%
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Stakeholder engagementAsacompanythattouchesthelivesofnearlyeveryAustralianeveryday,Telstrahasawiderangeofstakeholdergroupsandalonghistoryofengagingwiththem.Consultationanddialoguewithkeystakeholdergroupshelpstogatherinputandideas,informourdecisionmaking,strengthenourrelationshipsandbuildtrust.Telstramakesagenuineefforttoengagewithandunderstanditskeystakeholders,throughbothformalandinformalmechanisms.Webelievethatengagementandconsultationhelpsustobettermeetourcustomers’needs,improvescustomerloyalty,enhancesemployeesatisfaction,buildsbroadercommunitysupportandultimatelystrengthensshareholdervalue.
Stakeholder Interests and concerns Engagement methods
All Australians AustraliansareinterestedinthefullrangeofTelstra’sactivities
nowwearetalking.com.au–onlineforumforpeopletobecomeinvolvedandhaveasayonissuesaffectingallAustraliansandthetelecommunicationsindustrywww.telstra.com–Telstra’scorporatewebsiteprovidesinformationforcustomers,shareholdersandotherinterestedmembersofthepubliconthelatestactivitiesatTelstra.Includespublicreports
Communities
Telstraoperatesincommunitiesacrossthemetropolitan,regionalandremoteareasofAustralia.Ourcommunitiesincludenon-governmentorganisations
Communitiesareconcernedaboutaccesstoservicesandtheimpactofourbusinessonlocalcommunities
• TelstraCountryWideRegionalConsultativeForumhelpstoidentifythecommunicationsissuesofimportanceinregionalAustralia
• OurmobilephonebasestationsitingconsultationprocesseshelpTelstraoperateresponsiblyindesigning,operatingandmanagingmobilephonebasestationsandtominimisetheirimpactonthecommunity
• TelstraFoundationengageswithcommunityorganisationsonissuesimpactingthelivesofchildrenandyoungpeoplethroughitsphilanthropicgrantsprogram
Customers
Ourcustomersincluderesidentialconsumers,smalltomediumenterprisesandlargecompaniesandorganisationsandgovernment
Ourcustomersareinterestedinthequality,affordabilityandaccessibilityofourproductsandservices,andtheprivacyandsecurityoftheirpersonalinformationandservices
TelstraDisabilityForumandDisabilityEquipmentProgramConsumerAdvisoryGroupprovidemechanismsforconsultationonourdisabilityactionplanTelstraConsumerConsultativeCouncilandCreditManagementWorkingGroupfacilitatediscussiononissuesthateffectresidentialcustomersLowIncomeMeasuresAssessmentCommitteeprovidesadviceontheongoingeffectivenessofTelstra’slow-incomepackageT[life]™shops,CustomerExperienceCentre,TelstraMentors,andtheCommunityAdvocacyProgramprovideopportunitiesforustoassistourcustomerstomeettheirneedsWeundertakeongoingmarketingandresearchtohelpusunderstandwhatourcustomerswant
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Stakeholder Interests and concerns Engagement methods
Employees
Telstra’sworkforceislargeanddiversewith33,982employeesinAustralia
Ouremployeeshaveabroadrangeofconcerns,includingworkingconditions,developmentopportunitiesandhealthandsafety,aswellasawiderangeofinterestsinissuesaffectingtheirlocalcommunitiesandenvironments
• EmployeeEngagementSurveyprovidesallemployeestheopportunitytoexpresstheirviewsabouttheirjobs,thecompanyandtheirworkingenvironment
• YabberisaTelstraintranetsitethatprovidesemployeesanopportunitytosharetheirpersonalstories–triumphs,challengesandpassions–withallstaff
• EmployeeengagementopportunitiesrelatingtosocialandenvironmentalissuesincludetheDiversityChampionNetwork,VirtualWomen’sNetworkandGreen.Challenge@Telstra
Government
Ourgovernmentstakeholdersareatlocal,stateandnationallevels,fromMinistersandleaderstodepartmentstaff
Telstracommunicatesregularlywithgovernmentsonarangeofcommercial,policy,regulatoryandothermattersintheinterestsofitsshareholders,customersandemployees
• Telstra’sdealingswithgovernmentsareconductedopenlyandhonestly
• Constructiverelationshipsarebuiltandmaintainedacrossalllevelsofgovernmentbyourseniorleadership,Telstra’sGovernmentandCorporateRelationsteamandTelstraCountryWide
• Wearerequiredtoworkwithinrelevantgovernmentlegislativeframeworksandtoreportourcomplianceandperformance
• OurRegulatoryAffairsteammanagesTelstra’srelationshipwithstatutoryregulatorsandindustrybodies
• Telstraparticipatesinregularforumsandselectedeventswithlocal,stateandFederalgovernmentagencies
• Telstra’sEnterpriseandGovernmentbusinessunitworkswithgovernmentcustomerstodevelopanddeliveraccesstoworld-classinformationandcommunicationsolutions
Industry
ThesestakeholdersincludeInformationandCommunicationTechnology(ICT)andtelecommunicationsspecificassociations,aswellassector-specificassociations
Industrystakeholdersareinterestedinissuesimpactingthetelecommunicationsindustry,includingregulation,markettrends,consumerprotection,andtechnologyandservicedevelopments
• TelstraisamemberofthekeyICTindustrygroups,includingtheCommunicationsAlliance,theAustralianMobileTelecommunicationsAssociation,theAustralianInformationIndustriesAssociation,theInternetIndustryAssociation,andtheAustralianInteractiveMediaIndustryAssociation
• TelstraisamemberoftheMobileCarriersForumthatdealsspecificallywithsocialandenvironmentalissueswithinpolicy,regulatoryandoperationalenvironmentsassociatedwiththedeploymentandoperationofmobilephonenetworks
• Telstra’sIndustryAnalystRelationsfunctionstrengthensdomesticandglobalrelationshipswithspecialistanalystsonICTindustriesandmarkets
• TelstraisamemberoftheAustralianIndustryGroup,Australia’smajorbusinesslobbygroup
• TelstraisamemberoftheAustralianServicesRoundtable,thepeaklobbygroupfortheAustralianservicessector
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Stakeholder Interests and concerns Engagement methods
Investment community
Thisstakeholdergroupincludesinstitutionalinvestorsandsell-sideanalysts
Investorsandanalystsareconcernedwiththeriskinherentinandreturnprovidedbytheirinvestment,andtheabilityofthecompanytomeetitsobjectives
• OurannualInvestorDayisanopportunityforTelstratoprovideadetailedupdatetothefinancialmarketsontheperformanceofthevariousbusinessunitsandonthecompany’stransformation
• TheInvestorCentreatwww.telstra.com.au/abouttelstra/investorisadedicatedresourceforshareholdersandpotentialinvestors
• TheInvestorRelationsunitregularlyengageswithinvestorsandanalysts,andco-ordinatesmeetingsfortheinvestmentcommunitywithseniormanagement
Media
Includesrepresentativesfromprint,radio,TVandonlinemedia
ThemediareportsonTelstramorethananyotherbusinessororganisationinAustralia
• Telstraengagesregularlywiththemediathroughourmediaspokespeople,corporateaffairsmanagers,generalmanagersandotherappropriateofficerswithinthecompanytoprovideinformationthatisinthepublicinterest
Shareholders
Telstrahas1.4millionshareholders
Shareholdersareinterestedinfinancialreturns,companyperformanceandgovernanceissues
• Telstravaluesadirect,two-waydialoguewithshareholdersandbelievesitisimportantnotonlytoproviderelevantinformationquicklyandefficiently,butalsotolisten,understandshareholders’perspectivesandrespondtotheirfeedback
• TelstrakeepsshareholdersinformedthroughAnnualGeneralMeetings,anannualreportandbi-annualshareholderupdates
• TheInvestorCentreatwww.telstra.com.au/abouttelstra/investorisadedicatedresourceforshareholdersprovidinginformationaboutoursharepriceandfinancialperformance,presentationsandannualreports
Suppliers
Telstraengageswitharound8,000supplierseachyearwithatotalspendaround$11billion
SuppliersareinterestedinsecureandstablerelationshipswithTelstra
• Telstraregularlyengageswithsuppliersthroughoutandafterthesourcingprocess.OurvendormanagersmonitorandmanageTelstra’scommercialrelationshipwithitssuppliersandaddressdelivery,quality,socialandenvironmentalissues
• TheSupplyingtoTelstrawebsiteatwww.telstra.com.au/supplying_to_telstraprovidespracticaladvicetoprospectiveandcurrentsuppliersonsupplyingtoTelstra
Approach
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Our material issuesIndeterminingourmaterialissues,Telstrahasconsideredthesignificanteconomic,environmentalandsocialimpactsofourbusinessthatmayaffectourvalue,operations,reputationandlongevity.Wehavetakenintoaccountthefollowingkeyinternalandexternalfactors:
• businessstrategyandimpactofTelstra’stransformation;
• Telstra’scompanyvalues,codeofconduct,businessprinciplesandcorporateresponsibilityprinciples;
• corecompetenciesofTelstra;
• significantriskstothecompanyandcriticalfactorsforensuringTelstra’ssuccess;
• keyfuturechallengesforourindustry;
• concernsraisedbyourstakeholdersthroughtherangeofmechanismswehaveinplaceforstakeholderengagement;
• relevantlawsandregulations,forexampletheproposedNationalGreenhouseandEnergyReportingSystemandtheEmissionsTradingScheme,andthenewForwardwithFairnessindustrialrelationslegislation;
• keyfuturechallengesforoursocietyasidentifiedbysocialandenvironmentalexperts,governmentsandgrassrootscommunityorganisations;and
• sustainabilitycontext,includingtheGlobalReportingInitiative,MillenniumGoals,andUnitedNationsGlobalCompact.
Telstra’sCEOSolTrujilloandNationalEnergyManagerAllanGontarviewthenewlyinstalledhydrogenfuelcellandsolarpanelinJune2008.
Approach
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Issue Main stakeholders affected Impact Key elements of Telstra’s response See pages
Climatechange
CustomersShareholdersCommunitiesIndustry
Telstrahasasignificantopportunitytocontributeconstructivelytoreducethecarbonintensityofsocietythroughtelecommunicationsproductsandservices
Telstraisspreadingthemessagethroughourlandmarkpublication,Towards a High-Bandwidth, Low-Carbon Future: Telecommunications-based Opportunities to Reduce Greenhouse Gas Emissions,andbydevelopingofferingsthathelpourcustomersreducetheircarbonemissions
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Extendingaccesstocommunications
CustomersShareholdersCommunitiesIndustryGovernment
Deliveringanewhigh-speedNationalBroadbandNetworkacrossAustraliaisoneofthemostsignificantcontributionsTelstracouldmaketothecountry’seconomicdevelopment,socialinclusionandglobalcompetitiveness
Telstra’scommitmenttoitsshareholdersandthewidercommunityhasunderpinnedapassionateandtargetedBroadbandAustraliaCampaign
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Regulatoryenvironment
CustomersShareholdersCommunitiesIndustryGovernment
TheregulatoryenvironmentcontinuestoimpedeTelstra’sabilitytoinvestconfidentlyinnewtechnologyandtodeployadvancedservicestoallAustralians
WeengagewithgovernmentandregulatorstolobbyforaregulatoryenvironmentthatenhancesthepotentialforinvestmenttoprovideAustraliawiththetechnologytocompeteinternationally
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Energyefficiency
CustomersShareholdersCommunitiesEmployees
LikeallAustralianbusinesses,TelstrafacesuncertaintyabouttheimpactonourbusinessandonthewidereconomyoftheproposedCarbonPollutionReductionSchemeandrelatedpolicies
Wearecommittedtoimprovingourenergyefficiencyacrossourbusiness,supplychainandcustomerbase
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Employeerelationships
EmployeesContractors
ThesuccessofTelstra’stransformationandoureconomicsustainabilityreliesonstrongemployeerelationships
Wearecommittedtocreatingasafeandengagingworkingenvironmentforourpeople
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Humanrights EmployeesSupplychainCustomersCommunities
Thereisgrowinginterestintheroleofbusinessesinadvancinghumanrights.ConsiderationofhumanrightsinTelstra’sbusinessdecisionsandoperationshasthepotentialtomanageriskandrealisenewbusinessopportunities
Telstraaddresseshumanrightsconcernsinourworkforce,productsandservicesandsupplychain
26&38
Approach
1Society matters
We believe that what is good for Australia, is good for Telstra. We take our corporate responsibility seriously.Phil Burgess, outgoing Group Managing Director, Public Policy & Communications
Businessenterprisessignificantlyimpactsocietyinwaysthatreachwellbeyondthecommunitysphere.Astheprincipalwealth-creatinginstitutionsofoursociety,businessandtheprivatesectormustplayapivotalroleinshapinganation’ssocial,economicandenvironmentalpoliciesandcontributingtoprogressandprosperityineverysphere–fromtheartsandstrongcivicinstitutionstoeconomicdevelopmentandtaxpolicy.
Considertheeconomicdimensionofcorporateresponsibility.Telstra’smostimportantachievementoverthepastyearistoprovidejobstoover46,000people,paying$4.2billioninsalariesandwages.Wealsopaid$3.4billionindividendstoshareholders;paidover$1.7billioninCommonwealth,stateandlocaltaxes;purchasedmorethan$11billioningoodsandservicesfromaround8,000suppliers,manyofthemsmallandmedium-sizedbusinessesthatprovidejobs,taxesandwealthtolocalcommunities;andinvestedseveralbilliondollarsinnetworkmaintenanceandimprovements–includingtwohigh-speednextgenerationnetworks.Whenyoustopandthinkaboutit,theeconomicsofTelstra’soperationhaveasignificantsocialimpact.
Itisalsoimportantthatcorporationsseekopportunitiestoadvancethenationalinterest.ForTelstrathismeansnotjustcomplyingwithlawsandregulationsbutalsoadvocatingforreformwherereformisneeded,strengtheningthecapacityofthenation’stelecommunicationsnervecentreand,throughthis,providingthenationwithafoundationforeconomicgrowth,productivityimprovement,increasedprosperity,andglobalcompetitiveadvantage.
AtTelstra,wehavea21stcenturyvisionforAustralia:toadvancetheeconomic,social,andcommercialinterestsofpeople,businessandcommunitiesinAustraliabymaximisingthebenefitsofdigitaltechnologies.Already,wehavedeliveredtheNextG™wirelessbroadbandnetworkandweareeagertoprovideahigh-speedfibre-basedNationalBroadbandNetworkforthecountry.
AsAustralia’slargesttelecommunicationscompany,wearewellplacedtohaveameasurableandpositiveimpactonthenation’swell-beinganditssocial,economicandcommercialperformance.BusinessesofallsizesareusingTelstra’snextgenerationnetworksininnovativewaystosavetimeandfuel,andtoincreaseproductivity.PeopleandcommunitiesareusingTelstranetworkstoconnecttoeachotherandtheoutsideworldandtoreducethetyrannyofdistance–abigissueforAustraliabecauseconnectivityistheprimarydriverofpoliticalstability,economicprosperity,andsocialmobility.
Becausewebelieveinastrongcivicorder,webelievebusinessengagementinissuesofnationalimportanceisessentialtoahealthyandresilientsociety.Telstraseesthisengagementasacorporateresponsibility.Weengageonkeysocialandenvironmentalissuesthatchallengeournation,suchasclimatechange,cyber-securityandimprovementsinthewaywedeliverhealthandeducationservicestothepublic.Wealsoprovideapublicforumforeducationanddialogueabouttheimpactoftelecommunicationsonsocietywithournowwearetalkingwebsite.
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Telstra’sprimarysocialresponsibilityasabusinessenterpriseistoprosperandinnovate.Itmakesgoodbusinesssensetomeasurethefullimpactofourbusinessdecisionsonthelargersociety,toidentifywayswecanimprove,andtocontributepositivelytoAustralia’sfuturedevelopment–becausewebelievethatwhatisgoodforAustraliaisalsogoodforTelstra.
Influencing public policy Webelieveoneofthegreatstrengthsofdemocraticsocietiesisthattheyprovideahealthyarenaforvigorousdebatebetweenthepublicandprivatesectorsonimportantnationalmatters.That’swhyTelstraparticipatesindebatesonissuesthatimpactourbusiness,aswellasoureconomicandsocialcontribution.
National Broadband NetworkTelstrabelievesthatdeliveringanewhigh-speedbroadbandnetworkacrossAustraliaisoneofthemostsignificantcontributionswecanmaketothecountry’seconomicdevelopment,socialequityandglobalcompetitiveness.
ANationalBroadbandNetwork(NBN)willallowAustralianconsumersandbusinessestousenewapplicationsandservicesbeingdevelopedhereandaroundtheworld.Theseservicescanimproveaccesstohealthcare,education,publicsafety,onlinemediaandgovernmentandbusinessinformationandservices,especiallyforruralandregionalAustralians.
WebeganwithourNextG™wirelessbroadbandnetwork,andhavebeenplanningtobuildanNBNforoverthreeyears.JustasTelstrahasbeenthecompanytodelivertelecommunicationsthroughoutAustraliaforover100years,wearereadytobuildthisnetwork,aslongasitmakesbusinesssensetodoso.
Amassive,high-riskinvestmentisnecessaryfortheNBN,butthecurrentregulatoryregimeunderminesthepotentialforinvestmentbyleavingthedooropentotheregulator,theAustralianCompetitionandConsumerCommission(ACCC),toshiftthegoalpostsafterthenetworkhasbeenbuilt.
AustralianeedsaparadigmshiftinitsregulatoryenvironmentifitistoencouragetheinvestmentrequiredtogettheNBNbuilt.Telstrahasbeenworkingtowardsthis,andatthesametime
pursuingreformstoPartXICoftheTradePracticesActthatarecurrentlyprovidingawiderdisincentivetoinvestment.
AspartoftheNBNdiscussion,Telstraisalsoadvocatingforathoroughexaminationofthevariousregulationsthathaveasocialpolicyimpact,toensuretheobligationsofnetworkprovidersarefullycostedandresponsiblyassigned.
In2007/08,TelstrachallengedthecurrentextentofregulationthroughseveralmajorexemptionapplicationsmadetotheACCC.Theapplicationsaddressedregulatoryconstraintsthatcurrentlyhinder,orputatrisk,afairandcompetitiveoperatingorindustryenvironment.Forexample:
• Telstra’ssubmissiontotheNBNregulatoryreviewchallengedconventionalregulatorypolicyandoutlinedameansthroughwhichamulti-billiondollarinvestmentinnextgenerationaccesscouldproceed;
• weadvancedthecasetoputfundingoftheUniversalServiceObligation(USO)onamoresustainablefooting.Telstra’ssubmissiontotheUSOreviewproposednewmodelstomoreaccuratelyestimatethecostofrural,residential,businessandpayphoneservicestobetterargueforenhancedfundingforruralandremoteservices;and
• TelstrarolledoutADSL2+broadbandtechnologytoafurther907exchangesthatserveatotalof2.4millionpremisesaftertheFederalGovernmentsupportedthepositionthattherewasnocompellingcasefordeclaringaccesstoADSL2+services.
BroadbandAustraliaCampaignTelstra’scommitmenttoitsshareholdersandthewidercommunityhasunderpinnedapassionateandtargetedcampaigntoeducate,mobiliseandinfluence,throughdemocraticprocesses,thedecisionsthattheFederalGovernmentmakesaboutpublicpolicy,andtoshifttheregulatoryburdenonTelstra.
PriortoourBroadbandAustraliaCampaign,verylittleinformationabouttheimpactofregulationsonTelstraandthetelecommunicationsindustryhadbeenprovidedtoconsumersandshareholders,despitethesignificantimplicationsoftheseissuesforthenation.
Byenlargingthearenaofdiscoursetoinvolveshareholders,opinionleadersandthegeneralpublic,Telstrashiftedthediscussionsfrombehindcloseddoorsandthespecialistlanguageofregulators,lawyersandeconomists.
EstablishedinFebruary2007,ourBroadbandAustraliaCampaigncontinuedtocapturethesupportofstaff,Telstrashareholdersandmembersofthepublicwhoralliedbehindourcallforanationalcommitmenttobuildinganewhigh-speed,nationalbroadbandnetwork.
Morethan11,000peoplesignedupasTelstraActiveSupportersviaourwebsite,www.nowwearetalking.com.au.ThesitefeaturedthelatestWeb2.0onlineactivismtoolsthatgavesupportersandthousandsofotherAustraliansinformationandthemeanstoallowtheirvoicetobeheardinthedebateonbroadbandissues.
Achievementsin2007/08included:
• morethan18,000peopleputthemselves‘onthemap’callingforhigh-speedbroadband;
• morethan7,000peopleusednowwearetalkingtosendemailstolocalMPsand/ortheMinisterforCommunications;and
• almost4,000peoplesentemailstotheChairmanoftheACCC.
Weachievedouraimtoelevatehigh-speedbroadbandtoafirst-tierpublicpolicyissueinAustraliaandasacentralissueintheNovember2007Federalelection.TheAustralianLaborParty’scommitmenttodeliverjustsuchanetworkwasakeypolicyposition.
ThenewFederalLaborGovernmentre-namedtheCommunicationsMinister’sportfoliototheMinisterforBroadband,CommunicationsandtheDigitalEconomy,andcommencedatenderprocessforafibre-to-the-nodenetworktodeliverhigh-speedbroadbandto98percentofAustralians.
In2007/08,TelstraActiveSupportersalsovoicedtheirprotesttotheFederalLiberalGovernmentawarding$958millionoftaxpayer’sfundstotheSingTelOptusandEldersjointventureOPEL.ThedecisionwassubsequentlyoverturnedbythenewFederalLaborGovernmentinApril2008.
1. Society matters
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1. Society matters
nowwearetalkingSinceDecember2005,Telstra’snowwearetalkingwebsite,www.nowwearetalking.com.au,hasprovidedaforumforpubliceducationanddialogueabouttheimpactoftelecommunicationsonsociety.TheinitiativeisrepresentativeofhowthenewTelstracommunicateswithitsstakeholdersdirectlyandmorefrequentlyacrossabroaderrangeofissues.
ThisyearthewebsitehasundergonearedevelopmentandhaslaunchednowwearetalkingTV,withanincreaseofvideoonthewebsite.nowwearetalkinghascontinueditsreputationasoneofcorporateAustralia’smostinnovativeonlineforums.Duringthe2007Federalelection,nowwearetalkingdedicatedaspecialElection2007areathatwasaone-stop-shopforinformationontelecommunicationspolicyduringtheelection.Thesitewasfreefromeditorialcommentsandwasavailableforallpoliticalpartiestopublishtheirpolicies.ThewebsitealsostreamedalivedebatebetweenthethenMinisterofCommunicationsandShadowMinisterofCommunicationsontelecommunicationspolicy.
VisitorstothewebsiteincludeTelstrastaff,customers,shareholders,politicians,competitorsandmedia,alleagertosharetheirviewsandopinionsonissuesaffectingTelstra,thewidertelecommunicationsindustry,andthenation.nowwearetalkingcarriesnewsandviewsfromallperspectives–includingthosewhodoanddon’tagreewithTelstra.Overamillionpeopleayearvisitthewebsiteandweaimtoincreasethattoover1.5millionoverthenext12months.
nowwearetalkingisaimedatencouragingpeopletobecomemoreinterestedin,andtalkmoreabout,thedigitalrevolution,andhownewdigitaltechnologiescanexpandchoicesforpeople(ofallagesandinterests),enterprises(bothlargeandsmall),andcommunities–nomatterwheretheyarelocatedinAustralia.Thewebsiteraisesawarenessabouthowsomepublicpoliciesandadministrativepracticespreventconsumersandthenationasawholefromenjoyingthefullbenefitsoflivinginthedigitalage.
In2008/09nowwearetalkingwillhavespecialsectionsdedicatedtotheenvironmentandtheNBN.
Climate changeClimatechangehasbeenthedefiningsocialissueofrecentyearsandTelstrahasbeenproudtotakealeadershippositionintheemergingdebate.SincetheelectionoftheFederalLaborGovernmentinNovember2007,therehasbeenanotableaccelerationinpublicpolicydevelopmentandthishascoincidedwithinternationaltrends.TheUnitedNationsconferenceonclimatechangeinBaliduringDecember2007wasmarkednotjustbyAustraliaratifyingtheKyotoProtocolbutalsobyaroadmaptowardsanewglobalclimatetreatytocomeintoforcefrom2012.
Towardsahigh-bandwidthlow-carbonfutureInthecontextofintensedebateaboutthedesignandpotentialeconomicimpactsofanemissionstradingscheme,numerousstate-basedandvoluntaryschemestopromoterenewableenergy,carbonoffsets,andenergyefficiency,Telstrawentbacktothebasics–conservationofresources.LaunchedinOctober2007,ourlandmarkpublicationTowards a High-Bandwidth, Low-Carbon Future: Telecommunications-based Opportunities to Reduce Greenhouse Gas Emissions,commissionedfromindependentexpertsClimateRisk,hastakenourresourceconservationmessagetoanewfrontier.
Thereportbrokegroundinseveralways.First,itfocusedattentiononreducingenergyconsumptionastheprimarymeanstoachievemeaningfulcarbonabatement.Second,itdescribedseveninnovativewaystousetelecommunicationsnetworkstodeliversavingsthroughouttheeconomy.Third,itwentasfarastoquantifythesavingspotentialofthesecarbonopportunities–almostfivepercentreductioninAustralia’stotalannualgreenhousegasemissionsby2015.Finally,thereportwassubjectedtopeerreview,togiveindependentassuranceoftherobustnessofitsfindings.
Theresponsetothereporthasbeenremarkable.Thereporthasbeenwidelyquotednationallyandinternationallyasdemonstratingapracticalandoutward-lookingapproachtothechallengesposedbyclimatechange.
RoleoftelecommunicationsTelstra’sCEOSolTrujillochampionsthecasefortelecommunicationstoaddressclimatechangeatlocalandmajorinternationalforums.SolTrujillowastheonlyAustralianCEOinvitedtositona16-memberWorldEconomicForumsteeringcommitteeonclimatechange.Thesteeringcommittee’sstatement–signedby100CEOsfromsomeoftheworld’sbiggestcompanies–urgestheG8leaderstotakeimmediateactiontotackleclimatechange,andsaysthatbusinesshastheskills,expertiseanddrivetoleadthecharge.
TheFederalGovernment’sproposedrolloutofaNationalBroadbandNetworkto98percentofAustralianswillstrengthenoureffortsfortelecommunicationstoaddressclimatechange.ThisinvestmentwillenableAustralianstoaccesstelecommunications-basedservicesthatcanhelpthemreducetheircarbonemissions.Initiativessuchasremotediagnosisofheathissues,telecommutinginsteadofnon-productivehoursspentintrafficgoingtoandfromwork,andvideoconferencinginsteadoftraveltomeetingsarejustsomeoftheimmediatelyavailablewaystelecommunicationscanbeusedtoreduceourimpactontheenvironment.
TelstrahasalreadytakentheleadinAustraliabyshowingthatbetteruseoftelecommunicationscanreducegreenhousegasemissions.WeareworkingwiththirdpartiesacrossAustraliatodevelopinnovativesolutionsthatwillreducetheiroperationalcosts,improveefficiencyandreducetheirenvironmentalfootprints.
RegulationWithcontinuingexpansionofenvironmentalregulationatState,TerritoryandFederalgovernmentlevels,ourcomplianceandreportingobligationsareincreasing.Climatechangeisbringinganewsetofobligationsintothemix,withsomevariationfromjurisdictiontojurisdiction.TelstrahasmadesubmissionstotheFederalGovernmentontheEnergyEfficiencyOpportunitiesAct,NationalGreenhouseandEnergyReportingAct,andtheAustralianCompetitorandConsumerCommissionwhitepaperongreenmarketing.Ourpolicysubmissionshaveemphasisedthedesirabilityofstreamliningregulation.
Telecommunications-based opportunities to reduce greenhouse gas emissionsCase studyTelecommunicationsnetworkscanhelpreduceAustralia’sgreenhousegasemissionsbyalmostfivepercentby2015anddeliverupto$6.6billionayearincostsavingsforAustralianbusinessesandhouseholds,accordingtoareportreleasedbyTelstrainOctober2007.
AsaleadershipinitiativeTelstracommissionedclimatechangeexpertstoquantifythepossiblecarbonanddollarsavingsthatcouldbeachievedbybusinessenterprises,householdsandgovernmentsbyusingtelecommunicationsnetworkstoavoidorreduceratherthanjustoffsettheircarbonemissions.
TheReportfoundtelecommunicationsnetworkscanfacilitateareductioninAustralia’scarbonemissionsby4.9percentoraround27millioncarbontonnesperyearby2015.Thisisequivalenttotheannualemissionscausedbynearlytwo-thirdsofAustralia’spassengercars.
Towards a High-Bandwidth, Low-Carbon Future: Telecommunications-based Opportunities to Reduce Greenhouse Gas Emissionsisastudybyclimatechangeexperts,ClimateRisk.TheReportwaspeerreviewedbyindependentexperts:WWFAustralia’sChiefExecutiveOfficer,GregBourne,andleadingAustralianenergyandenvironmentalauthority,DrHughSaddler.
TheReportidentifiessevenmajoropportunitiesforAustralianconsumersandbusinessesthat,ifimplementedby2015,couldhelpreduceAustralia’sgreenhousegasemissionsbyaround27millioncarbontonnesperyear.Individually,eachopportunitycoulddeliverperannumcarbonemissionsavingsof:
• 1.8milliontonnes(Mt)byusingbroadbandtoremotelymanagepowerforappliancesnotinuseoron‘stand-by’;
• 2.4Mtbyimprovingbusinessproductivitywith“in-person”high-definitionvideoconferencing;
• 2.9Mtwithbroadbandbased,real-timefreightallocationsystemstofillemptyfreightvehicles;
• 3.0Mtwithpresence-detectingservicesthatturnoffdevicesthatare“on”butnotbeingused;
• 3.1Mtwithteleworkingandworkinginregionalcentresbyreducingcommutercartraffic;
• 3.9Mtbybringingintegratedpersonalisedpublictransporttoyourdoorwithaphonecall;and
• 10.1Mtbyincreasingrenewableenergyusewithnetworkeddemand-sidemanagement.
ClimateRisk’sDirectorofScienceandSystems,DrKarlMallon,saidtheintroductionofcarbontradingwouldrequireAustralianbusinessestore-thinktheirapproachtodoingbusiness.
“TheReport’sopportunitiesshouldbepartofeverybusinessandgovernmentclimatechangestrategybecauseitcandeliverbigemissioncutsquicklyandwithminimaleconomicdisruption,”DrMallonsaid.
“ThisReportprovidesthefirstsignificant,practicalanalysisinAustraliaoftheuseoftelecommunicationstoachieveincreasedenergyconservationandcleanenergyproduction.Ouranalysisfoundthatbyharnessingsmarternetworksanddevicesitispossibletodeliverreducedemissionswhilealsoreducingexpenditureonenergyfortheenduser.
“TheresultsindicateTelstracanplayabigpartinthesolutiontoclimatechange.Thescaleofitsnetworks,servicesandcustomer-baseprovidesauniqueplatformtopartnerwithbusinessesandhouseholdstoamakeasignificantcontributiontoreducingthenationalcarbonfootprint.”
AfullcopyoftheReportcanbefoundatwww.telstra.com.au/abouttelstra/csr/reports.cfm
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1. Society matters
Issue Solution Product/Service Travel/Fuel Reduction Additional Information
Conferencing & Collaboration
Remote & Virtual
VideoConferencing TelePresence ✓ Topoftherange/stateoftheartvideoconferencing.
VideoConferencing TelePresence ✓ Enablesvirtualfacetofacemeetingsandsupportslargernumbersofattendees.
VideoConferencing DesktopVideoConferencing ✓ Desktopsolutionforindividualfacetofacemeetingswithhighqualityimages.
VideoConferencing WebEx ✓ Enablesharingofapplicationsandhands-onvisual/verbalcollaboration.
VirtualContactCentre WebContactCentre ✓ SupportsavirtualcontactcentrethatlinksallformsofcommunicationswhilstabletorunonanyconnectabledesktopPCallowingaphysicallydiversestaffingandreducedtravelandalsoofficespaceimpactsforhomeworkers.
RemoteWorkingSolutions iPassGlobalVirtualNetwork ✓ Providessecuremanagedaccesstocorporatebusinessessupportingemployeesworkingremotelyandenablingreducedtravel.
Telemetry RemoteTelemetry RemoteTelemetry ✓ Remotemonitoringandcontrolofmeteringandspecificapplicationdevicesanywhere(andeverywhere)inthecountryenablingreductionintravel.Additionalenvironmentbenefitsdependingonapplicationsuchaswaterreductionswhenusedforwatermanagement.
Vehicle Routing & Management
FieldWorkforceSolutions XoraTrimbleEnterpriseMobilitySystem(EMS)
✓ Variousapplicationsforfieldforcemanagementtostreamlinefieldworkincludingjoballocationandrouteplanning.
Whereis®Navigator WhereisNavigator ✓ Smarttravelplanningmeansefficientroutingtohelppreventunnecessaryfueluse.
Next Generation Infrastructure
TelstraNextIP™network BigPond,Velocity(FTTP) ✓ TheTelstraNextIP™networkisoneofthelargest,fullyintegratednationalIPnetworksintheworld.
NextG™network FlexiblePersonalisedTransportSolutions ✓ LeadingedgewirelessnetworkthatunderpinsnotonlyTelstra’sbutanextensiverangeofthirdpartyproductsandservices.
Telstra’sproductsandservices–fuelreductionsolutions
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Internet safety and securityWirelesscommunicationischangingthewaywework,liveandrelatetoeachotherinthe21stcentury.In2007,eachAustralianhouseholdhad,onaverage,morethanthreemobilephones–upfromoneperhouseholdin1995;andin2007,nineintenfamilieshadaninternetconnectionwith75percentbeingbroadband–upfromsevenpercentin1995.Communicationstoolslikethesearebringingfamilyandfriendscloserbyallowingthemtostayconnectedwhenphysicallyseparated.
However,withaccesstohigherbandwidthinternetconnectionsandnewtechnologies,thewaypeoplebehaveonlinehaschanged.Therateofgrowthintheuseofsocialnetworkingservicesanduser-generatedcontenthasincreasedmarkedlyinAustraliaandinternationally.Therehasbeenashiftfromtheconsumptionofcontenttointeractionwithcontent,andinformationhasneverbeenmoreintegratedoraccessiblein‘realtime’.
Whilethesechangeshaveincreasedourabilitytoconnectwitheachother,drivenadvancesinproductivityandenhancedinnovation,theyhaveacceleratedashiftintheriskstointernetusers.Theseonlineriskscanbecategorisedintothreekeyareas2:
1. content–theriskofexposuretointernetcontentthatisillegalorconsideredtobeinappropriateforchildren.
2. communication–risksarisefrominterpersonalcommunicationsontheinternet,suchascontactwithchildrenbysexualpredatorsandcyberbullying.
3. e-securityrisks–associatedwithavarietyofinternetactivitiesincludingthereleaseofpersonalinformationtopublicforumsandconnectingahomecomputertotheinternetwithoutprotection,whichmayresultinviruses,onlinefraud,spamandidentitytheft.Onanationalscale,e-securityrisksmayincludecyberattackonAustralia’scriticalinfrastructure.
In2007/08TelstraestablishedaninternalWorkingGrouponInternetTrust&Security.Wealsoworkwithindustry,government,communityorganisationsandinternetuserstoaddresstherangeofevolvingonlinerisksandtodevelopmeasuresthatpromoteonlinesafety.AtTelstrawetakeourresponsibilityasatrustedinternetservicesproviderandintegratedtelecommunicationscompanyseriously.
CybersafetyforkidsIn2007/08theTelstraFoundationmadeathreeyearcommitmenttoputtinga‘spotlight’oncybersafety.Anew$3millioncommunitygrantsprogramwasestablishedtohelpdevelopprotectivemeasurestokeepAustralianchildrensafewhileusingtheinternetandmobilephones.Throughthespotlightoncybersafetyprogram,theTelstraFoundationsupportsprogramsthathelpchildrenandyoungpeopledeveloptheskillstheyneedtoenjoytheuseofinformationandcommunicationtechnologiesinsafe,supportedenvironments,andprogramsthateducateparentstobecomemorecompetentinaddressingcybersafetyissues.
Nationale-SecurityAwarenessWeekInJune2008,TelstrasupportedNationale-SecurityAwarenessWeek,aFederalGovernmentinitiativethataimstohelpAustraliansunderstande-securityrisksandeducatecomputerusersaboutthestepstheycantaketoprotectthemselves,familiesandbusinessesonline.Telstra’sCorporateSecurity&InvestigationsledourinvolvementtogetherwithrepresentativesfromSensisandTradingPost.
AspartoftheweekinJune2008,Telstra’sconsumermarketingteamandBigPondheldaseriesoffreeseminarsatTelstra’sT[life]™storeinSydney.Theseminarsdemonstratedhoweveryparentcanhelpbuildasafeonlineenvironmentfortheirchildren.Oneoftheworld’sleadingexpertsine-learningandanadvocateforchildcybersafety,DrMartynWild,sharedsomesimplestepsthatparentscantaketomaketheinternetasafeplacefortheirfamily.Abookletforparents,Helpkeepyourkidssafeonline,wasproducedaspartofthisinitiative.
Thebooklet,alongwithsomesimpletipsoncybersafety,canalsobefoundbyvisitingtheBigPondwebsiteathttp://my.bigpond.com/help/security
CyberSafetyConsultativeWorkingGroupTelstra’sCorporateSecurity&InvestigationsUnitrepresentsthecompanyontheCyberSafetyConsultativeWorkingGroup.AkeyinitiativeoftheFederalGovernment’scybersafetyplan,theworkinggrouphasrepresentationfromcommunitygroups,internetserviceproviders,industryassociations,businessandgovernment.ItisexpectedtoprovideadvicetotheGovernmentonprioritiesandmeasuresrequiredbylegislatorsandindustrytoensureworld’sbestpracticesafeguardsforchildrenonline.
AustralasianConsumerFraudTaskforceTheAustralasianConsumerFraudTaskforce,madeupofanumberofstateandfederalgovernmentbodiesfromAustraliaandNewZealand,launchedaSCAMwatchFraudFortnightawarenesscampaigndrivenbytheAustralianCompetitionandConsumerCommission.Thecampaignwasdesignedtoeducateconsumersonhowtheycanbetterprotectthemselvesfromscams.
AsanindustrypartnertotheTaskforce,wehelppromotethecampaigneachyear.Thisyear,byusingTelstra’svariedcommunicationchannels,theTaskforce’smessagesweredeliveredtoover2.7millionBigPondcustomers,550,000TradingPostusersand40,000employees.
VirtualGlobalTaskforceTheVirtualGlobalTaskforce(VGT)iscomprisedofgloballawenforcementagenciesworkingtogethertofightonlinechildabuse.Itsobjectivesaretomaketheinternetasaferplace,toidentify,locateandhelpchildrenatrisk,andtoholdperpetratorsappropriatelyaccountable.
1. Society matters
2Developments in Internet Filtering Technologies and other Measures for Promoting Online Safety,p.12,AustralianCommunicationsandMediaAuthority,2008
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BigPondisanoriginalcorporateindustrypartneroftheVGTsinceitsinceptionthreeyearsagoandwasthefirstAustralianinternetserviceprovidertoacknowledgeitsvalue.AsanindustrypartneroftheVGT,Telstrademonstratesitscommitmenttocommunitysafetyandcrimereduction,andhelpstoreducethethreattochildrenonline.TelstraattendedthethirdInternationalVGTconferenceinCanadainFebruary2008,whichfocusedonbuildingawarenessandunderstandingofthechallengesfacedwhenfightingaborderless,crossjurisdictionalcrime.Theconferencerecognisedthatnosingleagency,organisationorcompanyalonecanwinthefightofprotectingourmostvitalresource–ourchildren.
TechnologyandWellbeingRoundtableTheTelstraFoundation,incollaborationwithInspireFoundation,establishedaTechnologyandWellbeingRoundtable,aforumthatbringstogetherasmallgroupofindustryleadersfromallsectorsofthecommunity,toexploreopportunitiestoworkcollaborativelyandreducetherisksassociatedwithtechnology.Establishedin2008,thegroupaimstodevelopinnovativeinitiativesthatharnessthepoweroftheinternetandrelatedtechnologytoimprovewellbeing.SomeoftheroundtableparticipantsaretheNSWCommissionforChildrenandYoungPeople,theAlannahandMadelineFoundation,NAPCAN,MicrosoftandMySpace.
CyberStormIITelstracontinuedtoworkcloselywithgovernmentandindustrytoensurethecountryisreadyforandresilienttopossibleattacksonitsnetworkandconstantlyinvestsinnewtechnologytoprotectitscustomers.Today’ssecuritychallengesreinforcethebenefitofTelstra’sparticipationinaninternationalsimulatedcyberexercisecalledCyberStormII,whichtookplaceinMarch2008.
CyberStormIIwaspartoftheUnitedStates’DepartmentofHomelandSecurity’songoingefforttoreducecyberattacksandenhancegovernmentandprivatesectorabilitiestocommunicateandcooperateinresponsetoacyberincident.
Australia,alongwithCanada,theUnitedStates,NewZealandandtheUnitedKingdom,participatedintheexercise.Over50Australianorganisations,includingcriticalinfrastructuresectors,tookpartintheexercisedesignedtotesthowwellcriticalcross-sectorandinter-governmentalcybersecurityprocessesoperateandhowstakeholdersrespond.Asakeymediacommunicationscompany,Telstrawasintegraltotheexercise.
Telstra’sinvolvementinthiscollaborativeindustryandgovernmentexerciseprovidedtheopportunitytosimulateresponsestoalargescalecyberattack,applykeylearningstocurrentpracticesanddevelopimportantnetworkswithlawenforcement,governmentsandpeerorganisations.
CyberStormIIreinforcedtheneedforTelstra’senterpriseandgovernmentcustomerstoproactivelyprotectthemselvesagainstcybercrime.Telstraofferedinformationandbriefingsonasophisticatednewsecuritysystem,DistributedDenialofServiceProtection.Thisprotectionserviceinterceptsanattackintheonlinenetworkandredirectstheoffendingtraffictopreventthecustomer’sinternetgatewayfromshuttingdown.Thenetwork-based,managedsecuritysolutionisaneasyandscalablewaytoprotectcustomernetworksfromDistributedDenialofServiceandotheronlinesecuritybreaches.
Electromagnetic energyTelstraacknowledgesthereissomecommunityconcernthatexposuretolowlevelsofelectromagneticenergy(EME)fromourtelecommunicationsbasestationsandmobiletelephonehandsetscouldleadtoadversehealtheffects.
TelecommunicationsfacilitiesemitradiofrequencyEMEas“radiowaves”orradiosignals.OtherradiowavesignalstransmittedbycommunicationsfacilitiesincludeTVsignals,AMandFMradiosignals,taxiservicesignals,pagingnetworksignals,emergencyservicecommunications,andpolicetwo-wayradio.
TelstrareliesontheexpertadviceofnationalandinternationalhealthauthoritiessuchastheAustralianRadiationProtectionandNuclearSafetyAgency–anagencyoftheCommonwealthDepartmentofHealthandAgeing,andtheWorldHealthOrganisation(WHO)foroverallassessmentsofhealthandsafetyimpacts.
TheWHOreportsthatfromalltheevidenceaccumulatedsofar,“noadverseshortorlongtermhealtheffectshavebeenshowntooccurfromtheradiofrequencysignalsproducedbybasestations.”
Onmobilephones,theWHOreportsthat“theoverallevidenceavailabletodatedoesnotsuggestthattheuseofmobilephoneshasanydetrimentaleffectonhumanhealth.”
Moreinformationisavailableatwww.who.int/peh-emf/about/WhatisEMF/en/index3.html
During2007/08,Telstracompleted1,131mobileinfrastructureprojectswhichincluded129newdevelopmentapplicationsand425AustralianCommunicationIndustryForumconsultationproposals.TheAustralianCommunicationsandMediaAuthority(ACMA)confirmedthattheyreceivedfivecomplaintsregardingTelstraproposalsthisfinancialyear.
Eachyear,TelstrapublishesinformationontheRadioFrequencyNationalSiteArchiveaspartofourtransparentapproachtoEMEandtelecommunication.Thisyearthisincluded:
• EnvironmentalEMEReports:7,057updatesto4,130distinctsites;
• EMEComplianceCertificates:1,426updatesto1,260distinctsites;and
• RadioCommunicationsSiteManagementBooks:1,719updatesto1,451distinctsites.
1. Society matters
In2007/08,wepresentedatsixleadinginternationalEMEconferencesandworkshops,includingtheBioelectromagneticsSocietyAnnualMeetinginSanDiego,andprovidedsponsorshipfortheAustralianCentreforRadiofrequencyBioeffectsResearchScienceWeek2007.TheaimoftheScienceWeekistoimprovethepublic’sunderstandingofradiocommunicationstechnology.
EMEresearchTelstraemploysthreefull-timeresearchprofessionalsintheChiefTechnologyOfficetooverseeandsupportourengagementinexternalEMEresearch.ThisresearchisconductedprimarilyincollaborationwiththeAustralianCentreforRadiofrequencyBioeffectsResearch.
In2007/08,researchprojectsundertakenwiththeCentreincludedhuman,animalandisolatedcellculturestudiesonpotentialhealtheffects;dosimetrystudiesformorerobustexposurestandardsdevelopment;andextensivereviewingofthescientificliteraturetoprovidethemostup-to-dateknowledgeoftheglobalresearcheffortandthelatestconclusionsonpotentialhealthimpactsfromexposuretoEME.
Alsoin2007/08,incollaborationwithSwinburneUniversityofTechnology,Telstraopenedanew$600,000researchfacilityatSwinburne’sHawthorncampusinMelbourne,toundertakespecialisedradiofrequencydosimetryresearchandtosupporttheresearcheffortsoftheothercollaboratorsoftheAustralianCentreforRadiofrequencyBioeffectsResearch.Telstracontributed$300,000andlabequipmenttothenewfacility.
SuperClubsPLUS AustraliaCase studyAprotectedandsafeonlinelearningcommunityforyoungAustraliansisnowarealitythankstotheeffortsofIntuitiveMediaAustralia,LaTrobeUniversityandtheTelstraFoundation.
Theactiveeducationprogram,SuperClubsPLUSAustralia,equipschildrenwiththeskills,confidenceandaptitudetoeffectivelyandsafelyengageontheinternet.
Providinganonlinevoiceforsixto12yearolds,SuperClubsPLUSAustraliaisalocalisedversionofaninitiativeofIntuitiveMediaUK.ItincludesAustralianmediatorsprotectingandencouragingchildrenin‘realtime’,andlocalcontent,partnersandcurriculummappingacrossalleducationjurisdictions.
SuperClubsPLUSallowsyoungpeopletosafelyexploretheiridentity,andreachouttosignificantadults,suchaschildren’sauthors,guestpoliticians,andjournalists,aswellaseachother,through‘SuperHot-Seats’.‘SuperClubbers’cantalktolocalandglobalaudiences,butareprotectedbyasophisticatedmixofsoftwaretools,intelligentsystemsandreal-timemediators.ItisasaferalternativetotheonlinecommunitiesfoundinMySpace,YouTubeandBebo.
UsingSuperClubsPLUShelpsyoungpeopledevelopanadvancedunderstandingofonlinetoolsandtechnologies,andanopportunitytousetheminpurposefulactivities.
Inaddition,SuperClubsPLUSAustraliaprovidesanonlinespaceforchildrenandteacherstolearninadifferentenvironment.Informationandcommunicationtechnologieslearningsfromeachofthestates’educationcurricularforthisagegroupwillbemappedtoprogramsinSuperClubsPLUS.
Withover6,000kidssignedupinjustthefirsttwomonthsofSuperClubsPLUSgoinglive,theaimistohave40,000childrenregisteredinthefirsttwoyearsoftheprogram.
SpringGullyPrimarySchoolteacher,NarissaLeung,believesthatSuperClubsPLUSAustraliateachesstudentsmorethanjustcomputerskills.
“Itprovidesstudentswithamoralcompassforsafeinternetuseandanauthenticpurposeforbothreadingandwriting,”MsLeungsaid.
TheTelstraFoundation,throughtheCommunityDevelopmentFund’sCyberSafetyprogram,issupportingSuperClubsPLUSAustraliawithagrantof$1millionovertwoyears.
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CommunityengagementKeytoTelstra’ssiteselectionprocessistheneedtostrikeabalancebetweenprovidingreliableservicesandminimisingimpactonthecommunityandthelocalenvironment.Telstraendeavourstolocatefacilitiesinindustrialandcommercialareaswhereverpossibleinordertominimisedisturbancestolocalcommunities.
AdedicatedteamatTelstraactivelyreviewsnewsiteproposalsanddevelopssuitablecommunityconsultationplans.Thelevelofconsultationvariesdependingonthetypeoffacilityproposed(newsiteorupgradeofanexistingsite),localgovernmentpolicyandadvice,andimportantlythelocalareaandcommunity.
Telstrainvitesnearbycommunitiesandlocalgovernmenttoactivelyparticipateintheconsultationprocess,andprovidesarangeofavenuesforengagementincludingwrittennotificationtoresidents,advertisementsinlocalpapers,noticesattheproposedsite,local“drop-in”sessionsataneighbourhoodhouse,specialcouncilbriefings,telephonehotlines,housetohousevisitsandone-on-oneinformationsessions.
TelstraprovidescomprehensiveinformationaboutEMEandhealth,includingresearchandfactsheets,atwww.telstra.com.au/ememanagement
Socio-economic contributionAsthetelecommunicationsnervecentreofAustralia,Telstraprovidesthenationwithafoundationforeconomicgrowth,productivityimprovement,sustainableprosperityandglobalcompetitiveadvantage.Asabusinessenterprise,wehavearesponsibilitytoourshareholdersandtothenationtocontinuallyimprovethefinancialperformanceofourcompanyanditsbusinesses.Bydoingthisinaresponsibleway,wefosterprosperityintheindustriesandcommunitiesinwhichweparticipate.
Economic impactIndesigning,developingandimplementingcommunicationssolutionsforourcustomers,Telstrahasasignificantimpactontheeconomythroughemployment,investmentandoursupplychain.Duringthe2007/08financialyear,Telstra’sbusinessactivities:
• supported46,649jobs(totalworkforce);
• paidout$4.2billioninsalariesandwages;
• paidout$3.4billionindividendstoshareholders;
• paid$1.7billioninCommonwealth,stateandlocaltaxes;
• purchasedmorethan$11billioningoodsandservicesfromaround8,000suppliers;and
• invested$4.9billiontocontinuethebuildoutoftheNextG™wirelessbroadbandnetwork;thecontinueddeploymentoftheTelstraNextIP™network;creationofnewandadvancedbusinesssupportandoperatingsupportsystems;andotherinvestmentstotransformthedeliveryoftelecommunicationsservicesinAustralia.
FinancialsummaryYearended30June2008*
2007/08 2003 $M
2004 $M
2005 $M
2007 % change
Salesrevenue 24,657 23,673 984 4.2
EBIT 6,226 5,779 447 7.7
Profitaftertaxandminorityinterests
3,692 3,253 439 13.5
Ordinarydividends(centspershare)
28 28 - -
*IncludesSensis
IndustryawardsInoneofthebiggestend-to-endtransformationseverundertakenbyaglobaltelecommunicationscarrier,Telstraisnowpastthethreeyearmarkinitsfiveyeartransformation.Wearetransformingfroma20thcenturyphonecompanyintoaworldclassmedia-communicationscompany,implementingnextgenerationnetworks,transformingourITsystemsandintroducingmarket-basedmanagementtoimproveourcustomers’experience.Thetransformation,whichissupportedbyglobalstrategicpartnerssuchasAccenture,IBM,Ericsson,andAlcatel-Lucent,isproducingworld-leadingresults.In2007/08,Telstra’sachievementshavebeenrecognisedbyanumberofkeyindustryawards,including:
• 2008TelecomAsiaAwards–‘BestAsianTelecomCarrier’and‘BestMobileCarrier’;
• 2007AustralianTelecomAwards–‘TelecommunicationsCompanyoftheYear’,‘CEOoftheYear’,‘BestInternetServiceProvider’,and‘MobileCarrieroftheYear’;
• GlobalTelecomsBusinessMagazine’s2007‘InnovationAward’forITTransformation;
• AustralianCommunicationsAllianceAwards–‘InnovationMobilityAward’fortheTelstraNextG™network;
• NationalMobileMediaAwards–‘BestMobileEntertainment’;and‘BestofShow’forWotnext;
• InternationalEngineeringConsortium,BroadbandWorldForum–InfoVisionAwardforBigPondWirelessBroadband;and
• EngineersAustraliaExcellenceAward,SydneyChapterofEngineersAustralia–AwardforControlSystems,NetworkInfrastructureandTelecommunications–TelstraNextG™network.
ThecompletelistofTelstrahonourscanbefoundatwww.telstra.com.au/abouttelstra/corp/awards.cfm
1. Society matters
“Inthepast,theMobileUnithasbeenunabletoevenconnecttoatelephoneline.
“This,coupledwiththemanyandvariedlocationstheMobileUnitvisits,andthechallengeofthesizeandcomplexityofthex-rayimages–about10megabytespersinglex-ray–hasrequiredcreativesolutions.”
BreastScreenTasmaniaisoneoftheincreasingnumberoforganisationsusingtheNextG™networktoincreaseefficienciesanddriveimprovedproductivity.
Productivity and innovationTelstra’svisionisforaNationalBroadbandNetworkforallAustralians,toenableaturbo-chargingofhealth,education,environmentalconservationanddevelopment,commerce,innovationandsocialinclusion.WearealreadydeliveringAustralia’slargestandfastestnationalmobilebroadbandnetwork.
OurnetworksexplainedTheNextG™networkisAustralia’slargestandfastestnationalmobilebroadbandnetwork.Telstra’sNextG™networkoffersthebestcombinedbreadthanddepthofthirdgenerationmobilecoverageinAustralia,coveringmorethantwomillionsquarekilometres–morethanthreetimesthesizeofFrance.TheNextG™(850MHz)networkprovides3Gservicesandwirelessbroadbandaccessto99percentoftheAustralianpopulation,spanningcitytocountryincludingmanyremotecoastalandruralcommunities,andistheworld’sfirstnationalnetworktoofferupto200kilometrecellrange.SomeadvantagesoftheNextG™networkinclude:
• moremobilephoneservices–inadditiontothestandardvoicecallsandtextmessaging,theNextG™networkallowsitsuserstomakeandreceivevideocalls,andenjoybroadbandaccesstotheinternet;
• laptopandPDAaccess–theNextG™networkcanalsobeaccessedusinglaptopsandPDAsviaPCcards;
• fasterdataspeeds–theNextG™networkisuptofivetimesfasterthanother3GSMnetworks,withtypicaluserspeedsaveraging550Kbpsto3Mbps;and
• internationalroaming–theNextG™networkhasoneoftheworld’sbestinternationalroamingfootprints,allowingcustomerstomakevoicecallsinmorethan172countriesandtoaccess3Gservicessuchasvideocallingandhighspeeddatain41countries.
TelstraCountryWideExecutiveDirectorforVic/Tas,GrantWiltshire,TasmanianMinisterforHealth,LaraGiddingsandBreastScreenTasmania’sJennyHuntleydemonstratethedigitalmammographyimagerybeingsenttoHobartinreal-timefordiagnosis.
Breast Screen Tasmania Virtual CareCase studyLaunchedinApril2008,anewtelehealthinitiativepoweredbyTelstra’sNextG™networkisrevolutionisingthewayscreeningmammogramsareprocessedforwomenlivinginruralandregionalTasmania.Significantadvancementsinhealthcareoftencomefromsimplesolutions,andthisonecouldnotbemorestraightforward.
“Thebeautyofthisapplicationisitssimplicity,”saidTelstraCountryWide®ExecutiveDirectorforTasmaniaandVictoria,GrantWiltshire.
“AcombinationofwirelessbroadbandanddigitalmammographyequipmentmeansthatimagespreviouslycourieredinhardformcanbeemailedtotheradiologyreadingfacilityinHobart.”
LaraGiddings,MinisterforHealthandHumanServices,saidthattheinitiativehadreducedthetimetakenforindividualmammogramfilestobetransferredfromthemobilescreeningunittotheHobartreadingfacilityfromasmuchasfivedays,tojustfourminutes.
“Untilnow,lackofmobilebroadbandcommunicationshasmeanttime-consumingmanualprocessesfordeliveringclientfilesandmammogramstoandfromtheMobileUnit,”Larasaid.
“FilesandappointmentscheduleshavebeenpackedinsuitcasesanddeliveredbycouriertotheMobileUnitwhereverithasbeenlocatedaroundTasmania–aprocesstakinguptofivedaysdependingonthelocation.
“ReturningthefilesandscreeningmammogramstoHobartforreadingandarchivinghasbeensimilarlyinefficient.
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Inaddition,TelstrahasdeliveredtheTelstraNextIP™networkwhich,coupledwiththeNextG™network,isoneofthelargestfullyintegratednation-wideIPnetworksintheworld.TheTelstraNextIP™networkissecure,morescaleable,morereliableandsimplertoaccessthananyothernetworkinAustralia.
OurADSLbroadbandnetworkcovers92percentofthepopulationandourADSL2+servicesareenabledinmorethan1,400exchangesallowingcustomerstoaccessspeedsupto20Mbps.
ChangingthewayweliveandworkThesenetworksarealreadyhavingaprofoundsocialandeconomicimpact–changingthewaypeoplelivetheirlives,changingbusinesses,andincreasingAustralia’sabilitytocompeteglobally.Theyunderpinsignificantchangesfrominformationthatiscompartmentalised,fragmentedbyproviderandhardtoaccess,toinformationthatisintegrated,user-generatedandaccessibleinreal-time.
Onapersonallevel,peopleareusingTelstra’sNextG™networktomakelivevideocalls,especiallyforspecialoccasionssuchasChristmas,birthdays,weddingsandchristenings,strengtheningkinshiptiesandallowingpeoplewhocan’ttraveltostayintouchwiththoseclosetothem.
Onabroaderlevel,ournetworksareusedtoimproveemergencyservices,addresscriticalresourceshortagesinhealthandeducation,andtoimproveefficiencyandproductivityinindustry.
HealthcareWithanageingpopulationandshortfallsofdoctorsandnursesinruralandregionalareas,Australia’shealthsystemisunderpressure.Telecommunicationsnetworkscanunderpinaseriesofpositivechangesinthepatient,medicalprofessionalandhealthadministrationexperience.
Usingournetworks,itisnowpossibleforanambulancetoarrivemorequicklybyusingourlocationtechnologytopinpointthesceneandthenearestambulance;apatient’srecordstobemadeavailableinstantaneouslybythespeed,reliabilityandrobustnessofourTelstraNextIP™network;andthebestprofessionalstobealertedimmediatelyfordiagnosisandrecommendationbyusingourwirelessbroadbandNextG™networktorecordandtransmitthepatient’sconditionviavideo.
CommunitynursesareusingNextG™toremotelyaccessclientrecordsandupdatefiles,eliminatingtheneedtogobacktobase.Theyalsotakeandsendpicturesandvideosofwoundstoreceivedressingadviceoverthephone,savingtimeandresources,anddeliveringmoreimmediateandappropriatecare.
Healthprofessionals,suchasdentists,speechtherapists,obstetricians,cardiologists,pathologists,paediatriciansandphysiciansareusingtheNextG™networktoviewelectronicpatientrecords,makeprescriptions,accesspharmaceuticaldataandconductmobilevideoconsultations.
Thissavestraveltime,reducesthedelayfordiagnosisand,mostimportantly,givespatientstimelyadviceaboutimprovingtheirhealthandwellbeinginlocationswherespecialistattentionpreviouslymaynothavebeenavailable.
Virtualreal-timecriticalcarebridgesdistanceandgivesaccesstospecialistsassistinginthestabilisationofthepatient,reducingtheneedtotransferpatientsfromregionaltobig-cityhospitals.
BusinessADecember2007studyof26businessesin15industriesusingTelstra’sNextG™wirelessbroadbandnetworkfoundonaveragea9.3percentincreaseinproductivityafterusingNextG™foranaverageofsevenandahalfmonths.
Productivitygainsamongusersinterviewedvariedfrom1.1percentto27.3percent.
31percentofthosesurveyedwereinruralorremoteareas.It’sintheseareaswherethehighestproductivitygainswereseen.
Theproductivitydriversincludedreducedtravelandexpenses;betteruseoftimewhileoffsiteortravelling;accesstomoreinformationremotely;andreducedstafftimesupportinginformationrequestsfromoffsiteworkers.
Businessesacrossallsectorsareusingournetworkstosaveontraveltimeandfuelexpensestoimproveproductivity.Forexample,cattlefarmersareusingNextG™toremotelymonitorwaterlevels,gatesandfences,andremotelycontrolwaterpumps,notonlysavingtimeandfuel,butreducingmaintenanceandimprovinglivestocklongevity.
ThestudywaspreparedforTelstrabyEnotechPtyLtd.
1. Society matters
Ournetworksarealreadyhavingaprofoundsocialandeconomicimpact
“IcannowusealaptoptodoajobonthetopofUluruorinWadeye,andit’snotonlygeneraladministrativeworkthatwecannowdo”,Charlessaid.
“Wecanalsoaccessallourrecordssothatwecancheckthedetailsweneedtosayyestoaloanorabusinessdealrightthereandthen.
“Nowthatstaffmembersdon’thavetotraveltowheretheypreviouslyneededtoforinternetaccess,andweareabletoaccessournetworkinmanyplacesacrossAustralia,IbelievethatmovingtotheNextG™networkhasimprovedourefficiencybyupto30percent.”
EducationAccesstohigh-speedbroadbandissettotransformthewaywelearninaneweraofanywhere,anytimelearningondigitaldevicesandinvirtualclassrooms.Intheeraofhigh-speedbroadband,learningwillbeaccessibleacrossanydigitaldevice,whichmeanslearningcontentwillbeavailableonPDAsorsmartphoneswhenit’smostneededormostconvenient.
Withfastnetworkspeeds,studentshavefasterandeasieraccesstocontentintheirpreferredformats–whetherthatisvideo,simulatororgaming.Peoplewillbeabletoupload,co-createandcommentonlearningcontentaseasilyandquicklyastheycanaccessit,andsharedlearningwillalsobeenhanced.
EducatorsarecurrentlyusingNextG™TelstraTurboCardsinlaptopstostreamlivevideoofenvironmentalprojectstoschoolsaroundthecountry,givingschoolstudentsaricherlearningprogram.Importantly,studentscanbeconnectedwithlivelearningnomattertheirlocation.
CharlesRoberts,IndigenousBusinessAustralia.
Indigenous business organisation more efficient Case studyWithmorethan200staffworkinginremotelocationsaroundAustralia,IndigenousBusinessAustralia(IBA)reliesonTelstra’sNextG™networktokeepincontact.
IBAisaFederalGovernmentorganisationbasedinCanberrawhichnegotiateshomeandbusinessfinancingwithIndigenouscommunities.
HavingswitchedtotheTelstraNextG™network,IBAstaffcannowmakemobilephonecallsfromplacesasremoteasWadeye,westofDarwin,andlogontotheircentraldatabase.
AccordingtoIBA’sInformationTechnologyandTelecomsManager,CharlesRoberts,thenewarrangementshavemadetheorganisationbetween25and30percentmoreefficient.
IBArepresentativesconductmuchoftheirworkinremoteIndigenouscommunitieswheretheymeetwithindividualsandorganisationstosetupfundingforhomeorbusinessloans.
WorkingmainlyinQueensland,theNorthernTerritoryandWesternAustralia,staffmemberstraditionallyhadtocopewithslowandunreliablephoneandinternetaccessinbiggertowns,andnointernetaccessatallinremoteareas.
PriortoswitchingtotheNextG™network,manystaffmembershadtorelyonsatellitephonestosetupappointmentsorcheckinwithcolleaguesatotherlocations.
ComputeraccesstoIBA’sdatabasewaslimited,andstaffhadtotravelhundredsofkilometrestoandfromareastogetaccess.
TheIBAnowhas115NextG™mobilehandsetsand71NextG™TurboCardsprovidingstaffwithaccesstoofficeserversandsystems,email,andfastbroadbandwhileoutoftheoffice.
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Influencing corporate responsibility outcomesAcompanyaslargeasTelstrahastheopportunitytoinfluencethecorporateresponsibilitybehavioursandoutcomesofthosestakeholderswithwhomweengage.
SuppliersIn2007/08,Telstrapurchasedapproximately$11billioningoodsandservicesfromaround8,000suppliers.ThenumberofsuppliersinvolvedandthesizeofspendputsTelstrainastrongpositiontoinfluencetheenvironmentalandsocialstandardsofoursuppliers.Werecognisethatoursuppliershavethepotentialtomakesignificant,positivecontributionstothecommunitiesinwhichtheyoperateandtodirectlyimpactTelstra’sowncorporateresponsibilityperformance.
OursupplychainTelstrahasmorethan800major(over$75kspend)activecontractsinplacewithadiverserangeofsuppliersforarangeofproductsandservices.Themaincategoriesofspendinclude:networkequipment,includingexchanges,pits,pipesandconstructionservices;customerequipment,suchasmobilehandsetsandtelephones;strategicmarketingincludingadvertising,media,sponsorship,brandandmarketingservices;officeproducts;motorvehiclesandmechanicalaids;IThardwareandsoftware;directorypaper;andlabour,includingagency,ITandconsultancy.
SupplychaintransformationAspartofTelstra’stransformation,oursupplychainisbeingreformed.We’removingfromacostlyscenariooftoomanysuppliers,systemsandstandardstoasinglewaytoprocure,asinglewaytoconnectwithsuppliers,andasinglecompany-wideviewofourvendoractivity.Thebenefitsinclude:costeffectiveness;greatervisibilityoftheend-to-endsupplychain;processimprovementsthroughtheautomation,
standardisationandtheintegrationofourprocessesresultingingreaterefficiencyandsimplification.GreatervendorvisibilityalsomeansTelstraisabletobettermonitorandenforcenetworkcomplianceandtocontinuetoensureahighstandardofconductfromoursuppliers.
Telstrahassignedaseven-yearcontractwithIBMtoprovideanumberofsupplychainservicesincludingcontractmanagementandreportingsystems,andtooperateanintegratedsupplychainforinternalspendonproductsandservices.IBMiscommittedtoupholdinghighstandardsofethical,socialandenvironmentalconductinitssupplychainandhasimplementedaglobalSupplyChainSocialResponsibilityprogramworldwideacrosstheirnetworkofsuppliers.IBMwillcontinuetoworkwithTelstratoidentifypossibleprocessimprovementsinthesupplychain.
SupplierevaluationprocessTelstra’sBusinessPrinciplesprovideaframeworktoensurethatweoperateethicallyandwithintegrityinpurchasinggoodsandservicesandconductingbusinesswithourvendors.SocialandenvironmentalconsiderationsinoursupplierselectionandevaluationprocessesareguidedbyourPurchasingEthicsGuidelinesandEnvironmentalPurchasingGuidelines.
PurchasingEthicsGuidelinesaimtoensurethatinundertakingourpurchasingactivitiesweassesstherelevantimpactswemakeonsocietyandthatwetakeintoaccountourhealthandsafetyresponsibilities,andtheeconomic,environmentalandcommunityimpacts.
TheEnvironmentalPurchasingGuidelinesaimtoensureconsiderationofenvironmentalissuesinthepurchasingofallproductsandservicesbyTelstra.
Thefundamentalelementsofthesepolicies,alongwithourHealth,Safety&Environment(HS&E)framework,havebeenincorporatedintothecompany’sStrategicSourcingandVendorManagementprocesses.
StrategicsourcingOursupplierselectionprocessincludesariskassessmentdesignedtoidentifyenvironmentalandoccupationalhealthandsafetyrisksinparticularandbroadersocialrisksmoregenerally.Dependingontheriskevaluationwemayrequirethatoursuppliershave:
• formalmanagementsystemsandplansthatmanageanyHS&Easpectsandimpactsassociatedwiththeirbusinessandanyproductsorservicessupplied;
• ahistoryofHS&Ecomplianceandgoodperformance;
• evidenceofhowtheymanagetheHS&Eperformanceoftheirsubcontractors;and
• sociallyresponsiblecontractualobligationsspecifictotheproductsorservicestheyaresupplying.
Asaresultofourcrossbusinessriskassessment-basedsourcingprocess,highriskproducts,servicesandvendorsareidentified(eg,clothingmanufacturers,labourservices)andmaybesubjecttogreaterscrutinyincludingvisitingmanufacturingpremisesandseekingevidenceofcompanypolicies.
Forexample,beforeprocuringworkservicesfromanindustrypartner,weinspectthevendor’spremisesandperformarigorousriskassessmentagainstkeyTelstrapoliciesandemploymentconditionsincluding:workenvironment;leaveandbreaks;HS&E;equalemploymentopportunity;bullyingandwhistleblowing;privacy;unions;employeeassistanceprograms;rewardandrecognition,andremuneration.
VendormanagementVendormanagershaveongoingrelationshipswithkeysuppliers.Theymonitorandaddressdelivery,quality,andHS&Eissues.ThecontractwithavendorrequirescompliancewithTelstra’sHS&Estandards,andapartfromtheinformationcapturedduringthesourcingprocess,contractswithspecifichighrisksupplierscontainconditionscoveringongoingreportingobligations.
1. Society matters
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PropertyvendorsarealsocontractedtoidentifyenvironmentalimprovementopportunitiesaswellastosupportandcollectdatatoassistuswithmeetingtheobjectivesoftheGreenhouseChallengeandNationalPackagingCovenant.
AwardsTelstrahelpstobuildsocialinclusionandencouragesenvironmentalstewardshipbysupportingandrecognisingthoseindividualsandorganisationsthataremakingadifference.
WehavesponsoredtheNationalAboriginal&TorresStraitIslanderArtAwardsince1992,recognisingtheachievementsofIndigenousartists.TheAwardisanimportantshowcaseforbothestablishedandemergingartistsandhascometoberegardedasthepremiernationaleventintheAustralianIndigenousartcalendar.
The2007winnerwasDennisNona,whoseartwork,Ubirikubiri,wonthecoveted$40,000prize.WidelyacknowledgedasoneofthemostimportantTorresStraitIslanderartistsofhisgeneration,Nona’sworkwaschosenfromover300entriessubmittedintheaward.
TelstrahasbeenamajorsponsoroftheBanksiaEnvironmentalAwardssince1993andin2007/08wecelebrated14yearsofpartnership.TheAwardsacknowledgeexcellence,dedicationandleadershipinareasthatcontributetotheenvironmentandasustainablefuture.ThroughtheawardsprogramtheBanksiaEnvironmentalFoundationaimstoraisetheprofileofthecurrentenvironmentalissuesfacingAustraliaandrecognisethosewhoseinitiativesareanencouragementandanexampleforotherstofollow.In2007,TelstrasponsoredtheinauguralenvironmentalPeople’sChoiceAward,whichwaswonbyTheFallsFestival–TheGreenestFestivalinAustralia.
TheTelstraBusinessWomen’sAwardshavebecomeanintegralpartoftheAustralianbusinesscalendar.Theawardsareashowcaseofsuccessfulwomenandprovideapowerfulplatformtohelpredresstheongoingunder-representationofwomeninmanagementranks.Telstrahasproudlysponsoredtheseawardssince1995,celebratingtheachievementsofadiversegroupoftopAustralianbusinesswomenandpromotingthevaluablecontributionwomenmaketothebusinesssectorandthewidercommunity.
The2007TelstraAustralianBusinessWomanoftheYearwasLeannePreston.Herinnovativecompany,WildChild,isnowaninternationallysuccessfulbusiness.
In2008TelstrasponsoredtheTelstraEnvironmentAwards,throughwhichNetworkTenrecognisesandrewardstheindividualsandcommunitiesthatareworkingatalocalleveltoprotecttheenvironment,reducegreenhouseemissionsandensureasustainablefuture.Theawardsareopentoschools,individuals,communitygroupsandsmallbusinessesacrossAustralia.Therearemonthlyprizesof$2,000ineachstateandanannualprizeof$5,000forthemostsignificantcommunityenvironmentprojectineachstate.
Planned actions for 2008/09• Improvetherelevance,transparencyandaccessibility
ofTelstra’scorporateresponsibilityinformationonTelstra’swebsite.
• ConductareviewofTelstra’shumanrightspositionandpracticestoassessperformanceagainstinternationalstandards.
• IntroducefeaturesectionsonnowwearetalkingtoprovideaplatformforpublicdiscussionanddebateabouttheenvironmentandtheNationalBroadbandNetwork.
• Reducepaperconsumptionbycontinuingtotransformoursupplychainoperationstoeffective,electronicbusiness,includingonlinedraftingandexecutionofcontractdocumentation.
1. Society matters
HollyKramer,GMDTelstraProductManagementandTelstraBusinessWomen’sAwardsambassador,MargotSpalding,2006TelstraAustralianBusinessWomanoftheYear,LeannePreston,winner2007TelstraAustralianBusinessWomanoftheYearAwardwithSolTrujillo,TelstraCEO.
2Communities
matter
Telstra is actively involved in the communities in which we operate.Geoff Booth, Group Managing Director, Telstra Country Wide
AsAustralia’sleadingtelecommunicationsproviderandoneofitslargestcompanies,weknowthepositiveimpactourbusinesscanhaveoncommunitylifeandwellbeing.Withcustomers,employeesandoperationsrightacrossAustralia,TelstratakesanactiveinterestintheissuesfacingallAustralians,fromthecapitalcitiestotheremotestpartsofourcountry.
AstheheadofTelstraCountryWide®,andaDirectoroftheTelstraFoundation,Ihaveakeenanddirectinterestinourcommunityactivities.TelstracontinuallystrivestoimprovethedeliveryoftelecommunicationstohelpbringAustraliansclosertogetherbybreakingdownthetyrannyofdistancecreatedbyoursmallpopulationandlargelandmass.Inaddition,wearealwayslookingforwaystomakeapositivecontributiontoAustralia’ssocialandcommunitywellbeing,whetherit’sthroughourstrategicphilanthropy,communitybusinesspartnerships,localsponsorships,disasterrelieforcommunityengagementinproductandservicedevelopment.
Allbusinesses,especiallylargeenterprisessuchasTelstra,haveanimportantroletoplayinstrengtheningcivilsocietyandsupportingcivicleadership.Wedothisbycontributingourresources–people,money,technology,products,servicesandinformation–tosupportthecommunitiesinwhichweworkandlive,theircivicleaders,andsocietyasawhole.WehavethegreatestimpactbydoingthisinareaswhereTelstrahastheexpertiseandresourcestomakeadifference.
WhenAustraliaishitbydevastatingnaturaldisasters,Telstra’scommunicationstechniciansareamongthefirstonthescenetoassistemergencyandessentialserviceorganisationswiththeircontingencycommunicationneedsandtorestore
telecommunicationsservicestoourcustomers.Ourphilanthropicandcommunitybusinesspartnershipendeavoursuseinformationandcommunicationtechnologiestoenhancesocialinclusionandimprovethehealthandeducationoutcomesforindividuals,familiesandcommunitiesacrossAustralia.Wesharetheknowledgeandexpertiseofouremployeestohelpbuildtheskillsandcapacityoflocalenterprisesandcommunities.
Wearealsocommittedtoaddressingtheneedsofthosemostdisadvantagedinsociety.TheprogramsoftheTelstraFoundation’sCommunityDevelopmentFundaimtoassistchildrenandyoungpeoplewhoaresociallyorgeographicallyisolated,andincludeastrongfocusonimprovingthehealthandeducationoutcomesofAustralia’sIndigenouschildren.
In2008,TelstraparticipatedintheLondonBenchmarkingGroup’sprocessforthesecondyear.LondonBenchmarkingGroupAustralia/NewZealandisabusinessmembershiporganisationthatprovidesaframeworkformemberstomeasureandbenchmarktheircorporatecommunitycontribution.Asanindicationofthelevelofourcommitmentandthebreadthofouractivities,Telstra’s2007/08contributionwasvaluedat$29.2million.
Telstrapromotesitscommunitysupportprogramstoitsemployeesasithelpsdemonstratethatwetakeoursocialresponsibilityseriously,andhelpsengenderprideandloyaltyintheorganisation.TobeinvolvedinandunderstandthecommunitiesinwhichweoperateisgoodforciviclifeandthefutureprosperityofAustralia,whichisultimatelygoodforTelstra.
Disaster reliefEachyearAustraliaishitbydevastatingbushfires,floods,cyclonesandothernaturaldisasters,destroyingthehomesandimpactingthelivelihoodsofmanyAustralians.Whendisasterstrikes,Telstra’sfirstpriorityistoassisttheemergencyandessentialserviceorganisationswiththeirtelecommunicationrequirements.Typically,ourcommunicationstechniciansareamongthefirsttoenterdisasteraffectedareastorestoretelecommunicationsservicestoourcustomersasquicklyaspossible.Telstraalsooffersreliefpackagestoaffectedcustomers.VolunteerandFirstResponseLeaveisavailabletoouremployees,whichenablesthemtovolunteertoprovidecriticalservicesfortheprotectionoflifeandproperty.
TelstraisproudofitslonghistoryofrespondingtocommunitiesaffectedbynaturaldisastersinAustralia,andtonaturalandcivildisastersthatoccuroverseas.Telstra’sDisasterReliefPolicyensuresthetimelyandeffectivedeliveryofsupporttoaffectedcustomersandcommunities.
Overthe2007/08yearTelstraprovidedrelieftocustomersandcommunitiesaffectedbythefollowingnaturaldisasters:
• bushfiresinWillungainSouthAustralia,andinParkervilleandStonevilleinWesternAustralia;
• floodsinthecentralandnorthcoastofNewSouthWales;
• floodsinEmerald,Rockhampton,Mackay,Charleville,GoldCoast,Beenleigh,Jimboomba,Beaudesert,Rathdowney,Boonah,Clifton,Allora,WarwickandKillarneyinQueensland;
• cycloneNargisinMyanmar(Burma);and
• theearthquakeintheSichuanProvinceinChina.
Lending a Helping Hand Case studyWiththeupgradeofnab’sdesktopcomputerfleet,TelstraEnterpriseandGovernment’snabAccountTeaminpartnershipwithnabusedthedecommissionedtechnologytoaddressanimportantneed.
Inamovethathasbothenvironmentalandsocialbenefits,thepartnershipdevelopedtheHelpingHandprojecttomanagethedisposalofthetechnologytosupportdisadvantagedcommunities.
Sincetheproject’sinceptionin2007,over3,400desktopsandalmost300laptopshavebeendonated,aswellasotherequipmentsuchasprinters,routersandswitches.DonationshavegonetolocalorganisationssuchasYooralla,theReachFoundationandtheOpeningtheDoorsFoundation.ThroughtheReachFoundationtheprojectundertakesinternationaldonations,withdevicesgoingtoorphanagesandschoolsinMali,Vietnam,EastTimor,Cambodia,Fiji,PapuaNewGuineaandIndia.
Oneoftheproject’slargestdonationsistotheWiredCommunity@CollingwoodprojectinVictoria,runinconjunctionwithInfoxchangeAustralia.ThisprojectwilldeliverbroadbandandcomputeraccesstoresidentsoftheCollingwoodcommissionflatsandcloseto1,000HelpingHanddesktoppersonalcomputershavebeendonated.
TheHelpingHandprojectaimstodonatearound4,000desktopsand250laptopstocommunitiesandorganisationsin2008/09.AsapartoftheircontributiontoWiredCommunity@CollingwoodTelstravolunteers,inconjunctionwithnab,willtraintheresidentssothattheyhavetheskillsandknowledgeneededtomaximisetheuseoftheircomputer.
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Relief packagesTelstra’sreliefpackagesaredeterminedbythenatureandscaleofthespecificevent,areavailableforthetimeittakesTelstratorestoreservicestotheaffectedcustomersorforaspecifiedperiod,andcanincludesupportacrossacombinationof:
• freecalldiversionfromanaffectedhomephoneservicetoafixedormobileserviceofthecustomer’schoice,regardlessofthecarrier;
• translationofcallcostsfrommobilephoneratestofixedphoneratesforcustomerswhosefixedhomephonesareaffected;
• adedicatedemergencyassistancehotlinetoassistcustomersaffectedbythedisasterwiththeirtelecommunicationsserviceneeds;
• cancellationofafixedphoneand/orBigPondinternetservicewithafreereconnectionwithin12monthsforcustomerswhosehomeshavebeenaffectedbythedisaster;and
• aone-off$50credittoeligibleTelstramobileservicescustomerswhosehomeswereaffectedbythedisasterandwhodidnothaveafixedphone.
Ourassistancecontinuesforupto12monthsforthosewholosetheirhomestothesedisasters.
International responseThesupportweprovidewhendisastersoccurinternationallyisdependantonthelocationandnatureoftheevent.Inmanyinstances,itisnotpossibletousetelecommunicationsafteradisaster,andoftenitisessentialthatservicesbeleftfreeforemergencyresponserequirements.Telstraalsoconsiderseachsituationintermsofwhetherwehaveanoperatingpresenceintheaffectedareaorwhetherwehaveasignificantcustomeroremployeebasewithanassociationwiththearea,orboth.OurassistanceusuallyfocusesontheprovisionoffreecallsforcustomershereinAustraliatomakecontactwithandconfirmthesafetyoffamilyandfriendsintheaffectedareas.
Community business partnershipsThroughourcommunitybusinesspartnershipsTelstraprovidesmuchneededproducts,services,skillsandexpertisetosupporttheworkofnot-for-profit,charityandcommunityorganisations.
Weseektodeveloppartnershipsthatreducetheimpactsofsocialandgeographicisolationorincreasesocialinclusion,withafocusonhealth,employmentandeducation.Communitybusinesspartnershipsdeliverbenefitsnotonlytothepartneredorganisationanditsclients,butalsotoouroverallreputationandlong-termbusinesssuccess.
In2007/08Telstrasupportedthefollowingongoingcommunitybusinesspartnerships:
• onTrac@PeterMac–SupportedbyTelstrasince2004,thisprogramdeliversclinicalservicesandresearchesbest-practicecareforadolescentsandyoungadultswithcancer.TelstraprovidesvideoandvoiceconferencingsolutionsandNextG™wirelessturbocardstoenabledeliveryofsupportandservices.ThisyearthereachoftheprogramwasextendedtoregionalpatientsviaatrialfocusedontheLoddonMalleeareaofVictoria.
• Cavill+CoHeartSmart®NPOToolkit–TelstrahassupportedCavill+Cotodevelopadistanceeducationtoolthatbuildsthecapacityofnot-for-profitorganisationstoformpartnershipswiththecorporatesector.Telstraprovidesvideoconferencingtoenabletheparticipationofnot-for-profitorganisationsthatwouldotherwisebeexcludedbytheirinabilitytotraveltoSydneyorMelbourneforthetutorials.
• CarnegieMellonUniversityscholarships–Telstrarecognisestheimportanceofinvestinginthefutureknowledgebaseofourindustry.OnesuchinvestmentsawTelstrafund15InformationTechnologypost-graduatescholarshipstotheCarnegieMellonUniversity,HeinzSchoolAustraliainAdelaide,representingatotalinvestmentof$1.35millionoverfiveyearscommencingin2008.
Telstra’ssupportofprogramssuchasthisreflectsitscommitmenttoAustralia’sfutureinformationtechnologyskillsandcapabilityandprovidesanexcitingopportunityforpostgraduateITstudentsinAustralia.
• MobileTrackingYoungPeople’sExperiencesProgram–TelstrahasworkedwiththeCentreforAdolescentHealth,MurdochChildrensResearchInstitute,forthreeyearstohelpdevelopandapplyatoolthatusesmobiletechnologytoimprovediagnosisandtreatdepressioninyoungpeople.ThroughoursupplierZTEweprovidemobilephones.Telstrahasalsosetuppre-paidaccountsanddelivertheSMSontheTelstramobilenetworkatnocosttothepatients,toensureno-oneisexcludedfromparticipatinginthetrial.In2008theprogramwasextendedtoincludepatientsandgeneralpractitioners(GPs)fromtheBendigoregion.
Telstra FoundationTheTelstraFoundationdeliversTelstra’scorporatephilanthropyprogramandisthecornerstoneofourcommunityinvestmentstrategy.TheTelstraFoundationidentifiesandprovidesfundingtoprojectsthatreflectitspriorities–backingsocialinnovation,usinginformationandcommunicationtechnologies,buildingthecapacityofcommunityorganisationsandhavingameasurableimpact.Thefocusisonthefuture,whichiswhytheTelstraFoundationsupportsarangeofprojectsthatseektomakeapositiveandlastingdifferencetothelivesofchildrenandyoungpeople.
Operatingtwograntsprograms,theTelstraFoundationCommunityDevelopmentFundandTelstra’sKidsFund,theTelstraFoundationhasfinanciallysupportedover4,400projectstothevalueof$25.6millionsinceitsinceptionin2002.
TheCommunityDevelopmentFundsupportscommunityorganisationstodeliverprojectswithonepurposeinmind–toconnectchildrenandyoungpeopletotheircommunities.Toachievethis,theCommunityDevelopmentFundhasthreefocusareas:
2. Communities matter
• SocialInnovationGrantsunderpintheTelstraFoundation’sfocusontechnologyandsocialconnection;
• IndigenousCommunityDevelopmentsupportsprojectsthatimprovetheeducationalandhealthoutcomesofIndigenouschildrenandyoungpeople;and
• SpotlightonCyberSafetyfocusesonprojectsthathelpkeepchildrensafeonline.
Telstra’sKidsFundisanemployeedirectedgivingprogramthatprovidesgrantsof$1,200tolocalcommunityorganisationsthatinvolvetheparticipationofachildoryoungpersondirectlyrelatedtopermanentTelstraemployees.Telstra’sKidsFundsupportsabroadrangeofinitiativesandprojectsacrosseducation,sportsandrecreation,artsandculture,andtheenvironment.
TheTelstraFoundationaimstoprovideanintegratedrelationshipwithfundedorganisations,drawingonthecorecompetenciesofTelstratoofferadditionalsupportincludingtechnicalexpertise,leadershipandmanagementskillsandkeyresources.
In2007/08,over$3.9millioninfundingwasprovidedthroughtheTelstraFoundationtomorethan667projectstohelpconnectchildrenandyoungpeopletotheircommunities.
Thisincluded:
• $1,000,500inSocialInnovationgrantstosupportsevennewprojects;
• $784,221inCyberSafetygrantstosupportfournewprojects;
• $930,000ingrantstosupport12ongoingIndigenousCommunityDevelopmentprojects;
• $485,500ingrantsto11ongoingcommunitydevelopmentprojects;and
• 631TelstraKidsFundgrantstotalling$749,328madetosupporttheactivitiesofsportingclubs,communitygroupsandschoolsacrossAustralia.
“ThisprojectaimstogivethesestudentsaboostusingacomputerprogramthathashadprovensuccesswithdisadvantagedchildreninCanada.WehopethatwithrigoroustestingandresearchwecanhavethesameoutcomeshereinAustralia.”
OriginallydesignedbyConcordiaUniversityinCanada,Abracadabra!isaproveninteractiveweb-basedsoftwareprogramthatengageschildrenandimprovesbaseliteracyskills–includinglisteningandreadingcomprehension,letter-soundknowledgeandphonologicalblending.
TheresearchteamispilotingthesoftwareduringthefirsttwoyearsandwillmakethenecessaryadjustmentstoensureitissuitableforearlylearnersintheNT,includingIndigenousstudents.Theteamwillimplement,evaluate,refine,test,andconductsmall-scaleexperimentsinanumberofschools,graduallyscalingtheprojectupoverthreeyearsastheprogramdemonstratesitseffectiveness.
“ThegeneroussupportoftheTelstraFoundationhasbeenpivotalingettingthisprojectofftheground,”Tesssaid.
Abracadabra! The Telstra Foundation is helping NT kids readCase studyThankstotheTelstraFoundation,IndigenouschildrenintheNorthernTerritoryarebenefittingfromabitofmagic–Abracadabra!InNovember2007theTelstraFoundationannouncedits$750,000supportofauniquereading,writingandlearninginteractivesoftwaretoolthatwillhelpIndigenousprimaryschoolchildrenimprovetheirliteracyskills.
SpeakingattheannouncementinDarwin,GeoffBooth,TelstraFoundationDirectorandTelstraCountryWideGroupManagingDirector,saidthattheTelstraFoundationwascommittedtoconnectingchildrenandyoungpeopletotheircommunities,andliteracyskillswereakeypartofachievingthisaim.
“Thisgrant,whichisoneofthelargestgivenbytheTelstraFoundation,demonstratesourcommitmenttohaveasignificantimpactonsociallyandgeographicallyisolatedchildren.Theuseofthisinnovativesoftwarehasbeenproventoassistchildreninsimilarsituations,andwe’reabsolutelythrilledtobepartofsuchimportantwork,”Geoffsaid.
Projectleader,AssociateProfessorTessLeafromtheSchoolforSocialandPolicyResearchatCharlesDarwinUniversity,saidthatdespitespecificattemptstoimproveliteracyskillsinfourtoeight-year-oldIndigenouschildreninrecentyears,statisticsindicatedtherewasstillasignificantproportionthatwerefailingtolearnbasicreadingskills.
“EducationoutcomesforAboriginalpeopleinnorthernAustraliaareconsistentlybelowminimumliteracyandnumeracybenchmarklevelsacrossalllevelsofschooling,”Tesssaid.
ChildrenfromtheLudmillaPrimarySchoolinDarwinenjoytheAbracadabra!Program.
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In2007/08,theTelstraFoundationCommunityLeadershipProgramwasdevelopedandpiloted.ThisnewinitiativeisacapacitybuildingprogramthatlinksTelstraexecutiveswithleadersfromcommunityorganisations.TheTelstraFoundationisworkinginpartnershipwithSocialVenturesAustraliatodeliverthisprogram.
FormoreinformationontheTelstraFoundation’sprogramsvisitwww.telstrafoundation.com.au
SponsorshipTelstraisoneofthelargestcorporatesponsorsinAustraliaandourdiverserangeofsponsorshipstouchAustraliansfromallbackgroundsandcommunitiesrightacrossthecountry.TelstraisproudofthepartitplaysinsupportingAustralia’srichculturalheritageanddevelopment.
In2007/08,Telstraprovidedsponsorshipofthefollowingeventsandprograms:
WWF – AustraliaInNovember2007,TelstraannouncedanewpartnershipwithWWFAustralia.TheWWFBuildingNature’sSafetyNetprogramaimstodrivetheincreasedacquisitionofprotectedareastoestablishsafehavensforAustralia’swildlifeandhelpthemcombattheimpactsofhabitatlossandclimatechange.AseriesofTelstra-fundedcommunityserviceannouncementsweredevelopedfortelevision,radioandprintmediatohighlighttheplightofmanyofournativeanimals,withsomeofthehighestendangermentandextinctionratesintheworld.TheadvertisementsfeaturedtwodistinctivethreatenedAustraliananimals–thewombatandmarineturtles.
Telstra Assistance FundWithamissiontohelppeopleachievesuccessintheirchosensport,theTelstraAssistanceFundprovidesassistanceatthemostfundamentallevelbyprovidingmuchneededequipmenttosportandcommunityclubsacrossAustralia.Overthepastfiveyears,theTelstraAssistanceFundhascontributedover$5millionworthofsportingequipment,fromfootballsandswimmingaidestorescuetubesandboards,tomorethan4,000sportsandcommunityclubs.InJune2008theTelstraAssistanceFundprovidedanother$1.25millionworthofequipmenttoAFL,rugbyleague,soccer,swimmingandsurflifesavingclubsacrossAustraliafromarecordnumberof3,191applications.
Telstra Road to TamworthConceivedin2003,theTelstraRoadtoTamworthcompetitionisanationwidetalentquestofferinga$140,000prizepackageforthewinnerandthechanceofalifetimeforaspiringmusicians.FinalistshavetheopportunitytoperforminTamworthwiththeoverallwinnergoingtothehomeofcountrymusicinNashville,Tennesseetorecordtheirdebutsingleandlaunchtheircountrymusiccareer.Thecompetition’sbestaspiringsongwriteralsoheadstoNashvillethroughtheSongwritersEncouragementAward.The2008competitioninvolvedaseriesof20heatsstagedacrossregionalAustralia.Heatwinnersreceived$1,000toassistwiththeirtraveltoTamworthforthecompetition’sgrandfinal,stagedduringtheTamworthCountryMusicFestivalinJanuary2008.Thisyear’swinnerswereJasmineRae(TelstraRoadtoTamworthAward)andMarkWells(TelstraRoadtoTamworthSongwritersAward).
The Australian Ballet Telstra’spartnershipwiththeAustralianBallethasbeenrunningfor24years.Itisoneofthelongestrunningartssponsorshipsinthecountry.ThesponsorshipincludestheannualTelstraBalletDancerAward,whichrecognisestheexceptionaltalentofyoungperformerswiththeAustralianBallet,notonlyfortheircreativeaccomplishments,butfortheirleadershipskillsandcommunityendeavours.The2007winneroftheawardwasQueenslandsoloist,25yearoldDanielGaudiello.In2007/08,TelstraalsomadeballetmoreaccessibletomorepeopleviaitssponsorshipoffreeoutdoorperformancesinMelbourneandBrisbanewhichattractedover7,000peopleateachevent.
Telstra Developing Athletes Grant Scheme TheTelstraDevelopingAthletesGrantSchemeallocates$50,000fundingtoyoungathletesidentifiedbytheAustralianParalympicCommittee’sTalentSearchProgramashavingthepotentialtorepresentAustraliaatthe2008BeijingParalympicGames,theVancouver2010ParalympicWinterGamesortheLondon2012ParalympicGames.Thisyear,100grantswereprovidedtoAustralia’smostpromisingathletes.
2. Communities matter
ZanesHolmes(ironman),JasonStevens(formerrugbyleagueplayer),JohnAloisi(Socceroo),BrookeHanson(formerOlympicswimmer)andBenDixon(formerAFLstar)withtheirjuniorcounterpartsatthe2008TelstraAssistanceFundlaunch.
Makingapositiveandlastingdifferencetothelivesofchildrenandyoungpeople
Telstra Beach to Bush Surf Safety Program ThroughoursponsorshipofSurfLifeSavingAustralia,theTelstraBeachtoBushprogramtravelstoregionalcommunitiesinAustraliateachingschoolchildrensurfandlocalwaterwaysafetylessons.In2007/08theprogramresultedinover45,000childrenparticipatingintheprogramfromover330regionalschools,andaimedtocombatsurflifesavingstatisticsthatrevealedthatthosewholivemorethan50kilometresfromthebeachareoverrepresentedindrownings.
FormoreinformationonTelstra’scommunitysponsorshipprogramvisitwww.beinvolved.telstra.com
VolunteeringAtTelstrawebelievethatoneofourmostimportantcorporateresponsibilitiesistovoluntarilycontributeresources,people,technology,infrastructure,productsandservicestosupportthecommunitiesinwhichweoperate.Volunteeringhasbeencreditedtogivingourpeopleadditionalandtransferableskills,increasingourcompany’sstandinginthecommunity,andimprovingworkforcemoraleresultinginimprovedrecruitmentandretention.Italsoprovidesthecommunitywithmotivatedandskilledvolunteersthatcanextendthecapabilitiesofnot-for-profitorganisations.
Telstrapromotesandfacilitatesvolunteeringopportunitiesforemployees,andencouragesemployeestovoluntarilyparticipateinactivitiesthatsupporttheorganisations,charitiesorcommunitygroupswithwhichtheyareconnected.
InstrumentalinhelpingtheMorsecodiansshareBacktoMorseCodeWeekwereSueLamshed,Telstra’sCorporateAffairsManagerandBelindaHarris,CustomerServiceSpecialist,inSouthAustralia,andJanedeGault,Telstra’sCorporateAffairsManagerintheNorthernTerritory.Suesaidthattheteamsawtheimportanceofcelebratingourtelecommunicationspastandremindingpeopleofhowfarwehavecome.
“WehadalotoffunpullingtogetherthehistoricmaterialthatcelebratesandshowswhatAustraliansinthe19thcenturyusedtocommunicateoverlongerdistances.Itisamazinghowmuchprogresshasbeenmadesincethe1870s,”Suesaid.
Telstra’sCommunityInvestmentareafinanciallysupportedBacktoMorseCodeWeekthisyearandvaluableassistancewasprovidedonthegroundfromtheTelstrateamsinAdelaide,AliceSpringsandDarwin.
Step back in timeCase studyAustralia’stelecommunicationshistorycelebratedanothermilestoneinJune2008,withBacktoMorseCodeWeekinSouthAustraliaandtheNorthernTerritory.
TheMorsecodianFraternityofSAandNT,inconjunctionwithTelstraandtheMyerCentre,invitedSouthAustraliansandTerritorianstoexperienceMorseCodethroughaliveexhibitionandmessagesbeingsentoverthefirstelectriccommunicationslinkjoiningAustraliatotherestoftheworld–theOverlandTelegraphLinefromAdelaidetoAliceSpringsandonwardtoDarwin.
SirCharlesTodd,SuperintendentofTelegraphs,influencedtheSouthAustralianGovernment,independentoftheotherstates,tobuildtheOverlandTelegraphLinefromPortAugustatoDarwintoconnectwithanunderseacabletoLondonbackinthe1870s.Whenthehistoriclinewascompletedon21October1872,AdelaidebecamethehubforAustralia’sfirstspeedycommunicationslinkwiththeworld.
TheMorsecodiansentertainedvisitorsattheMyerCentreTelegraphStationinAdelaide,theLyonsCottageTelegraphStation(originallytheBritishAustraliaTelegraphCompanycottage)inDarwin,andtheHistoricOldTelegraphStationinAliceSprings,withtelegramsbeingsentbetweenthedestinations.
LaurenceWallace,Morsecodian-extraordinaireinAdelaide,wasinstrumentalinhelpingcelebrateBacktoMorseCodeWeek.Laurence’svisionwastoshowcasecommunicationsfromthe19thcenturyhistoricOverlandTelegraphtothe21stcenturycommunicationsoftoday–includingNextG™,mobilesandbroadband.
“WiththeassistancefromtheteamatTelstra,wehavebeenabletoshowthosewhovisitedtheBacktoMorseCodeWeekexhibitionintheMyerCentreatAdelaidehowfartelecommunicationshaveadvancedovertwocenturies,”Laurencesaid.
LawrieWallacesendingaMorseCodeTelegram,June08.
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VolunteeractivitiesofTelstra’speoplein2007/08includethefollowing:
‘Yabber’ – Telstra’s people portalTelstrapeopleareaninventive,caringandmotivatedgroupinvolvedineveryaspectofAustralianendeavour.Thisyear,‘Yabber’–Telstra’sintranetpeopleportal–wasintroducedasaplacewhereouremployeescantelltheirownstoriesandcelebratetheirachievements.Yabberprovidesanopportunityforallemployeestosharetheirtriumphs,personalchallengesandpassions,aswellaskeepingstaffupdatedwiththelatestTelstraFoundation,corporateresponsibility,[email protected],thesiteisupdatedwithnewstories,andonceamonththestoriesandnewsarecollatedintoanelectronicnewsletterthatissentdirectlytoTelstrapeopleviaemail.
Legal Services Community ContributionTelstra’sLegalServicesgrouprunsitsowncommunitycontributionprojecttoprovidestaffmemberswithleadershipskillsandopportunitiesto“giveback”tothecommunity.Inadditiontoone-offcharityfundraisingactivities,keyongoingvolunteeringinitiativesinclude:along-runningprogramtutoringmigrantsinEnglishwiththeAdultMigrantEducationCentre;amentoringprogramforhighschoolstudentsfromChifleyCollegeinWesternSydney;andaCyberVolunteeringprogramwherestaffprovideanswerstolegalproblemssentviaemailfromchildrenthroughoutAustraliafortheNationalChildren’sandYouthLawCentre.
World’s Greatest ShaveCurrently,morethan30,000Australiansarelivingwithleukaemia,lymphomaormyelomabutonlyfouroutoftenadultssurvive.ThemoneyraisedfromtheLeukaemiaFoundationWorld’sGreatestShavedirectlysupportspatientsandtheirfamilies.TelstraemployeeshavebeeninvolvedintheWorld’sGreatestShaveforeightyears.Thisyear,32employeesfrombusinessunitsacrossthecompanyregisteredfortheWorld’sGreatestShaveandraised
$34,000fortheLeukaemiaFoundation.MichaelLewisfromTelstraOperationscoordinatesTelstrastaffparticipation,andsaysthatTelstraisoneofthetopfiveLeukaemiaFoundationdonorgroupsinVictoriaandamongstthetop30nationally.
Perspectives on Parkinson’sSeniorCommunicationsAdvisorNerissaMapeswasdiagnosedwithParkinson’sdisease–adegenerativeneurologicalconditionusuallyassociatedwithelderlypeople–atonly28.Facingalifelongbattle,Nerissaestablishedafoundation,PerspectivesonParkinson’s(POP)withaverycleargoalinmind–acureforParkinson’sdiseaseinherlifetime.
AfterappearingontheABC’s7.30ReportinDecember2007NerissawasoverwhelmedbytheencouragementanddonationsfromtheTelstracommunity.NerissakeepsemployeesuptodatewiththelatestPOPnewsthroughYabber.Shehasraisedaround$47,000forresearchundertakenbytheHowardFloreyInstituteandeducation,counsellingandawarenessactivitiescoordinatedbyParkinson’sAustralia.Seewww.pop.org.au formoreinformation.
Port River DolphinsInApril2008,theteamatBigPondinAdelaidedecidedtoplayapartinprotectingthePortRiverdolphins.Everyyearmanyofthedolphinsarekilledandinjuredthroughboatingaccidentsanddeliberateshootings.Withcorporatesupport,theareahasbeendeclaredasanctuaryandisnowregularlypatrolledbygovernmentrangers.TheBigPondteamhaveadoptedtwoofthedolphinsandparticipateinfundraisingeventstohelp
protectthedolphinsandtheirhabitat.CentremanagerNicCaniouandemployeeengagementleadMichaelSparksseethisasagreatopportunityfortheteamtocontributetothecommunity.
World of Work – WOW!In2007/08,theTelstraFoundationhostedseveneventsaspartoftheEducationFoundation’sWorldofWork(WOW)program.WOWbuildsyoungpeople’scapacitytoeffectivelyparticipateintheglobalworldofwork.Withafocusonyoungpeoplefromsociallyandeconomicallydisadvantagedcommunities,WOWtakesgroupsof25Year9and10studentsfromVictorianstatesecondaryschoolsintocompaniesinMelbourne’sCBDtoexplorethequestion“Whatdoesittaketosucceed?”
Overtheyear,thirty-fiveTelstrastaffvolunteeredtheirtimetoparticipateinforumsthatexposedstudentstonewlearningopportunities,introducedthemtoTelstra’sleadingtechnologyandputtheirnetworkingskillstothetest.
RMIT Business Masters ProgramForthethirdyearrunning,Telstrahostedgroupsof25studentsofRMIT’sBusinessMastersProgramfor12weeksoftheirsemesterprogram.ThesessionsprovidedpracticalinsightintothemanagementandimplementationofcorporateresponsibilitybycorporationsacrossAustralia,andspecificallybyTelstra.DrPhilBurgess,GroupManagingDirector,PublicPolicy&CommunicationsandMariaSimpson,ManagerCorporateResponsibilityandCommunityInvestment,assistedwiththereviewandmoderationofstudents’finalresearchprojects.
2. Communities matter
Telstrapeopleareaninventive,caringandmotivatedgroupinvolvedineveryaspectofAustralianendeavour
Telstra Historical Collection Telstra’shistoricalcollectionconsistsofthousandsofartefacts,photographsanddocumentsrepresentingthedevelopmentoftelecommunicationsinAustraliaoverthepast150yearsandthesignificantroleTelstraanditspredecessorsplayedinthis.ThecollectionismanagedbysmallgroupsofdedicatedvolunteerswhoarepassionateaboutthecontributionmadebythePostMasterGeneral’sDepartment,TelecomandTelstratoAustralia’ssocialandeconomicdevelopment.Thevolunteersspendhundredsofhoursoftheirtimeeachyearcollecting,fixing,organising,cataloguinganddisplayingthecollectionforpublicviewing.
ThisyearTelstraChairman,DonaldMcGauchie,visitedtheBankstownandHawthornmuseums,thefirstTelstrachairmantodoso.TelstraorganisedforthecollectiontobeconsolidatedinJanuaryunderthesupervisedcareofthethreemuseumlocationsinClayfield(Qld),Bankstown(NSW)andHawthorn(Vic).LocatedinTelstrapremises,somerefurbishmentofeachmuseumcontinuesbyTelstra’sFundamentalPlanninggroup.TheSydneyMajorMetroteamprovidedtheBankstownvolunteerswithaTelstrabrandedcanopyfortheirtrailertobetterprotectartefactsandmaterialstransportedtovariousdisplaysandactivities.
Planned actions for 2008/09• Developandpilotanemployeematchedgivingprogram
todonatefundstocommunityorganisationsnominatedbyTelstraemployees.
• Provideover$3.5millioningrantsthroughtheTelstraFoundationtohelpcommunityorganisationsconnectchildrenandyoungpeopletotheircommunities.
“We’reinvestingheavilyinworld-classdevelopmentprogramsforourmanagersandleaders.I’mdelightedthatsixparticipantsinTelstra’sExecutiveLeadershipProgramaretakingthisuniqueopportunitytoactasmentors.
“Theprogramwillhelpdeveloptheirstrategicleadershipcapabilitiesbyplacingtheminadifferentandchallengingleadershipenvironment.
“It’salsoawonderfulopportunityforthesixnon-profitorganisationsinvolvedtogainsupportandstrategicadvice,aswellastoformasolidrelationshipwithTelstraandthebroadercorporatecommunity,”Andreasaid.
“WearereallypleasedthattheTelstramentorswhoareinvolvedinthisprogramhavecomefromsuchdifferentareasofTelstratobepartofthisTelstraFoundationprogram.Webelievebycreatingthisprogram,itwillprovidevitalknowledgethatwillbenefittheindividualsinvolved,theirorganisationsandtheentirecommunity,”Georgiasaid.
Connecting hearts, heads and the community Case studySixseniorTelstraexecutiveshavementoredsixnon-profitleadersthankstoaninitiativelaunchedbytheTelstraFoundationinNovember2007.TheCommunityLeadershipProgramprovidessupport,encouragementandasoundingboardtonon-profitleadersastheyhelptheirorganisationsgrow,whilealsoprovidingtheTelstraexecutivesanopportunitytohelpcreatebettercommunities.
Thenewprogram,deliveredinpartnershipwithSocialVenturesAustralia,isbuildingimportantseniorlevelrelationshipsbetweenTelstra’scorporateleadersandtheirnon-profitcounterparts.TherelationshipsareofferingtransformativeandenergisingexperiencesthatgivebothTelstramentorsandnon-profitleadersanewsenseofhowbusinessandcommunityorganisationscanworktogethereffectively.
“ThisisagreatprogramthatallowsTelstraexecutivestoconnectwiththeirheartsandheadstothecommunity,whichisarareexperienceandonethatwillbebeneficialtoboththementorandthecommunityorganisation,”GeorgiaSymmons,NationalManagerTelstraFoundationsaid.
“Thenon-profitorganisationsinvolvedareourSocialInnovationGrantsrecipients.TheTelstraFoundationknowsthatmorethanmoneycountswiththenon-profitsector,andherewe’vebeenabletofacilitatebothfundingforprojectsaswellasaccesstothetalentandexpertiseofourleaderswithinTelstra.”
Telstra’smentorshavebeenpartneredwiththeRoyalChildren’sHospitalFoundation(Qld),StLucy’sSchool(NSW),NovitaChildren’sServices(SA),InspireFoundation(NSW),MurdochUniversity(WA)andCharlesDarwinUniversity(NT).
SpeakingatthefirstmeetingoftheCommunityLeadershipProgram,AndreaGrant,GroupManagingDirectorHumanResources,saidTelstrahasidentifiedleadershipcapabilityasbeingcriticaltothesuccessofourtransformation.
DrTessLeafromCharlesDarwinUniversitywithJulesScarlett,DirectorCorporateSecurityandInvestigation,Telstra–participantsintheCommunityLeadershipProgram.
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3Employees
matter
Telstra is proud to offer a safe and supportive environment, where employees are valued and have the opportunity to reach their full potential. Andrea Grant, Group Managing Director, Human Resources
TelstraisoneofAustralia’slargestemployersofferingarangeofcareeropportunitiesacrossmultipledisciplines.Withadiverseandculturallyrichworkforce,Telstratakesitsresponsibilitiestoitsemployeesseriously.ProvidinggoodjobsatgoodwagesisafundamentalcorporateresponsibilityprincipleatTelstra.
Wearecommittedtoprovidingsafe,equitableandsupportiveworkingconditionsforourpeopleandcreatingacultureofopportunity–onethatgiveseveryemployeeanopportunitytomakeaneffectivecontributionandtopursuetheirambitions.Creatingasafeandengagingworkingenvironment,whereourpeoplearevalued,respectedandwell-rewardedleadstoimprovedproductivity,profitabilityandreputation.Ultimatelythisalsoprovidesgreatervaluetoourcustomersandshareholders.
Addressingissuessuchasemployeeengagement,diversityandwork-lifeflexibilityisincreasinglyimportant.AustralianBureauofStatisticslabourforceprojectionsindicatethat80percentoffutureworkforcegrowthinthenextdecadewillbeinthegroupover45yearsofage,andintheyear2020thenumberofpeopleleavingtheworkforcewillexceedthatenteringtheworkforce.Telstraisworkingtocreateanenvironmentwherewecanmeettheneedsofemployeesofallagesandattractandretainthebestpeople.TheworkofourDiversityTeamtoaddresswork-lifeflexibility,genderandagebalanceiscrucial.
Rapidadvancesinthedevelopmentofcommunicationstechnologiesandthecompetitivenatureofourbusinesscreateachallengeforustocontinuetofindtherightpeople.
InvestinginlearninganddevelopmentprovidesameansofbuildingTelstra’sworkforcetoensurethatwehavethecapabilitiestodeliverthenextgenerationoftechnologies.Thecontinuousdevelopmentofknowledge,skillsandinnovationandtheapplicationoftheseintheworkplacearecriticaltoTelstra’sfuturesuccess.In2007/08,weinvestedover$75millioninlearninganddevelopmentforouremployees.
Worldclassleadershipisalsocritical.Ourleadersmustbeabletoleadinacompetitiveglobalenvironment,inanindustrycharacterisedbyrapidchangeandcomplexlegalandregulatoryrequirements.Theymustbecustomerfocusedandsensitivetosocialandcommunityresponsibilitiesandexpectations.Telstrainvestsinanumberofenterprise-wideprogramstobuildleadershipcapability,includingFrontlineLeadershipandExecutiveLeadershipprograms.
InMay2008,wesawthehalf-waypointinTelstra’sfive-yeartransformation.Ourpeoplearefundamentaltothistransformationandaswecontinuethejourneyit’simportantthatemployeeshave‘enoughfuelinthetank’todealwiththeopportunitiesandchallengesthatcometheirway.Telstraoffersyear-roundsupporttoemployeesthrougharangeofmentalhealthandresilienceprograms.WetakeaproactiveandholisticapproachtosupportthehealthandwellbeingofouremployeesandareproudtohavebeenrecognisedthisyearforourleadershipinmentalhealthissuesintheworkplacebytheMentalHealthCouncilofAustralia.
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Asacompany,themostimportantthingwecandoforouremployeesandtheirfamiliesistoprovidesecuritybybuildingonoursuccessesandensuringTelstra’slong-termfuture.Wearedeterminedtocreateanorganisationthatisagreatplacetowork,thatrewardsperformanceandofferstermsandconditionsthatattractandretainthebestpeople.
Building a world class talent baseEmploymentAsat30June2008,Telstraemployed46,649fulltimeequivalentemployees,agencyandcontractorstaffincludingstaffemployeddirectlybyTelstraCorporation,ourdomesticcontrolledentitiesandouroffshorecontrolledentities.Thisequatestoadecreaseof2.5percentor1,191fulltimeequivalentemployeesduring2007/08.ThedecreaseismainlyattributabletoTelstra’sTransformationstrategy.
Thereare31,102Telstra-paidstaff,whichexcludescasualstaff,allcontrolledentity-paidstaff,agencyandcontractorstaff.TheTelstra-paidstaffdefinitionisusedinourreportingofdiversity,performancemanagement,employeeengagementandhealth,safetyandenvironmentstatisticsinthisreport.
Workforce statistics
Totalworkforce
46,649 Fulltime,parttime,casual,agencyandcontractorFTEstaffinTelstraCorpdomesticandoffshorecontrolledentities
Fulltimestaffandequivalents
42,784 Totalworkforceminusagencyandcontractorstaff
Domesticfulltimestaff
33,982 FulltimestaffinTelstraCorpanddomesticcontrolledentities,includingSensis
Telstra-paidstaff
31,102 FulltimeandparttimestaffpaidbyTelstraCorp,excludescasualstaff,allcontrolledentity-paidstaff,agencyandcontractorstaff
Around65percentofemployeesareemployedundercommonlawcontracts,AustralianWorkplaceAgreementsandIndividualTransitionalEmploymentAgreements.Theremainderisemployedundercollectiveagreements.70percentofemployeesonindividualagreementscanreceiveperformanceincentivepayments.
Employee benefits and arrangementsTelstraprovideshighlycompetitiveandattractiveremunerationpackages,atorabovetheminimumlegalrequirements.Telstracomparestheremunerationofouremployeesagainstrelevantmarketdatatoensureweremunerateemployeesfairlyandequitably.
TheprinciplesunderlyingTelstra’songoingdevelopmentofemploymentarrangementsincludeenhancingemployees’capacitytomeetcustomerneeds,rewardingexcellentperformance,attractingandretainingemployees,supportingtransformation,improvingflexibilityandcontinuallygrowingproductivitythroughperformance-basedremunerationandrewards.
Telstraofferschoiceandflexibilitythroughsalarypackagingtoeligibleemployeestohelpthempackageoptionstosuittheirparticularcircumstances.SalarypackagingoptionsincludeOwnShare(theopportunitytopurchaseTelstraSharesonapre-taxbasis)andacomprehensivechoiceofotheroptionssuchasTelstraproducts,motorvehicles,carparking,healthinsuranceandfinancialadvice.
Anewlookintranetwebportalwasintroducedin2007/08toprovideemployeeswithsimplerandeasieraccesstoinformationabouttherangeofemployeebenefits.Thisincludesawiderangeoflifestylebenefits,availabletoemployeesviatheMyRewards@Telstraprogram.
TelstraSuper,acorporatesuperannuationfund,alsooffersouremployeesarangeofmemberbenefitsincludinglowmanagementfeesandfreefinancialplanningadvice.
TelstracontinuestoprovidetheLife&CareerTransitionprogram,whichsupportsemployeesfacingalifeandcareertransitionarisingfromredundancy.Thisprogramoffersaccesstoarangeofflexibleoptionssuchasretirementplanning,imageconsultingandnetworking,aswellassupporttoimmediatefamilies.
Workplace relationsAkeyfocusduring2007/08wasthedevelopmentofarobustemploymentstrategytosupportTelstra’sbusinesstransformationandcompliancewithworkplacerelationschanges.TheelectionoftheFederalLaborGovernmentinNovember2007sawtheintroductionoftheForwardwithFairnesslegislationinMarch2008.ThenewlegislationabolishedAustralianWorkplaceAgreementsandintroducedIndividualTransitionalEmploymentAgreements.Telstrarevieweditsindividualagreementsandpoliciestocomplywiththenewlegislation.
Wearecommittedtoresolvingworkplaceissuesquicklyandfairly.Telstra’sInternalResolutionPolicyensuresthateveryemployeehastherighttobetreatedfairlyandtounderstandthereasonsfordecisionsandactionsthatimpactthem.InTelstra,thereisasharedaccountabilitytoresolveanissuebetweenanemployeeandthepersonwhoactedormadethedecision.Ourinternalresolutionprocessisopenandtransparent.Telstraalsohasdisputeresolutionoravoidanceprocessesinitscollectivearrangements.
Telstrarespectstherightofindividualstobemembersofatradeunionanddoesnotdiscriminateagainstanyemployeeonthebasisoftheirpoliticalaffiliationsorbeliefs.
3. Employees matter
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Employee engagementIn2007/08,acensusemploymentsurveyofTelstraemployeeswasconducted.Thesurveyprovidesallemployeestheopportunitytoexpresstheirviewsabouttheirjobs,thecompany,andtheirworkingenvironment.Itdeliversinsightintowhatreallyengagespeople,indicatespeople’salignmenttoTelstra’sdirection,andprovidesinformationontheextenttowhichtheyareenabledtoperformtotheirpotentialandcontributetotheongoingsuccessofTelstra.TheEmployeeEngagementSurveycoverseightkeyareas:employeeengagement;strategyalignment;resultsfocus;customerfocus;deliverycapability;culturalalignment;strategicleadership;andworkgroupleadershipeffectiveness.
Keyhighlightsofthesurveyresultsinclude:
• anincreasefrom82percentto84percentinthenumberofemployeeswhoparticipatedinthesurvey;
• employeeengagementincreasedfrom73percentto74percent;
• scoresincreasedinalleightcategoriesfromthe2006/07survey.Themostsignificantincreaseswereintheworkgroupleadershipeffectivenessandstrategicalignmentcategories,wheretheimprovementwasfourpercentinboth;
• anaverageincreaseacrossallcategoriesof2.5percent;and
• TelstraisperformingatorabovetheAustralianNationalNorm(TowersPerrinInternationalSurveyResearch)andclosingthegapontheGlobalHighPerformingCompaniesNorm.
Twonewquestionsspecifictocorporateresponsibilitywereincludedinthisyear’ssurvey.Resultsshowedthat:
• 39percentofemployeesagreedthatTelstra’scorporatesocialresponsibilityperformanceisanimportantfactorintheirchoicetoworkhere;and
• 78percentofemployeesbelieveTelstraisanenvironmentallyresponsiblecompany.ThisisabovetheAustralianNationalNormat74percent.
Thesefiguresprovideabaselineforfutureemployeesurveysandindicateopportunitiesforimprovementsinbuildingemployeeawarenessoftherangeofourcorporateresponsibilitiesandachievements.
Recruitment InSeptember2007,Telstralaunchedanin-houseCareersCentretomanagethecompany’sinternalandexternalrecruitmentneeds.TheCareersCentreprovidesaone-stop-shopforarangeofservicesincludingrecruitment,assessmentandengagement.Thiscentralisedfunctionwillreducetimespentonrecruitmentactivities,improvethequalityandconsistencyofstaffrecruitedthroughbettersourcing,selection,engagementandnewstarterprocesses.TheCareersCentrewillalsohelpusretainourtalentpoolbyofferingassistancetothoselookingfortheirnextinternalcareermove.In2007/08,1,745newemployeeswererecruitedthroughtheCentre.
Performance ManagementOurannualperformancereviewsystemfocusesonexpectedstandardsofbehaviour.In2007/08twonewmoduleswithafocusondevelopingskillsinperformanceplanningandgivingfeedbackwerecreatedtosupporttheperformancereviewprocess.In2007/08:
• 90percentofemployeesreportedhavinganannualreviewdiscussion(upbyfourpercent);
• 85percentofemployeesreportedthattheirobjectivesalignwiththoseoftheirmanager’s(upby14percent);and
• over4,000employeescompletedanonlinelearningmoduletoassistwiththenewreviewprocess.
Learning and development OneofthekeydriversofourTransformationisthecontinuousdevelopmentofknowledge,skillsandinnovation,andtheapplicationoftheseintheworkplace.LearninganddevelopmentisacriticalactivitythatsupportsourorganisationtodelivertheperformancenecessarytoachieveourTransformationvision.
Ourlearningfunctionisstructuredsothat‘JobReady’professionalsandonlinelearningresourcesareavailablewhenandwheretheyareneeded.
Formalandstructuredemployeelearninganddevelopmentisofferedviaseveralstructuredmodels,leveragingtheverybestintechnologyandonlinelearning(Learn.Achieve),partnershipswithexperts(TelstraLearningAcademy),andthedevelopmentofourleaders(ExecutiveLeadershipandFrontlineLeadershipprograms).
InOctober2007,welaunchedthePeopleLeaderEngagementToolkit,aresourcetosupportTelstraemployeestodeveloptheirleadershipcapabilities.NewprogramsforFrontlineLeadershipandExecutiveLeadershipwerealsodeveloped.ThroughthesenewprogramsTelstrarecognisestalent,investsinleadersofthefuture,andenablesmanagerstoprovideguidance,coachingandsupporttoteammembers.
Thisyear’slearninganddevelopmentachievementsinclude:
• aninvestmentinlearninganddevelopmentinexcessof$75millionrepresentingapproximately$1,626peremployee;
• 573,763onlinelearningcoursescompletedthroughLearn.Achieve;
• 6,500employeesparticipatedinFrontlineLeadershipprograms;
• 60employeesparticipatedinthreeExecutiveLeadershipprograms;and
• 252newjob-specifictrainingcoursesweredevelopedbytheTelstraLearningAcademy.
Enhancing diversity and opportunity Telstraisattheforefrontinprovidingemployment,andinformationandcommunicationtechnologyservicestodisadvantagedormarginalisedgroups,includingpeoplewithdisability,theelderly,peopleofAboriginalandIslanderdescent,andthosefromculturallyandlinguisticallydiversebackgrounds.
3. Employees matter
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Havingadiverserangeofemployeesbetterenablesustorepresentourcustomerbase,havethehighestqualityworkforceandbeanemployerofchoice.Theoverarchingprincipleisthatadiverseworkforcedeliversproductivityandincreasedrevenuetothebusiness.
Telstraiscommittedtoensuringthatourworkenvironmentpromotesdiversityandisfreeofunlawfuldiscrimination.Thisprincipleisreflectedineverythingwedo–fromourleadership,performanceandtalentmanagement,throughtoourbusinessplanning,strategicinitiativesandrewardsystems.
Ourcompany-wideDiversityCouncil,consistingoffiveGroupManagingDirectors,ispremisedontheprinciplethatdiversityisgoodforbusiness.EachmemberoftheDiversityCouncilreportsdirectlytotheCEOandchampionsoneofoursixdiversitypriorityareas–agebalance,gender,culturaldiversity,work-lifeflexibility,disability,andsexualorientationandgenderidentity.
Eachpriorityareaisaddressedbyataskforceofseniormanagersresponsiblefortheimplementationofasubstantialprogramofworkthatwillprovidesignificantbenefitstoouremployeesandtothecommunityacrossthesesixpriorityareas.
Employeesbyagegroup
Agerange %oftotalstaff
18–24years 7.5%
25–34years 24.5%
35–44years 32%
45–54years 26%
55+years 10%
Age balanceTelstrahasrecognisedthebusiness-criticalnatureofdemographicchange.Insomepartsofourbusiness,manyvaluableandknowledgeableemployeesareapproachingthelaterstagesoftheircareers.OftentheseemployeeshavegivenmanyyearsofvaluableservicetoTelstra.Toencouragetheseemployeestostayandoffermoreflexibilityinhowtheychoosetowork,TelstrahasstartedapilotoftheChoose.CreateprogramintheTelstraServicesandTelstraEnterpriseandGovernmentbusinesses.Theprogramprovidestoolsforemployeesandtheirbusinessestoexaminealternativewaysofworking.Eligibleemployeesareinvitedtoexploreflexibleworkoptions,andlookatbalancingtheirlivesoutsideofwork.
GenderIn2007/08,womenmadeupjustover30percent(30.62percent)ofTelstra’stotalworkforce.ThedevelopmentofourwomeniscriticaltoTelstra’songoingbusinesssuccessandwehaveanumberofnewinitiativesunderwaytohelpimproveourperformanceinthisarea.
InSeptember2007,thesuccessoftheTelstraVirtualWomen’sNetworkwashighlightedbywelcomingits1,000thmemberwithinsixmonthsofitstarting.LaunchedonInternationalWomen’sDayinMarch2007,theNetworkcurrentlyprovidesvaluablecareersupporttoover1,500TelstrawomenfromalloverAustralia.TheNetworkgivesTelstrawomenthechancetocometogetherfornetworkinganddevelopmentopportunities,andtosupporteachothertoachievesuccesswithinTelstra–bothforthemselvesandthebusiness.
Workforcediversity
2007/08 2006/07 2005/06 2004/05 2003/04
Telstrapaidemployees 31,102 33,002 34,551 37,087 36,128
Women 30.62% 30.9% 30.56% 30.59% 30.06%
AboriginalandTorresStraitislander 0.43% 0.47% 0.56% 0.60% 0.64%
CulturallyandLinguisticallyDiverse 5.85% 6.28% 8.75% 9.02% 9.41%
PeopleWithDisabilities 1.36% 1.16% 1.35% 2.01% 2.18%
3. Employees matter
Havingadiverserangeofemployeesbetterenablesustorepresentourcustomerbase
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3. Employees matter
Cultural diversity Forovertenyears,TelstrahascelebratedourIndigenouscommunityandtheircontributiontoAustraliaduringNationalAboriginalandIslanderDayofCelebration(NAIDOC)week.In2007/08,Telstra’sfestivitiesculminatedinacelebrationdinnertoannouncethewinnerofthe2007TelstraIndigenousAward.TheAwardrecognisesaTelstraemployeewhoprovidesoutstandingsupporttotheIndigenouscommunityortoourIndigenouscustomers.PietaJohnstonfromTelstra’sNationalIndigenousDirectorateinDarwinwontheawardin2007.
Anewadvisorygroup,theIndigenousReferenceGroup,wasformedinApril2008toprovideadvicetotheTelstraDiversityCouncilandIndigenousTaskforceonIndigenousemploymentandculturalawareness.TheDiversityCounciloversawthedevelopmentoftheIndigenousActionPlan,whichaimstocontributetoTelstra’scommercialsuccessthroughthepromotionofIndigenousrecruitmentandretention.Thethreefocusareasidentifiedforactionare:improvedrecruitmentandretentionofIndigenousstaff;increasedculturalawareness;andpromotionofReconciliation.
Work-life flexibilityWork-lifeflexibilityatTelstraisunderpinnedbyprogressiveleavepoliciesincludingparentalleave,personal(includingcarer’s)leave,culturalleaveandtheabilitytopurchaseadditionalleave.
Aswellasthepossibleenvironmentalgains,Telstrarecognisesthepotentialbenefitsofteleworkingintermsofemployeeproductivity,satisfactionandwellbeing.ParticipantsinaTelstraemployeeauditinlate2007listedthemostimportantflexibleworkoptions,inorderofpriority,as:teleworkingfromhomeregularly;teleworkingfromhomeoccasionally;andflexibleleavedays.ThesefindingswillallowTelstratofurtherdevelopitsprogramofworkaroundflexibleworkoptions.
Telstrarecognisesthechallengefacedbymanyemployeesinfindingavailable,affordablechildcare.Wearecurrentlyexaminingtheoptionofcompany-purchased,preferredplacementandhavesurveyedstafftoidentifythelocationswherethereisthemostneedforassistance.
ToassistTelstrafamiliesinfindingchildcaresolutions,employeesareabletoaccessanonlinedirectoryservice,CareforKids,whichprovidesassistanceandinformationaboutchildcareservices,availability,casualservicesandgovernmentregulations.
Womeninmanagementroles
30-Jun-04 30-Jun-05 30-Jun-06 30-Jun-07 30-Jun-08
ExecutiveManagement 0.00% 11.1% 35.7% 26.7% 26.7%
SeniorManagement 16.0% 18.6% 22.2% 23.5% 19.7%
MiddleManagement 25.6% 26.6% 27.6% 27.4% 27.5%
Operational 31.0% 31.5% 31.2% 31.8% 31.6%
In2007/08,over500womenattendedtheeightVirtualWomen’sNetworkevents,whichincludedtheLegendsseriesofpanelsessionsfeaturingthealumniofwinnersfromtheTelstraBusinessWomen’sAwards.
Inlate2007,TelstrapilotedMyMentor,atenweekprogramforwomenthataimstoimprovestrategicbusinessskills.Basedonoutstandingfeedbackfromthe21participantsoftheinitialcourse,theprogramwasrolledouttoover440womenacrosstheorganisationin2007/08(seecasestudyformoredetails).
Telstra’sinauguralwomen’sconference,Stand.Out,washeldinMarch2008.Attendedby150ofTelstra’swomen,theconferencefocusedonperformance,careerdevelopmentandtheadvancementofwomen,particularlythroughmanagementlevels.Stand.Outwillbeheldagainin2009.
Figuresfromthe2006EqualOpportunityforWomenintheWorkplaceAgencycensusshowthatthepercentageofwomenatseniormanagementlevelsinASX200companieshasremainedconstantsince2004.WhilethepercentageofTelstrawomenemployedattheexecutivemanagementlevelhasremainedsteadyoverthepasttwoyears,therehasbeenadecreaseatseniormanagementlevel.In2007/08,womenwereemployedin60ofthe305seniormanagementpositions,adecreaseofsixfromthepreviousyear.Telstraiscommittedtoimprovingourperformanceinthisareaasournewinitiativescontinueduring2008/09.
DisabilityTelstraisproudtohavesponsoredManagers’Guide:DisabilityintheWorkplace.LaunchedinJune2008,theGuidewascoordinatedbytheAustralianEmployersNetworkonDisability,withinputfromaneditorialcommitteethatincludedTelstraemployees.ManyoftheTelstraemployeesprovidedtheirinsightandadvice,havingexperiencedfirst-handthechallengesfacedbyemployeeswithdisabilityintheworkplace.TheGuideprovidesinformationandsupporttomanagersofemployeeswithdisability,andaddresseseachstageofanemployee’sworkexperience,fromrecruitmenttoexit.Itwillbeprovidedtopeoplemanagerstohelpminimisethebarriersthatpeoplewithdisabilityfaceintheirworkingenvironment.TheguidehasbeendevelopedasareferenceforbothTelstraandotheremployers.
In2007/08,sixseniorTelstramanagersmentoreduniversitystudentswithdisabilityoveraperiodof16weeksaspartoftheWillingandAbleprogram.Thisprogramconnectsstudentswithdisabilitytoaone-on-onerelationshipwithamentorwhohasexperienceofworkinginanorganisationinthestudent’schosenfutureprofessionalarea.
TelstraalsoimplementedtheSteppingIntoprogramthatprovidedafour-weekworkinginternshiptothreeuniversitystudentswithdisability.ThisprogramwasimplementedinpartnershipwiththeAustralianEmployersNetworkforDisabilityandaimedtodeveloptheparticipants’businessknowledge,whiledevelopingtheskillsandconfidenceofTelstraemployeestorelatetopeoplewithdisability.
Enable@TelstraisanestablishedresourcegroupforTelstraemployeeslivingwithdisability.Itprovideseducationandinformation;leadershipopportunities;informalmentoringandnetworkingevents;andsupportandadviceabouttheaccessibilityofourworksites,productsandservices.Enable@Telstracurrentlyhas39members.
pipeline,fromchoosingmyson’sschool,whetherweshouldrenovateormove,andmyownfurthereducation,”Cherylsaid.
Monthsaftertheprogram,Cherylstillrefersbacktothecoursecontent–oftenwhileshe’sjogging.BecausethematerialisavailableinCDandDVDformat,Cheryl’sloadedthemodulesontoheriPod.“I’mstillreferringtotheprogram,andmakingsomedecisionsaboutmycareergoalsandfutureachievements”,sheexplained,“butInowknowIcankeeptakingpositivestepstowardsachievingthem.”
My Mentor program Case studyByherownadmission,whenCherylWoodsfirstreceivedherMyMentorkit,shelettheboxsitonherdeskforacoupleofweeks.Itwasjustanothertasktocomplete,inanalreadyhecticworklife.
Nowafully-fledged‘graduate’ofthepilotoftheMyMentorcourse,thebusyTelstraBusinesssalesmanagerisgladshefoundthetimetoparticipate.
Theprogramcoversamoduleaweek,providingtipsandtoolsforwomentoactivelymanagetheircareersandpersonaldevelopment.AsCherylfoundoutthough,it’snotjustabouttakingthatnextstepupthecorporateladder“Thesecondmoduleisaboutdevelopinga‘personalbrand’–ithelpedmeasksometoughquestionsofmyselfinregardstothetypeofpersonIwanttobe,”Cherylsaid.
Overthecourseoftenweeks,theMyMentorprogramaimstoincreasestrategicbusinessskillsinwomen,encompassingdecision-making,prioritisation,negotiationandinfluencingskills,increasingvisibility,networking,andtakingcalculatedrisks.Importantly,italsolooksatcreatingwork-lifebalance.
Byworkingthroughthetoolsprovided,Cherylcametotherealisationthatonthewaytobecomingasuccessfulbusinesswoman,motherandpartner,shehadsomehowstoppedmakingtimeforherself.Puttinghertime-managementandprioritisationlearningintopractice,shestartedtomakeregulartimetoexercise.MyMentorrecognisesthepositiveactionthatcancomefromtaking‘babysteps’–forCheryl,thiswasthefirstofmany.
“Workingthroughthecourse,Ifoundalotoflightbulbswereswitchingon,anditwasn’tjustaboutmywork.Iactivelyappliedthetoolstootherdecisions.Inowevaluatepossibleoutcomesaccordingtohowbadtheycanbe–butalsotherisksofnotacting.Ithasassistedmanydecisionsinthe
CherylWoods,SalesManager,TelstraBusiness.
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3. Employees matter
InAugust2007,TelstrawashonouredwithanExcellenceinAuslanInterpretingAward,winningthePrivateSectorOrganisationcategory.TheAwardsareorganisedbytheAustralianSignLanguageInterpreters’Associationtopubliclyrecogniseorganisationsthatprovideconsistentsupportforworkinginterpreters.
Sexual orientation and gender identityInMay2008,Telstrawasincludedonthelistofcompaniesthataresupportiveofgaymarriage.ThelistiscompiledbyAustralianMarriageEquality.ThiscomesattheendofanextensivepolicyreviewundertakenbyTelstraoverthepast18months.Asaresultofthereview,amendmentsweremadeto171instanceswhereTelstra’sinternalpoliciesusedinconsistentornon-inclusivelanguageinregardstorelationshipentitlements–forexample,‘spouse’,‘husband’and‘wife’.Policiesnowrefertoanemployee’s‘partner’,definedastwopeoplelivingtogetherasacoupleonagenuinedomesticbasis,irrespectiveofgender,adefinitionendorsedbyAustralia’sHumanRights&EqualOpportunityCommission.
Providing a healthy and safe environment Ouremployeesareinvolvedinawidevarietyofworkpractices,fromundergroundcablingandbuildingmobiletowerstoofficework,eachwithavastlydifferentsetofhealthandsafetystandards.AtTelstraweensurethatthepursuitofexcellenceincustomerservicedoesnotjeopardisethesafetyorhealthofouremployeesandcontractors.Astronghealthandsafetyculturewillreducethenumberofincidentsatwork,buildteammoraleandleadtogreaterproductivity.Telstraseekstogobeyondminimumlegalcomplianceanddeliverworld-classhealthandsafetyperformance.
PreventionTelstrahasimplementedaHealthandSafetyManagementSystemalignedwiththerequirementsofAustralian/NewZealandStandard4801.ThemanagementsystemisoverseenbyTelstra’sHealth,SafetyandEnvironment(HS&E)team.
Telstraappliesarobustriskmanagementframeworkandoccupationalhealthandsafetymanagementsystemacrossitsbusinessunits.InaccordancewithTelstra’shealthandsafetypolicy,thissystemincorporatesHS&EmanagementstandardsthatcaterforthevaryingrisksacrossTelstra’sbusinessunits.TheHS&Estandardscoverarangeofgeneralindustryhazards,aswellastelecommunications-specificissuessuchaselectromagneticenergy.
ThediversityofrisksacrossTelstra’sworkingenvironmentsrequiresasegmentedapproachtosafetytoensurethatweapplyappropriatestrategiesineachofourworkplaces.Ourprimarystrategicsegmentationisbetweenourfieldandnon-field(suchasofficesandretail)workplaces.ThefollowingtablehighlightstherisksandHS&Eperformanceofthesetwogroups.
Losttimeinjuries–fieldandnon-fieldstaff
Staff Common risks and issuesNumber of lost time injuries (LTI)
Lost time injuries frequency rate (LTIFR)
Fieldworkforce
Technicalfieldstaff Manualhandling,workingatheights,driving,electromagneticenergyandworkingalone
82 6.54
Non-fieldworkforce
Retailshops,callcentres,salesgroupsandofficeenvironments
Ergonomics,emergencies,electrical,stress,driving,customeraggressionandnoise
50 1.27
Total:132 2.54
DetailedriskprofileinformationforeachbusinessunitandgroupisusedinHS&Eplanningandauditing.RiskprofilesarereviewedannuallyatthecommencementofoperationalhealthandsafetyplanninginApril.
Theimplementationofouroccupationalhealthandsafetymanagementsystemismonitoredbyinternalandexternalauditsofourbusinessgroups,aspartofourself-insurancerequirements.
Compensation and rehabilitation Telstraisself-insuredforthepurposesofworkers’compensationundertheprovisionsoftheSafety,RehabilitationandCompensation(SRC)Act1988.TheActisadministeredbytheSafety,RehabilitationandCompensationCommission,whichsetstherulesforworkers’compensationprovisionandmonitorsourperformance.TheCommissionsetsindicatorperformancetargetsandin2007/08Telstraachievedallofthetargets,exceedingeightofthe11targets.
Telstramaintainsacomprehensiveinjurymanagementsystemcoveringbothrehabilitationandclaimsmanagementfunctions.Theinjurymanagementprocessiswellestablishedacrosstheorganisation,andaccessibletoallTelstrastaffviatheTelstraintranet.Telstra’sweb-basedinterfaceallowsmanagerstoaccesscurrentinformationtoenablethemtoeffectivelymanageclaimsandrehabilitationactivitiesandensurethebestpossiblecareforinjuredemployees.
Comcare ratingsOurregulatorComcareassignsa‘Tier’ratingtoTelstraandotherself-insuredlicensees.TheTierModelhasthreelevelswhichreflectthelevelofregulatoryoversightrequiredbyComcaretosatisfytheSafety,RehabilitationandCompensationCommissionofthelicensee’scomplianceofitsconditionsoflicence.Themodelacknowledgesandencouragesgoodperformanceandaffectsthelicencefeemodelthroughtheprincipleofuserpays.TelstrahasachievedaTier3(advancedlevel)ratingforprevention,andworkers’compensationandrehabilitation,indicatingahighstandardofinternalqualityassurance,strongmanagementsystemsandself-auditcapabilities.
Health, Safety & Environment performanceTelstra’sHealth,Safety&Environment(HS&E)performancein2007/08includes:
• thenumberofopenworkers’compensationclaimsremainedbelow2,000;
• 14externalHS&Eauditswereconducted.71percentofauditedbusinessgroupswerefoundtohaveeffectiveorhighlyeffectivelevelofimplementationofHS&Emanagementsystemsandtheremaininggroupshadatleastabasiclevelofimplementation;
• eightpercentreductioninworkers’compensationforwardliabilityfrom$196.5millionto$180.1million;
• achievedTier3statusforworkers’compensationandrehabilitationunderourselfinsurancelicenceinJune2008,reflectingourexcellentperformanceinrehabilitationandclaimsmanagement;and
• increaseof14percentinLostTimeInjuriesand19percentincreasein12monthLostTimeInjuryFrequencyRate(representsslightincreasesacrossbusinessunits).
Quiet achiever takes out 2007 Telstra Indigenous Award Case studyCongratulationsgotoPietaJohnstonfromTelstra’sNationalIndigenousDirectorateinDarwin,whowasnamedthe2007TelstraIndigenousAwardwinner.
Describedasa‘quietachiever’byhermanagerandpeers,PietaisclearlypassionateabouthersignificantworkintheIndigenouscommunityaspartofherroleatTelstra’sNationalIndigenousDirectorate.
PietahashadmanystandoutperformancesduringhertimeatTelstra.OfparticularnoteisPieta’sworkontheTelstraCommunityPhoneProgramwhichPietahasmanagedsinceJuly2006.Theprogram,whichaimstoprovideremoteIndigenouscommunitieswithadequateaccesstoTelstrapayphones,hasgivendozensofIndigenouscommunitiesthecommunicationtoolstheyneed.
AccordingtohermanagerLawrieMortimer,GeneralManageroftheIndigenousDirectorate,Pietahasdoneanoutstandingjobbringingtheprogramtoasuccessfulconclusion,despitemanychallengessuchasequipmentfailures,contractvariationsandcomplexcustomerneeds.
PietahasalsoworkedwiththemanagersofthenewZephyrandArafuraCallCentresinDarwintoimproverecruitmentandretentionofIndigenousemployees.Pietahasbeeninstrumentalinarrangingcross-culturalcommunicationtrainingforthemanagementteamsinthesecentres,andhasgoneoutofherwaytomentoranumberofnewIndigenouscallcentretrainees.
PietaJohnstonwithTelstraGroupManagingDirectors,GeoffBooth,JustinMilne,KateMcKenzieandPhilBurgess.
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3. Employees matter
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45
LostTimeInjuries(LTI)versusLostTimeInjuryFrequencyRate(LTIFR)
Lost Time Injuries (LTI) versus Lost Time Injury Frequency Rate (LTIFR)
98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08
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No of LTIs LTIFR (12mm)
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98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08
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No of LTIs LTIFR (12mm)
1,600
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No of LTIs
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LTI:LostTimeInjurywhereatleastonefullshiftordaylostfromwork.LTIFR:NumberofLostTimeInjuriespermillionhoursworked(asof30June)NB:Datafor02/03differenttopreviouslypublishedasitincludesNetworkConstruction.
3. Employees matter
Auditresults–LostTimeInjuries(LTIs)&LostTimeInjuryFrequencyRate(LTIFR)
YearPercentage of effective audit results
No of LTIs (and % improvement from previous financial year)
LTIFR (12mm) (and % improvement from previous financial year)
2007/08 71% 132(-14%) 2.54(-19%)
2006/07 88% 116(26%) 2.14(21%)
2005/06 86% 157(21%) 2.7(16%)
2004/05 74% 199(25%) 3.2(27%)
2003/04 62% 265(26%) 4.4(19%)
LTI:LostTimeInjury(atleastonefullshiftordaylost)LTIFR:NumberofLostTimeInjuriespermillionhoursworked(asof30June)
ThedropinHS&Eauditsscoreswereexpectedfollowingtheimplementationofanewriskbasedscoringmethodologyduring2007/08.
Thereisagrowingunderstandingamongsafetyprofessionalsofthelimitationsoflosttimeinjurynumbersandratesasanindicatorofsafetyperformance,especiallywhereratesarealreadyverylow.Inordertopresentamorebalancedscorecardofsafetyperformanceinfutureyears,Telstrawillreportinjurydurationratesandcompensationnumbersandrates,aswellaslosttimeinjurydata.
Health and wellbeingEmployeeswhoarementallyandphysicallyhealthyaremorelikelytobeengaged,committedandproductiveinallaspectsoflife.Telstra’sHealth&Wellbeingstrategyprovidesacomprehensiveframeworkforeffectiveinvestmentinhealthpromotionandpreventionactivitiesatalllevelsofthebusiness.Itaimstoengenderreal,longtermbehaviouralandlifestylechanges.Our2008-2011Health&WellbeingStrategywaslaunchedinAugust2008.
InJanuary2008,TelstraappointedanewHealthandWellbeingteamtofocusonpsychologicalhealth,physicalhealthpromotionandoccupationalhealthprogramsforTelstraemployees.Theteamisadoptingaholisticapproachthatincludesamusculoskeletalstrategy,amentalhealthandresiliencestrategy,occupationalhealthandhealthpromotionstrategy,andaimstoincreaseproductivity,reduceabsenteeism,andcreateaworkplaceofchoice.
In2007/08TelstrapromotedMentalHealthWeekwithfoyerdisplays,intranetnewsarticlesandactivities.Thisextensivepromotionledtoathree-foldincreaseintheaccessofonlinementalhealthandresilienceresources.Anewresource,Men’sResilienceeBook,wasalsoreleasedthisyearaspartofamen’swellbeingpromotion.
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Telstra’sresilienceandmentalhealthprogramshavebeenrecognisedbyexternalbodies,andthisyearusedbytheAustralianGovernmentDepartmentofDefenceandreferencedbytheMentalHealthCouncilofAustralia.
AchievementsinTelstra’smentalhealthandresilienceprogramsin2007/08include:
• almost380employeesattendedthetwohourResilienceworkshops;
• over300managersattendedthefourhourCreatingaMentallyHealthyWorkplaceworkshops;
• over1,300employeesattendedmodulethreeoftheFrontlineLeadershipprogram,whichintroducesTelstra’sresilienceprogramandprovidestheResilience–EnergisingLifebookasaresource;and
• thenewly-createdResilienceintranetsiterecordedover9,500hits.
Feedbackfromparticipantsofthetwo-hourresilienceworkshopsindicatesthefollowingwellbeingoutcomes:
• improvedeffectivenessinworkingwithothers(46percent);
• improvedwork-lifebalance(49percent);
• moreenergy(36percent);
• improvedconcentration(37percent);and
• workingtothebestoftheirability(38percent).
TelstracontinuestoprovidetheEmployeeAssistanceProgramtodeliverprofessionalcounsellingandadvisoryservicesviaanindependentcompanystaffedbyqualifiedpsychologistsandsocialworkers.TheservicesarefullyfundedbyTelstra,arefreeofchargetoTelstraemployeesandtheirfamilies,andareavailable24hoursaday,sevendaysaweek.
Telstra’sEmployeeAssistanceProgramalsoincludesmanagerAssist®,anadvisoryservicethatassistsmanagersandteamleadersinmanagingarangeofworkplacesituations.Inaddition,eapdirect™,whichwasintroducedin2007/08,providesTelstraemployeesaccesstolifecoachesviatheinternet.Thesiteprovidesself-assessmenttools,informationonarangeoftopicsandtheabilitytocontactaprofessionallifecoachviaasecureemailsystem.eapdirect™canhelpaddressarangeofissues,suchasfamily,emotionalwellbeing,work-lifeflexibility,relationship,andpeoplemanagement.
WealsoencourageemployeefitnessbyparticipatinginanumberofcorporatechallengesincludingtheGlobalCorporateChallenge,FoxtelLap,andRidetoWorkDay.In2007TelstrawastheTravelSmartWorkplaceChallengewinnerwiththelargestnumberofregisteredRidetoWorkDayparticipantsinAustralia.
Thereisagrowingunderstandingamongsafetyprofessionalsofthelimitationsoflosttimeinjurynumbersandratesasanindicatorofsafetyperformance,especiallywhereratesarealreadyverylow.Inordertopresentamorebalancedscorecardofsafetyperformanceinfutureyears,Telstrawillreportinjurydurationratesandcompensationnumbersandrates,aswellaslosttimeinjurydata.
3. Employees matters
Telstra’sHealth&Wellbeingstrategypromotesreal,longtermbehaviouralandlifestylechange
Mental illness demystified Case studyAnthonyWall,TacticalWorkflowPlanningManagerwithDeliveryManagement,TelstraServicesinBrisbanehasseenallthemanagersinhisworkareacompletethetwo-hourresilienceworkshopandbelievesitoffersplentyofpositivebenefits.
“Weallknowhowtodealwithslips,tripsandfalls–thephysicalsideofhealthandsafety–butpeopletendtobelessawareofhowtobuildresilience,anddealeffectivelywiththedaytodaychallengesthatlifepresents,”Anthonysaid.
“Theresilienceworkshophasbeengreat.Peoplehavelearnttobemoreself-aware.Theynowunderstandthetypesofstressorsthataffectthem,andthedifferentcopingmechanismstheycanusetostayontopofthings.We’rerollingouttheworkshoptoallmembersofourteamasakeycomponentofDeliveryManagement’shealthandsafetystrategy.”
HisviewsofTelstra’smentalhealthworkshopsareechoedbyBobBeresford,Director,ServiceDeliverySouth-West,TelstraServicesinVictoria.Over50teammanagersinhisareahavecompletedtheMentalHealthWorkshopforManagers.“Weallknowwhattodoifateammemberhasabrokenleg,butwhatdoyoudoifyoususpectsomeoneisstrugglingwithanxietyordepression?”Bobasked.
“Theworkshopreallyhelpeddemystifymentalillnessandopenedthetopicupfordiscussionamongmanagers.Depressionandanxietycanstrikeanybody,andtheworkshophelpedusunderstandwhatitmeansforthepersoninvolved,andwhatresourcesareavailabletohelpmanagerssupportemployeesthroughit.It’sgreatthatasanemployer,Telstrarecognisesmentalhealthissuescanaffectourpeople,andprovidesresourcestohelpdealwithit.”
Mentalhealthweekposter.
Planned actions for 2008/09 • Increasetheproportionofwomeninmiddleandsenior
managementto30percent.
• IncreaseIndigenousemploymentopportunitiesby25percentbytheendDecember2009aspartofTelstra’sIndigenousActionPlan2008-11.
• Maintainthehighest(ComcareTier3)ratingacrossallHealth,SafetyandEnvironmentcategories.
• Achieveaminimumof10percentemployeeparticipationinanewonlineHealthRiskAppraisalbyAugust2009toimproveemployeeunderstandingofhealthriskfactors.
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4Customers
matter
Our vision is to know our customers and meet their needs better than anyone else.David Moffatt, Group Managing Director, Consumer Marketing and Channels
ServingtheneedsofourcustomersisafundamentalcorporateresponsibilityprincipleatTelstra.Wearetransformingourcustomers’experiencebytransformingTelstrafromaproduct-basedcompanytoanintegrated,fullyconvergedmedia-commscompany,centredonthecustomer.
Understandingthatsatisfiedcustomersarecoretoourbusinesssuccess,TelstrahasundertakenthemostcomprehensivemarketresearchinAustraliancorporatehistory.SinceJune2006wehaveinterviewedover900,000Australiansandsegmentedthepopulationonthebasisoftheirpreferences.Asaresult,wehaveadoptedaMarketBasedManagementapproachandareorganisedbycustomersegmentsratherthanbyproducts.Thismeansthatweunderstandwhatcustomerswantfromtheirmedia-commsexperienceandcananticipatetheirneeds.Itmeanswecandifferentiateourproducts,servicesandpricesformarketsegments,anditsignalsashiftfroma‘onesizefitsall’approachforourcustomers,toasetofcustomerneeds-basedsolutions.
Telstraiscommittedtoprovidingamoretargetedandpersonalisedexperienceforourcustomers,tomakeiteasierforthemtosee,interactwith,useandgetadviceonourproductsandservices.Wearereinventingourretailstores,openingfivenewstate-of-the-artinteractivetelecommunicationsretailoutletsin2007/08.CalledT[life]™,thesestoresarechangingthefaceofretailing.ThisyearwealsolaunchedtheTelstraMentorservice,whichsendsanexpertadvisorouttocustomerstoprovideone-on-oneassistancetohelpthembetteraccessandusethefullrangeoftheirmobilephonefeatures.
April2008wasanimportantmilestoneinTelstra’shistory.AfteralmostnineyearsofservicetomillionsofAustralianswecloseddowntheoldCDMAmobilephonenetwork,providingourmoreadvanced,thirdgenerationmobiletechnology–Telstra’sNextG™network–asasuperioralternative.Telstraspentovertwoyearspreparingfortheclosure,alwaysensuringcustomerswerewellinformedofourplans.CDMAcustomerswereindividuallycontactedbyphone,letterandSMSmessagestoremindthemhowtomigratetothenewmobilenetwork.
Significanteffortswerealsomadethisyeartoensuretheaccessibilityandaffordabilityofourservicesforeveryone.AtTelstra,werecognisethediversityofourcustomersandthesignificantcontributionthatcommunicationsservicesmaketopeople’slivesandtocommunitywellbeing.
In2007/08,Telstraassistedmorethanonemillionlow-incomecustomerstoconnectormaintaintheircommunicationsservices.Thetotalbenefitprovidedwasinexcessof$200million.InAugust2007welaunchedTelstraConnectedSeniors®,whichwillprovide$3millionofgrantfundingtocommunitygroupsandorganisationsoverathreeyearperiodtohelpolderAustralianslearntousemobileandinternettechnology.Wemaintainourlong-standingcommitmenttomakeourservicesaccessibletocustomerswithadisability,andcontinuetofocusontheneedsofourcustomerslivingoutsidethemajormetropolitancitiesthroughTelstraCountryWide®.
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4. Customers matter
TelstraischangingthewaypeopleliveandworkinAustralia.Wearehelpingcustomerstoshareexperiencesinreal-time,savingtraveltimeandreducingfuelexpenses,freeingthemfromtheirdesks,looseningthemfromtheirlivingroomTVs,andunifyingtheirfixedandwirelesscommunications.Weareworkingtogetherwithourcustomerstofindnewwaystoimprovetheirbusinessesandtosupporttheirindividuallifestylechoices.Telstraisensuringthatcustomersarecentraltoeverythingwedo.
Enhancing our customers’ experienceAtTelstra,weknowthatsatisfiedcustomersarefundamentaltobusinesssuccess.Wearecommittedtoknowingourcustomersandmeetingtheirtelecommunicationneedsbetterthananyoneelse.Weaimtoprovideeachcustomerwithapersonalised,seamlessexperiencethatmakesiteasierforthemtomanagetheirlives.ServingtheneedsofourcustomersisafundamentalcorporateresponsibilityprincipleatTelstra.
Customer service commitmentsAstheuniversalserviceprovider,TelstrahastheresponsibilityofensuringthatallpeopleinAustraliahavereasonableaccesstostandardtelephoneservicesandpayphones,andtoprovidepriorityconnectionsandrepairstothoseeligiblecustomerswithlifethreateningmedicalconditions.Telstra’sUniversalServiceObligation(USO)StandardMarketingPlanandPriorityAssistanceforIndividualsPolicysetouthowTelstrahascommittedtofulfiltheseresponsibilities.
ThelegislatedCustomerServiceGuaranteeandtheTelstraMobileCustomerServiceCommitment,commitTelstratoprovidingaguaranteedlevelofserviceforstandardtelephoneservicesandmobileservices.
TelstrameasuresitsActivationandAssurancecommitmentsandperformanceacrossabroadrangeofproductssuchasADSL/ADSL2+,EnhancedServices/SpecialServicesproductrange(morethansimplevoicetelephones).
Ourdatashowsthatin2007/08wemetthedateandtimeweagreedwithourcustomersthan95percentofthetime,regardlessofwheretheylive.
FulldetailsaboutTelstra’scustomerservicecommitmentscanbefoundatwww.telstra.com.au/abouttelstra/commitments
ResidentialcustomersTelstra’sCustomerServiceChartersetsouthowweproposetomeetourcommitmentstoourresidentialcustomersandfulfilourlegalandself-regulatoryobligations.Ourbasiccommitmentsinclude:
• helpingcustomerstocontactusinthewaytheyprefer;
• providinginformationaboutourproductsandservicestohelpthemmakeinformedpurchasedecisions;
• providinginformationaboutthesafetyofourproducts;
• protectingpersonalinformation;
• providingbillsthatareaccurateandeasytounderstand;and
• dealingwithconcernsorcomplaintspromptly,fairlyandcompletely.
EnterpriseandGovernmentcustomersWearealsocommittedtobecomingworld-classinprovidingservicestoourenterpriseandgovernmentcustomers.ToachievethisweareguidedbytheTelstraServiceStandardswhichholdusaccountableto:completeinstallationsaspromised;restorenetworkstoourpublishedservicelevels;resolveanybillingenquiriesonthesameday;resolvealldisputeswithinfive
workingdays;completeallbillingworkrequestswithinfivedays;andassignasinglepersontomanagecustomerrelationshipswithTelstra.
InanAustralianfirst,thisyeartheTelstraEnterpriseandGovernmentCustomerCaregroupwasawardedcertificationtotheInternationalCustomerServiceStandard.ThisisthefirsttimeadivisionofamajortelecommunicationscarrierhasreceivedaccreditationfromtheCustomerServiceInstituteofAustralia(CSIA),Australia’speakcustomerserviceorganisation.
TheInternationalCustomerServiceStandard(ICSS)isaninternationallyrecognisedtooltoreviewcustomerservicequalityandincludesdetailedscrutinyandauditing.Togaintheaccreditation,CustomerCarehadtoprovideevidenceaddressingthe29ICSSattributesandundergoaseriesofdetailedsitevisitsbyCSIAauditors.Thecertificationdemonstratesthatourorganisationhasbothapassionforcustomerexcellenceandtheprocessestodeliver.
FulldetailsaboutTelstraEnterpriseandGovernmentservicestandardscanbefoundatwww.telstraenterprise.com/abouttelstra/Pages/ServiceStandards.aspx
Informing our customersTelstranolongerhasa‘onesizefitsall’approachtocustomers.Wearenowcommittedtoprovidingamoretargetedandpersonalisedexperience,toinformourcustomersaboutproductfeaturesandapplicationsandtohelpmakeiteasyforourcustomerstodowhattheywant,whentheywant.Withthisinmind,wehaveintroducedsomeinnovativeapproachestobuildingcustomerawareness.
Werecognisethesignificantcontributionthatcommunicationsservicesmaketopeople’slives
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4. Customers matter
T[life]™retailstoresInJune2008,Telstraopenedthelargeststate-of-the-artinteractivetelecommunicationsstoreinAustralia,T[life]™,followingonfromthesuccessofT[life]™Sydney.TheMelbournestorehastwolevelsandprovides:
• adedicatedareaforbusinesscustomerscalled[my]business;
• freeone-on-oneexpertadviceat[my]place;
• [my]networkedhomewherecustomerscanseeforthemselveshowtobetterconnecttheirlifeathomeandonthemove;
• aninteractivezonetoexploreandplaywithover100liveandworkingdevices;
• thelatesttechnologywherecustomerscaninteractwithfutureproducts;
• aTelePresencemeetingroomforface-to-facestate-of-the-artvideoconferencing;
• freedailytraininganddemonstrationsinthestore’s50seatauditorium;and
• one-on-onesessionswithmediaexpertsthatcanbebookedatatimeconvenienttocustomers.
T[life]™storesareavibrantpublicexpressionofourphilosophythatthecustomerisatthecentreofeverythingwedo.WecurrentlyhavefiveT[life]™storesacrossAustralia.
TelstraMentorPeoplenowhaveaccesstomorethingsontheirNextG™mobilesthaneverbefore,includingemail,internetbrowsingandvideocalls.Telstraunderstandsthatsomecustomersneedhelptousethefullrangeoffeaturesavailableonthelatesthandsets.
LaunchedinJune2008,theTelstraMentorservicesendsanexpertadvisortocustomerstolistentowhattheyneedandprovideone-on-oneassistancetoimproveaccesstoanduseofthesefeatures.Customerscanhavetheirdevicestailoredtotheirindividualneedsandareshownhowtobemoreefficientsotheycanoperatetheirbusinessbetterwhileonthemove.
Withbusinessincreasinglyturningtomobiletechnologiesforemail,internetbrowsing,videoconferencingandbusinessapplications,smallandmediumenterpriseswillbenefitgreatlyfromthisservice,particularlyhighusecustomersaccessingmobileandPDAfeatures.
TelstraispartneringexclusivelywithMobileMentortodelivertheAustralianfirstserviceforqualifyingcustomers.InitiallyavailabletocustomersinSydneywhousesophisticateddevicesfortheirpersonal,workorbusinessneeds,thefreeTelstraMentorservice,willberolledouttoothercitiesinthemonthsahead.
TelstraExperienceCentreLocatedat400GeorgeStreetinSydney,theTelstraExperienceCentreisastate-of-the-artfacilityforTelstra’scustomers.Consumergroups,smallbusiness,largebusiness,enterpriseandgovernmentcustomerscanexperienceTelstra’slatestproductsandservicesinaliveandimmersiveenvironment.TheTelstraExperienceCentreprovidestheopportunityforbusinessandenterprisecustomerstointeractwithTelstra’shealthandeducationapplications,home,entertainmentandbusinesssolutions,anddiscoverthemanywaystheycanuseTelstraproductstomaketheirlivessimplerandeasier.
CommunityAdvocacyProgramTheTelstraCommunityAdvocacyProgramisauniqueopportunityforstafftomaximisecustomerawarenessandunderstandingofTelstra’sNextG™servicesandotherproductsbyvisitinggroupsintheirlocalcommunities.In2007/08Telstrastaffcompletedover1,134townvisits,productdemonstrations,mobiletowerlaunchesandbusinessforumsinmetro,regionalandrurallocationsacrossAustralia.Thisincludedover40fielddays,350ChamberofCommerceandbusinesspresentations,41innovationexposandover540localevents.Theprogramhelpstobuildrelationshipswithourcustomersandthecommunityandtogaininsightintocommunityneedsandexpectations.ItisanimportantmechanismforTelstratobeatrulyacustomer-centricorganisation.
Customer safety and securityAtTelstrawearecommittedtoensuringthatallcustomersarewellinformedandequippedwiththeknowledgetoutiliseourproductsandservicessafelyandresponsibly.
Telstranolongerhasa‘onesizefitsall’approachtocustomers
MobilesafetyWehavearangeofTelstrainitiativestomakeusingmobilephonessaferandeasier.Fulldetailsabouteachofthesecanbefoundatwww.telstra.com.au/abouttelstra/advice/mobile
Mobile hoaxes –Telstraisalwaysonthelookoutforthelatestmobilescamsandhoaxesaffectingourcustomers.Weprovideadviceonwhattowatchoutforandwhattoignoreandup-to-dateinformationaboutthemoreprevalenthoaxes.
Driver safety –Telstraprovidesinformationtocustomersaboutusingtheirmobilephonesassafelyaspossibleandreinforcesroadrulesformobilephoneusers.
Lost or stolen phones –TelstraprovidesinformationaboutnewtechnologythatpreventsalostorstolenhandsetfrombeingusedonTelstra’sGSMandNextG™networks.
SMS spamming –Telstraprovidesinformationonwhatyoucandotoavoidreceivingunsolicitedmessagesonyourmobile.
Mobile phone etiquette –Conversationsthatwerepreviouslyprivatearenowoftenheldwithinearshotofothers.Telstra’sguidetomobilephoneetiquetteprovidesusefultipsonhowtousemobilephonesinthemostappropriateway.
Mobile phones and hearing aids –Telstraprovidesinformationonthingsyouneedtoknowifyouareoneofover450,000Australianswhowearsahearingaid.
Recycling –TelstraisanenthusiasticparticipantinMobileMuster,theofficialrecyclingprogramforthemobileindustry.Weencourageourcustomerstoreturnoldmobilehandsets,batteriesandaccessoriestoanyTelstraShopforrecycling.
Electromagnetic energy –Telstrasupportsandcontributestoresearchintothesafetyofelectromagneticenergyfrommobilephonesandbasestations.WeareguidedbytheWorldHealthOrganisationregardingsafety.
Next G™ rings true for hearing aid wearers Case studyTheCDMAmobilenetworkwaspreferredbymanyofthe450,000Australianswhowearahearingaidorhaveacochlearimplantforinterference-freemobilecommunicationAustralia-wide.WiththeclosureofourCDMAnetworkinApril2008,weneededtoensurecontinuingaccesstomobilephonesforthiscustomergroup.
In2006/07theNationalAcousticLaboratoriesreportedontestsconductedforTelstraontheNextG™networkandfoundthatthenewnetworkwouldprovideanevenbetterexperienceforpeoplewhorelyonhearingaids.
Furthertothesetests,andinresponsetocustomerandconsumerrepresentations,Telstraconductedaseriesofuser-testswitharangeofNextG™mobilehandsetsduring2007/08.WeundertookthesetestsincooperationwithDeafnessForumandBetterHearingAustraliamemberswithhearingaidsandcochlearimplants.Wealsotestedthehandsetswithassociatedassistivelisteningdevices.Theuser-testresultsclearlyindicatedthatmanyTelstraNextG™handsetsworkwellwithhearingaidsandcochlearimplantsinbothMicrophone(M)andTelecoil(T)settings.Someusersratedtheirexperienceasverygoodtoexcellentinbothmodes,includingwiththeassistivelisteningdevices.
AlistofNextG™handsetssuitableforusebyAustralianswithhearingaidsandcochlearimplantsinmetropolitanandregionallocationswasdevelopedfromthesetests.Thiswasprovidedtoconsumerandcommunitygroupsfortheirmembers,andtoTelstraemployeeswithcustomercontact,toassistinchoosingamobilehandset.Telstra’sDisabilityForumwasbriefedontheusertestsattheMarch2008Forum.
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4. Customers matter
InternetsafetyTheinternetprovidesanamazingwindowontheworld,andsecurityissuesshouldn’tstoppeoplefromenjoyingtheview.BigPondSecurityCentreprovidesinformationandservicesforcustomerstohelpprotecttheircomputerandtheirfamilyontheinternet.
BigPondSecurityCentrehelpscustomersbuildanunderstandingofthepotentialsecurityrisks,includingnon-genuinewebsites,hoaxemails,hackers,spam,wormsandotherviruses,Trojansandspyware.BigPondalsoprovidescomprehensiveadviceonthesecuritypracticescustomersshouldfollowtoreducetheriskoffallingpreytosecuritythreats.Informationaboutfirewallandanti-virussoftware,protectingpersonaldetails,restrictingunauthoriseduseofcomputers,passwordsandcontentfiltersisprovidedontheBigPondwebsite.
Inaddition,BigPondsupportsparentstoensuretheirchildrenhavesafeandpositiveonlineexperiences,withcomprehensiveinformationincludingtipsforparents,abookletcalledHelp keep your kids safe online,andlinkstoarangeofsafeplacesforchildrentogoontheinternet.
Formoreinformationseewww.bigpond.com/cybersafety
Customer privacyInaconstantlychangingtechnologicalenvironmentourcustomersenjoyusingthelatesttechnology,butwanttomaintaincontroloverthepersonalinformationgeneratedasaby-productofthedigitaleconomy.Theywantassurancethattheirprivacyandpersonalinformationareprotectedandsecure.
Thelegislativeresponseistodevelopadditionalregulation,suchasSpamlegislationandthe“DoNotCall”register,toaddressthepotentialimpactonpersonalprivacyofnewtechnologies.Whilethereismeritintheselaws,atTelstracompliancewiththeprivacyrelatedlegislationisourminimumstandard.Goingbeyonditslegislativeobligations,Telstraseekstobeinnovativeandtodeliverthegreaterbenefitsofemergingtechnologiestoourcustomers,whileallowingthemtomaintainsufficientcontroltoensuretheirprivacyisprotected.
Telstra’sPrivacyStatementmeetsourlegalobligationsandexpressesthecommitmentthatTelstrahasgiventoallitscustomers.Insupportofthiscommitment:Telstraensuresthat:
• aChiefPrivacyOfficerhasoverallresponsibilityforourapproachtoprivacyandprivacycomplianceandliaisonwiththeGovernment’sOfficeofthePrivacyCommissioner;
• thereisanetworkofprivacymanagersacrossthecompanytoadvisethebusinessandsupportourcustomersonprivacymatters;
• staffreceiveprivacyawarenessinstructionwhentheyareinductedintothecompanyandeverytwoyearsthereafter;
• ITsystemsandbusinessprocessesarebuiltwithappropriatecontrolstoensurethataccesstopersonalinformationisappropriatelyrestrictedandmonitored;
• adedicatedprivacycallcentre(1800 039 058)isavailabletodealwithmembersofthepublic;
• alloursuppliersandbusinesspartners,bothinAustraliaandoverseas,arerequiredtocomplywithAustralianprivacylaw;
• allproductsandservicesareassessedforprivacyimpact;and
• ourprivacycomplianceprogramisreviewedandauditedannuallybyindependentexternalauditorswhoreporttheirfindingstotheTelstraBoard.
Thenumberofprivacycomplaintsand/orincidentsreceivedbyTelstrathatdealwithissuesconcerningmarketing,accesstoinformation,accuracyofdataanddisclosureofinformation,isrelativelystable.Thisisanexcellentoutcomeinanenvironmentwheretherearenewandpervasivetechnologiesconstantlybeingofferedtoconsumers,wheremarketingismoredirected,andwhereconsumersareincreasinglyconcernedabouttheirprivacy.
UsingTelecommunicationsIndustryOmbudsmandata,thetelecommunicationsindustryprivacycomplaintsagainstTelstraalsoremainrelativelystable,andcontinuetorepresentadisproportionatelylowpercentageofindustryprivacyissues.
Allprivacycomplaintsand/orincidentsareappropriatelyaddressedandmanagedtoresolutionwithinTelstrasothatinthelastyearnoprivacycomplaintsorincidentswereescalatedtoalevelthatrequiredjudicialdecision.
FormoreinformationseePrivacyatTelstraatwww.telstra.com.au/privacy/index.htm
Ensuring access for everyoneTelstrarecognisesthediversityofourcustomersandthesignificantcontributionthatcommunicationsservicesmaketopeople’slivesandtocommunitywellbeing.Telstramaximisesthevalueofitstelecommunicationsnetworks,productsandservicestoensureaccessforeveryone.Weactivelyimprovetheaccessibilityandaffordabilityofourservicesbyengagingwithrelevantcommunitystakeholdersandsupportingalargenumberofcommunity-businesspartnershipsthatbenefitoveronemillionAustralianseverymonth.
People on low incomesTelstra’sAccessforEveryonepackageisguidedbytheindependentLowIncomeMeasuresAssessmentCommittee(LIMAC),whichconsistsprimarilyofcommunitywelfareorganisationmembers.LIMACmonitorstheprograms,providesfeedbackontheireffectiveness,commissionsmarketresearch,andreportsannuallytotheMinisterforBroadband,CommunicationsandtheDigitalEconomy.
Resultsofrecentresearchintolow-incometelecommunicationsinAustralia,commissionedbyLIMACin2007,indicatethataffordabilityhasbeengenerallyimprovingoveralongperiodoftime,resultinginveryhightelephonetake-uprates(around98percent).However,forpeoplewhoareinfinancialorothercrisis,whoseektheassistanceofcommunitywelfareagencies,thereisasignificantlackofaccesstoatelephone(around20percent).
“Oneofourtechnicalservicesmanagerswashelpingtosetupremoteaccessataclient’spremises,”Stevesaid.
“HepluggedhisNextG™mobilephoneintohislaptop,testedtheconnectionandthenusedtheservicetodemonstrateandtrainourclient’sstaff.
“TheNextG™networkhelpsusdeliveramorecompleteserviceandwillsubstantiallyenhancetheefficiencyandeffectivenessofourmobilehealthcareteams.”
Healthier communities with HumeNET and next generation networks Case studyVictorianruralhealthalliance,HumeNET,isusingtheNextG™networktohelpitscommunity-basedhealthcareclientsstayintouchandonlinewherevertheir‘house-calls’takethem.
HumeNETprovidesinformationcommunicationtechnology(ICT)forpubliclyfundedhealthcareorganisationsspecialisinginacutecare,residentialagedcare,mentalhealth,alliedhealthandcommunityhealth.
HumeNETChiefInformationOfficer,SteveBowmaker,saidmorethan6,000healthagencystaffworkingin50sitesacrossnorth-eastVictoriauseHumeNET–whichisprovidedontheTelstraNextIP™network–toaccesspatientcareinformationandotheronlineservices.
However,morethan600mobilehealthcareworkerswhovisitpeopleintheirhomesorworkfromsmallcommunityfacilitieshavepreviouslybeenunabletoaccessHumeNETcorporatenetworkwhenawayfromtheiroffice.
“Ourchallengewastoprovidethesepeoplewithareliable,secureandhigh-speedconnectionservice,sotheycanaccessbusinessandclinicaldata,andschedule,reviewandupdateclientfileswhenworkingawayfromtheoffice,”Stevesaid.
“WiththeNextG™networkwecannowofferourmobilehealthcareteamsahigh-speed,secureconnectionwithouthavingtoheavilymodifytheirapplicationtoolsets.”
HumeNETstaffuseTelstraTurboCards™andmobilephonestoaccessHumeNETserverswhenworkingfromclient’spremises,betweenappointmentsorafterhoursduringemergencysituations.
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4. Customers matter
Ourperformancein2007/08includes:
• assistedmorethanonemillionlow-incomecustomerstoconnectormaintaintheircommunicationsservices.Thetotalbenefitprovidedexceeded$200million.ThiswasspreadacrossprogramssuchasBillAssistance,PhonecardAssistance,PensionerDiscount,InContact®,HomeLine™Budget,andMessageBox;
• increasedthenumberofcommunityagencyoutletpartnerstoaround4,000from3,600inthepreviousyear.TelstrareliesoncommunitypartnersacrossAustraliatodelivertheAccessforEveryoneprograms;and
• Telstrawasawardedthe2007CorporateCommunityPartnershipAwardbytheCountryAwarenessNetworkVictoria.ThisawardrecognisedourexceptionalcommitmenttoVictoria’sruralandregionalcommunitiesthroughoursupportandassistancetoconsumersandclientsaffectedbyHIV/AIDSorHepatitisC.
Formoreinformationseewww.telstra.com.au/accessforeveryone
People with disabilityTelstra’scorporatedisabilitypolicyisbasedonthevaluesofserviceandrespectfortheindividual.ThepolicyrelatestoallTelstraproducts,servicesandfacilities.Itpromotescompliancewith,andanunderstandingamongemployeesof,theDisabilityDiscriminationAct(1992)andrelatedprovisionsintelecommunicationslegislation.
Insupportofitsdisabilitypolicy,fromtimetotimeTelstralodgesadisabilityactionplanwiththeHumanRightsandEqualOpportunityCommission.Theplanestablishes,monitorsandreviewstheperformanceofTelstraprocessestoensureareasofpotentialdiscriminationareidentifiedandminimisedoreliminated.ItisdevelopedinconsultationwithpeakdisabilityconsumergroupsthatmeetregularlyastheTelstraDisabilityForum.Telstrareviewsthedisabilityactionplanperformanceandpublishestheresults.
Forover25years,Telstra’sDisabilityEquipmentProgram(DEP)hasprovidedarangeofadditionaltelephoneequipmenttoeligiblecustomerswithadisability,atnoextracost,sotheycanaccessastandardtelephoneservice.In2007/08,Telstrasuppliedover12,000additionalpiecesofcustomerequipmentincludingphoneswithlargebuttons,incomingandoutgoingvolumecontrol,audibleandvisualalerts,andteletypewriters.
ThisyearTelstraalsosimplifieditslegacypaper-basedDEPapplicationprocesstoimprovetheoverallexperienceforthecustomer.Thisreducedthefulfilmenttimefrombetweenthreetosixweekstobetweentwotothreedays.Mosteligiblecustomerscannowringourdisabilityenquiryhotlineandaconsultantwillimmediatelyactivateanorderfortheequipmenttheyneed,ratherthanfillinginanapplicationform,havingitsignedbyaqualifiedprofessionalandsubmittingtheformtoTelstraforconsiderationandprocessing.
ForfurtherinformationaboutTelstra’sdisabilityservices,visitwww.telstra.com.au/disability
Rural and regional customersTelstraCountryWideisthelocalfaceofTelstrainregional,ruralandremoteareasofAustralia.TelstraisanintegralpartofcountryAustralia,livingandworkinginthecommunitiesitserves,participatinginlocalevents,supportinglocalinitiativesandhelpingintimesofdistressanddisaster.
Asanationalcarrierandlong-termpartnertoregionalAustralia,Telstraunderstandsthevitalrolethattelecommunicationsplaysinkeepingthisvastcontinentconnected.
TelstraCountryWide’smissionistomeettheoftenuniquetelecommunicationsneedsofregionalAustraliawhileatthesametimecontributingtoitseconomicandsocialdevelopment.WiththerecentlaunchoftheNextG™andNextIP™networksTelstranowhastheplatformstoprovidecustomerslivingandworkinginregional,ruralandsomeremoteareas,accesstoaworldclassrangeofproducts,applicationsandcontent.
ClosureofCDMAnetworkTelstraclosedtheCDMAmobilenetworkon28April2008.PlanstoclosetheCDMAnetworkandbuildtheNextG™networkwereannouncedalmostthreeyearsearlier,inNovember2005.TheNextG™networkwaslaunchedinOctober2006andfromthattimewebeganthetaskofmigratingcustomersfromCDMAtotheNextG™network.Alargepercentageofthesecustomermigrationsoccurredin2007/08.
Telstraputinplaceanumberofcustomerserviceinitiativestohelpmakethetransitionassmoothaspossibleforcustomers.
Theseinitiativesweredesignedtoensurethatcustomersreceivedinformedandaccurateadvicewhenmakingtheirselectionofhandsetsandaccessoriesandtheychosea‘LikeforLike’handsetsothattheywouldreceivethesameorbettercoverageontheNextG™network.
The Blue Tick –InwhatTelstrabelievestobeaworldfirst,Telstrarigorouslytestedandassignedthe‘BlueTick’tothosehandsetsrecommendedforhandhelduseinruralareas.
Coverage Advocates –Telstraemployedover50newstafftoproactivelycontactcustomersthathadnotyetmovedfromCDMAtoprovidethemwithadviceonwhattypeofhandsetandaccessoriesbestmettheircoverageneeds.
Retail Accreditation Program –InanAustralianindustryfirst,Telstraintroducedanaccreditationprogramacrossitsretailoutlets(Telstraowned,licensedanddealers)andprovidedahandsetrecommendationguideeachmonthtoensurethatretailstaffhadthemostuptodateinformationtoprovidecustomersonhandsets,accessoriesandcoverage.
Mobile Health Check –Telstramonitorednetworkstatisticsandcontactedcustomerswhowereexperiencinghigherthanaveragedropoutstoimprovetheirexperience.
1800 customer hotline –ThiswasestablishedtoassistcustomersthathadmigratedfromCDMAtotheNextG™networkandwereexperiencinghandsetrelatedissues.
Handset exchange –Telstraputinaplaceapolicythatwhereacustomer’sNextG™handsetwasnotprovidingcoverageequivalence,asalastresortandingenuinecases,Telstrawouldexchangetheirhandsetforanotheratnoadditionalcosttothecustomer.
Inaddition,anextensivecustomercommunicationprogramsaw:
• customersreceiveinexcessof10lettersandtext(SMS)messagesadvisingthemoftheclosure;
• anextensiveadvertisingcampaignonradio,TVandprint;and
• aPRcampaigntokeepcustomersupdatedwithanaverageofthreemediareleasesissuedeachweekinthesixmonthsleadinguptoclosure.
Connecting Wadeye Case studyInAugust2007TelstraundertookamajorprojecttoimprovetelecommunicationsservicestotheNorthernTerritorycommunityofWadeye,located400kmsouthwestofDarwin.
WadeyeistheNT’slargestremoteIndigenouscommunitywithapopulationofmorethan3,000.ItisisolatedbyroadforfourtofivemonthseachwetseasonwhentheDalyRiverfloodsandmakestheroadcrossingimpassable.Thecommunitypreviouslyreliedonsatellitetelecommunicationsservices.Therewasnomobilecoverage,internetspeedswereslowandthesystemwaspronetooutagesaswetseasonthunderstormfrontsrolledacrossthecoast.
Allofthischangedwiththecommissioningofanopticalfibretransmissionlink,connectingWadeyeandthenearbycommunitiesofPalumpaandPeppimenartiwiththenationaltelecommunicationsnetworkatacostofaround$6million.Theprojectreceived$2millioninFederalGovernmentfundingunderthesponsorshipoftheLocalGovernmentAssociationoftheNT.TelstramettheremainderofthecostsandfullyfundedtheinstallationoftheNextG™basestationatWadeye.
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4. Customers matter
Indigenous communitiesTelstra’sNationalIndigenousDirectoratecontinuestoworkwithgovernmentsandstakeholdergroupstodeliverimprovedtelecommunicationsservicestoremoteIndigenouscommunities.
AmajorconstructionprojecttoservicecommunitiesintheNgaanyatjarraLandsinWesternAustraliawascompletedinFebruary2008intheareawestofSurveyorGeneral’sCornerwherethebordersofSA,WAandNTmeet.AnopticalfibrecablewasinstalledfromBlackstonetoconnectthecommunitiesofWingellina,Jameson,Warburton,WannanandWarakurna.ThisreplacedtheexistingnarrowbandradiosystemandenabledconnectionofADSLbroadbandineachofthecommunities.ThisprojectreceivedpartialFederalfundingandcontributionsfromtheGovernmentofWesternAustraliaandtheNgaanyatjarraorganisations.
Inaddition,workhascontinuedontheCommunityPhoneProgram.TelstraCommunityPhonesweredevelopedinconjunctionwiththeCentreforAppropriateTechnology(basedinAliceSprings)forconditionsfoundinremoteAustralia.CommunityPhonesarecard-only,housedinastainlesssteelcasingandveryrobust.Telstrainitiallydeployed20oftheseunitsonapilotbasis,mainlyintheAliceSpringsregion.Afurther216havebeeninstalledinremotecommunitiesintheNorthernTerritory,andthePilbaraandKimberleyregionsofWesternAustraliawiththesupportoftheAustralianGovernmentthroughtheDepartmentofBroadband,CommunicationsandtheDigitalEconomy.Thepurposeofthisarrangementistoprovidefortheurgentprovisionofcommunityphones,andpre-paidphoneproductstoremoteIndigenouscommunitiesonanas-needsbasis.In2007/8workcontinuedtoupgradeinstallationstothecurrenttechnologystandardandinsomecasestorelocateservices.
Telstra Connected Seniors®LaunchedinAugust2007,TelstraConnectedSeniors®wasdevelopedtohelpolderAustralianslearntousemobileandinternettechnology.
ThroughTelstraConnectedSeniors®,Telstraplanstoprovide$3millionofgrantfundingtocommunitygroupsandorganisationsoverthenextthreeyears.Alongwithfinancialfunding,grantrecipientshaveaccesstoeducationaltoolsandresourcesthatallowthemtoconductfunandinteractiveeducationsessionsfortheirmembers.Theseeducationprogramswillequiptheirmemberswithnewskillssuchasconnectingwithotherseniorsonline,makingvideocallsorsendingtextmessages.
Telstrabelievesthisnewgrantprogramwillbeverypopularwithseniors,asresearchshowsthateducationisoneofthetopfourissuesofinterestandconcerntothoseagedover50.In2007/08:
• over$750,000ofgrantfundingwasprovidedto110communityorganisations;
• over1,900seniorsfromclubsorcommunitygroupshavelearntmoreabouttechnologyandbeentrainedinmobile,emailorinternetuse;
• thereweremorethan2,000websitevisitspermonthtoTelstraConnectedSeniors®website(www.telstraseniors.com.au);and
• wedeveloped19workshopeducationmodulesspecificallywrittenanddesignedforTelstraConnectedSeniors®participants.
Telstraunderstandsthevitalrolethattelecommunicationsplaysinkeepingthisvastcontinentconnected
VIEW clubs of Australia Case studyOver21,000AustralianwomenbelongtoVIEWClubs,apartofTheSmithFamily,in387communitiesnationwide.VIEWmemberscontributesubstantiallytolocalcommunitycapacitybuilding,donatingtheirtimeandtalentslocally,aswellasraisingfundsfordisadvantagedchildrenandtheirfamiliesthroughTheSmithFamily’sLearningforLifeProgram.
ThankstoaTelstraConnectedSeniors®grantof$62,000,around1,000seniorAustralianwomenfrom65VIEWclubswillgainbasicinformationandcommunicationskillsusingcomputersandmobilephones.
TheTelstraConnectedSeniors®programhasenabledVIEWtodevelopskilledandconfidentvolunteertrainerswhowillcontinuethisprogrambeyond2008.AndTelstraConnectedSeniors®enablesfasterdisseminationofinformationaroundtheVIEWClubnetwork,aswellasstrongerconnectionsbetweenmembersregardlessoftheirgeographiclocation.
ThroughTelstraConnectedSeniors®,memberswillbeabletodevelopnewinterestsandabilities.Theywillbeabletousewebsiteswithconfidencetoobtaingoodsandservicestheycurrentlyhavenoaccessto.Memberswillbemoreintouchwiththeirfamilies,friendsandthecontemporaryworld.
RobinVargofromVIEWClubssaysthesupportivelearningenvironmentisagreatbenefitformembers.
“Beinghelpedbywomentheirownagereallyhelpstodispelthe‘I’mtoooldforthis’excuse.ItisverygratifyingtowitnesstheVIEWmemberswhoarrivedatasessionlookinganxious,walkoutwithasmile,”Robinsaid.
ViewClubmembersRobynMcGilvray,EvelynTalbotandMarieSouthwellimprovingtheirmobilephoneskillsinTamworth.
Planned actions for 2008/09• ExtendtheTelstraBillAssistanceProgramtocovermobile
andinternetbillstorecognisethechangingnatureofcommunicationsusageamonglow-incomeAustralians.
• Provideaweb-basedinquiryformforinformationaboutaccessiblefeaturesofNextG™mobilehandsetstoenablepeoplewithadisabilitytochoosetherightmobilehandsetfortheirneeds.
• BuildonthesuccessofourworldclassT[life]™storesbyopeningorrefreshingmorethan80T[life]™storesacrossAustralia,toprovidearetailexperiencelikenootherforourcustomers.
• DeployenhancedHSPA(HighSpeedPacketAccessPlus)asanationalsoftwareupgradetoincreasepeaknetworkdownlinkspeedsacrossournationalNextG™networkfromthecurrent14.4Mbps3to21Mbpsin2008.
• WithsupportfromtheNTGovernmentandRioTintoAlcan,Telstrawillrollout800kmsoffibretoconnectninenorthernArnhemLandIndigenouscommunitiesandthetownshipofNhulunbuytothenation’sfibreopticbackbone.
3Peaknetworkdownlinkspeed.Actualcustomerdownloadspeedswillbelessandwillvaryduetotrafficloading,distancefromthecell,
localconditions,hardware,softwareandotherfactors.
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5Environment
matters
Telstra is committed to providing good stewardship of the environment. David Quilty, incoming Group Managing Director, Public Policy & Communications
AtTelstra,responsiblestewardshipoftheenvironmentbenefitsourshareholders,ourcustomers,ouremployeesandthewidercommunity.Theefficientuseofnaturalresourcesisbothcommerciallyandenvironmentallyprudent.
Telstraoperatesinavarietyofnaturalandurbanenvironments,withournetworkinfrastructurespanningAustralia.Tomanagetheimpactofouractivitiesweaimtointegrateenvironmentalconsiderationsintoeverydaybusinessactivities.Ourenvironmentalfootprintiswidebutshallow.Whileouroperationsextendnationallyacrossallcommunities,ourimpactinanyonelocationisrelativelyminor.
AttheheartofTelstra’sapproachtoenvironmentalstewardshipisasimplenotion–efficientuseandconservationofresourcesisthemosteffectivewayforbusinesstocontributetoenvironmentalprotectionandatthesametimereduceoperatingcosts.Forthisreason,energy,waterandwastemanagementprogramsformthecentrepieceofourenvironmentalstrategy.Byreducingtheenvironmentalimpactofouroperations,weprovidebettervalueforourshareholders,reduceongoingcosts,efficientlyusepreciousresources,andbenefitthewidercommunity.
Telstrahascomealongwaysinceweinstalledourfirstsolarpanelin1974.NotonlyareweoneofAustralia’slargestusersofsolarpower,operatingover10,200solarpoweredsites,wehavecontinuedtoinvestigatethepotentialuseofinnovativerenewableenergysources.ThelatestadditioninJune2008sawahydrogenfuelcelltestfacilityinstalledatourMelbourneheadquarters.Thehydrogenfuelcell,aswellasasmallsetofsolarpanels,willbetrialledbyTelstra’sPropertyGroupduring2008,andtheirpotentialuseinTelstra’snetworkandbuildingswillbeassessed.
InSeptember2007,TelstraestablishedtheClimateChangeReviewGroupwhichiscomprisedofseniorexecutivesfromacrossthecompany.Thisgroupco-ordinatesthecompany’sclimatechangeresponse,includingtheimplicationsforTelstraoftheNationalGreenhouseandEnergyReportingSystem,andtheproposedCarbonPollutionReductionScheme.TheGroupalsohasaroletoensurethereiswiderunderstandingandrecognitionofthemanycosteffectiveenvironmentalinitiativesbeingundertakenacrossthecompany.
Theefficientuseofnaturalresourcesisbothcommerciallyandenvironmentallyprudent
WithBallaratstillonStage4waterrestrictions,we’rereallypleasedtobeabletoreducewaterconsumptioninthisway.”
BigPondOperationalSupportCentreManagerRussellDicksonsaid,“It’sbeenagreateffortbyeveryoneonsitehereinBallarat.Aswellasourgreenhousegasemissionreductions,theteamshavetakenitonthemselvestoimplementothergreeninitiativesintheirowntime,includingaPlanetArktonerrecyclingprogram,plasticandcanrecycling,movingsomepaper-basedsystemsonlineandtakingpartinCleanUpAustraliaandCleanUpOfficedays.
“We’vedrawnonresourcesavailablethroughBigPond’sVitalityprogram,andreallyappreciatedthegreatsupportwe’vehadfromseniormanagers,TelstraPropertyandtheCorporateEnvironmentGroup.I’dencourageotherTelstraworkteamstoconsiderhowafewinexpensiveandsimplestepscanhelpreducetheimpactofourworkontheenvironment.”
Greenhouse win for environmental warriors Case studyTelstraisseriousaboutitsenvironmentalperformance,andisworkingonmanyfrontsatacorporateleveltoreduceitsenvironmentalimpact.Butwealsohaveenvironmentalwarriorstakingmattersintotheirownhands.
Withjustafewsimplesteps,theteamatBigPondOperationalSupportCentreinBallarathasreducedtheirgreenhousegasemissionsandtheirlevelsofwaterconsumption.
TheBigPondCentreteamsharestheBallaratsitewithcolleaguesfromTelstra’sConsumerMarketingandChannelsgroup.Aftertheformationofanonsite‘GreenTeam’twoyearsago,environmentalmattershavebecomeahighpriorityfortheseemployees.
AccordingtoHelenVanDerVeer,BigPondBusinessSupportLead,“Oneofthemainactionswetookwastoreducegreenhousegasemissionsassociatedwithlighting.Werealisedthatouroffice’sinternallightingwasprogrammedtoworkonSundays,eventhoughthebuildingwasunoccupied.”
“ThroughTelstraProperty,wewereabletoarrangeforlightstobeturnedoffonSundays,whichsavedover10tonnesofcarbonemissionseachyear.Asacomparison,theaverageAustralianhomeemits14tonnesofcarbonperyear(includingtransport),”Helensaid.
“Ourbuildingalsohad35downlightsonthewalls,whichexistedmostlyfordecorativepurposes.Wehadmostofthesepermanentlyturnedoff,whichsavedanother10tonnesofcarbonemissionsandover$800ayearinpowercosts.
“WithgreatassistancefromourHS&Erep,SimonMarcollo,we’veinstalledadesertcubewaterlesssysteminthemen’surinals.ThiswaspartofTelstraProperty’snationalrolloutofwaterlessurinals.
BronwynFlemingandStevenDavidson–BigPondOperationalSupportGreenTeammembers.
Theseinitiatives,suchasconductingalifecycleenvironmentalassessmentofonlinebilling,establishingaPackagingInnovationGroup,andencouragingstaffparticipationthroughourGreenChallenge@Telstraprogram,areallhelpingtomanageTelstra’scarbonfootprintinaninformedandresponsibleway.Importantly,TelstraisalsoidentifyingwaysinwhichTelstra’scustomersandbusinessescanusetelecommunicationsproductsandservicestoreducetheirowngreenhousegasemissions.
Telstrahaswellestablishedsystemsandproceduresformanagingourenvironmentalrisksandourtrackrecorddemonstratesthatwemeettheregulatoryrequirementsplacedonustransparentlyandeffectively.Maintainingourhighstandardsofperformanceandreportingisnotwithoutcost.WeobserveacontinuingexpansionofenvironmentalregulationatState,TerritoryandFederalgovernmentlevels,alongwiththeirconsequentcomplianceandreportingobligations.Climatechangeisaddinganewsetofobligationsintothemix,withsomevariationinapproachbetweenjurisdictions.Ourpolicysubmissionstogovernmenthaveemphasisedthedesirabilityofstreamliningregulation,toenabletimeandcosttobefocusedonachievingimprovedoutcomesratherthanjustreportingforthesakeofit.
Engaging employeesOurcommitmenttogoodenvironmentalstewardshipcontributestoTelstra’semployeevaluepropositionbyfosteringemployeeengagementandmotivation.Basedonthisyear’semployeeengagementsurvey(84percentresponserate),78percentofemployeesbelieveTelstraisanenvironmentallyresponsiblecompany,afigureabovetheAustralianNationalNormof74percent.Telstraengageswithemployeesonenvironmentalissuestodeterminetheirconcernsandinterests,encourageanactiveroleinpublicpolicy,keepabreastofemergingissues,andtoensurethatconsiderationoftheenvironmentisintegratedateverylevelofthebusiness.
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5. Environment matters
Climate Change Review GroupTelstraformedaClimateChangeReviewGroup(CCRG)inJuly2007.Comprisedofseniorrepresentativesfrombusinessunitsacrossthecompany,thegroup’staskistodevelopandimplementclimatechangepolicyandcoordinateactivitiestoreducetogreenhousegasemissions.ThegroupalsomonitorsresourceconservationprogramsandactivitiesalreadyunderwayinTelstra,considersopportunitiesandproposalstoenhanceresourceconservation,andidentifiesbusinessunitsandindividualperformerswhoare,byvirtueoftheirday-to-dayresponsibilities,alreadymakingimportantresourceconservationdecisions.Onoccasion,expertsareengagedtoconductformalrisk-assessmentsandcostbenefitanalysesofproposals.TheClimateChangeReviewGroupreportsfindings,conclusionsandrecommendationstoTelstra’sPolicyCouncilandtotheChiefExecutiveOfficerLeadershipTeamasrequired.
GreenChallenge@TelstraInJanuary2008,Telstra’sCorporateEnvironmentGroupsoughtfeedbackfromnearly800Telstraemployeestoascertaintheirenvironmentalinterests,concernsandbehaviours.Theinformationgainedfromthesurveyinformedthedevelopmentofthenewgreenofficeprogram,GreenChallenge@Telstra,whichwaslaunchedonWorldEnvironmentDayinJune2008.
GreenChallenge@TelstraisajointinitiativebetweentheTelstrabusinessunitsCorporateHealthSafety&EnvironmentandTelstraProperty.TheprogramchallengesTelstraemployeestoconsiderhowtheirbehaviouratworkimpactstheenvironmentandtorecognisethattheycaninfluencemuchmorethanrecyclingorwateruse.Theprogramaimsto:
• raisestaffawarenessoftheenvironmentalimpactsthatresultfromdailyofficeactivitiesandpractices;
• educatestaffonhowtoreducetheircarbonfootprint;
• enablestafftomakeinformeddecisionsabouthowtheycommutetowork;
• encouragestafftouseTelstra’sconferencingtechnologytoreducebusinessairandtaxitraveltocutgreenhousegasemissions;and
• engagestaffinenvironmentalmanagementanddecision-making.
Improving our energy efficiencyTheenvironmentalimpactsassociatedwithenergyconsumptionthroughtheburningoffossilfuelsarewidelyacknowledged.Energyefficiencybringsaboutopportunitiestoreduceenvironmentalimpacts,reducecostsassociatedwithwastefulenergyconsumptionanddeliversocialbenefitssuchascleanerair.TheimpactofTelstra’senergymanagementprogramsisconsiderable.Weareoneofthelargestownersandoperatorsofcommercialandnetworkproperties,wehavethelargestautomotivefleetofitskindandwearethelargestprivateoperatorofsolarpanelsinAustralia.
Wecanhaveasignificantpositiveimpactbyfacilitatinggreaterenergyefficiencyacrossourbusiness,supplychainandcustomerbase.
Energy consumptionTelstra’stotalmeasuredenergyconsumptionfor2007/08was6,064,687GJ.Thisincludeselectricityuse,naturalgasforbuildingsandthenetwork,LPG,dieselandpetrolforvehiclesanddieselforpowergeneration.
WhilefuelconsumptioninTelstra’sfleetwasreduced,thegraphbelowshowsthatouroverallenergyconsumptionfor2007/08increasedby3.7percentfrom2006/07.Thisanticipatedrisewasduetoanumberoffactors.
First,therewasanincreaseintheuseofelectricityinournetworkfacilitiesduetoconcurrentoperationoftheNextG™andCDMAsystems.TheclosureoftheCDMAnetworkinApril2008willremovethisdemandfromourenergyrequirementsin2008/09.
Secondly,therewasalsosubstantialgrowthininternetdatacentresinCBDsites,andsomechangestositefunctionality.
Thirdly,anestimateforelectricityusedatunmeteredsiteswasincludedforthefirsttimein2007/08.Anunmeteredsiteisapieceofequipmentsuchasaroadsidecabinetthatdoesnothaveameterbutischargedafixedamountbasedontheequipmentenergyrating.Consumptionforunmeteredsitesin2007/08wasestimatedat220,503GJ.TheinclusionofthisestimateprovidesamoreaccuratepictureofTelstra’selectricityconsumption,anddemonstratesTelstra’scommitmenttotransparentandaccuratereporting.
78percentofemployeesbelieveTelstraisanenvironmentallyresponsiblecompany
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5. Environment matters
Energyconsumption2002–2008
Energymanagementprogramscontinuedtoimproveenergyefficiencyinournetwork,buildingsandoffices.In2007/08wesaved31,924GJofenergy,or9,605tonnesCO2equivalent.Thisisequaltothegreenhousegasemissionsfromaround680averageAustralianhomesforanentireyear.
InJune2008,Telstraswitchedoffscreensaversonaround36,000computersacrossthecompany,reducingTelstra’senergyconsumptionbyanestimated646tonnesofCO2equivalentannually–comparabletothegreenhousegasemissionsfrom46averageAustralianhouseholdsforayear4.Telstra’sscreensaverswereremovedfromallWindowsXPlaptopsanddesktopcomputers,andreplacedwithablackscreensaver.Thissimpleinitiativeispartofawiderprogramthatpromotespracticalwaystoconserveenergyandcontributetoagreenerworkplace.
Solar energyTelstraisoneofAustralia’slargestusersofsolarpowerwith10,2655solarpoweredsitesincludingexchanges,radioterminals,smallrepeaterstationsandpayphones.ManyofthesesitesareinremotelocationsenablingTelstratoprovidetelecommunicationservicestotheseremoteareas.
InJune2008ahydrogenfuelcelltestfacilitywasinstalledatourMelbourneheadquarters.Thehydrogenfuelcell,andasmallsetofsolarpanels,willbetrialledbyTelstraPropertyduring2008,andtheirpotentialuseinTelstra’snetworkandbuildingswillbeassessed.
Transport efficiency ThisyearwecontinuedtopurchaseLPGanddieselvehiclesasameansofreducingthegreenhousegasemissionsfromTelstra’sfleet.WealsocontinuedtoinstallGPSsystemsintechnicians’vehiclestolinkintothejobdispatchingsystem,toimproverouteefficiencyandproductivity.Inaddition,thisyearwereducedthenumberofvehiclesinthefleetby17percent,reducingfleetenergyuseby16.8percent.
In2007/08,Telstraused42,854,868litresoffuel(LPG,petrolanddiesel)andproduced105,736tonnesCO2equivalentingreenhousegasemissions,areductionof16.7percentinlitresusedand21percentintonnesCO2equivalentfrom2006/07.Thedecreaseintransportgreenhousegasemissionsisdueprimarilytothereductioninvehiclenumbersandconsequentfuelconsumption.
OurpartnershipwithGreenfleetcontinues.Greenfleetisanot-for-profitorganisationthatplantstreestohelpoffsetvehicleemissionsaswellasbenefitingtheenvironmentthroughincreasednativehabitatanddecreasedsalinityanderosion.Aspartofoursalarysacrificepackageforemployees,apaymentismadetoGreenfleetforeachvehicle.Thiswasintroducedin2003andby1July2005,allsalarysacrificevehicleswerecoveredbythispayment.
During2007/08,airtravelbyTelstrastaffwas125,727sectors(onewayflights)or124,054,956kmofflight.Thiscomparedwith118,279sectorsfor2006/07.Datawascollectedontotalkilometrestravelledforthefirsttimein2007/08.Thiswillprovideabenchmarkforfuturereporting.
2002/03
Total Energy use (GJ)
GJ GJ per $M revenue
Total Energy use (GJ) per $M revenue
2003/04 2004/05 2005/06 2006/07 2007/08
8,000,000
6,000,000
4,000,000
2,000,000
0
10,000,000 400
320
240
160
80
0
4Toprovideameaningfulcomparisonofgreenhousegasemissionsthroughoutthissection,weuseinformationpublishedbytheAustralianGovernmentDepartmentofEnvironment,WaterHeritageandtheArtsinGlobal Warming Cool It(www.environment.gov.au/settlements/gwci/households.html).Thisstatesthat:‘Eachyear,theaverageAustralianhouseholdgeneratesabout14tonnesofgreenhousegas.’
5Asat30June2008.
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Officepaperconsumption2002-2008
2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
16
12
8
4
0
400,000
300,000
200,000
100,000
0
Volumes of office paper (reams)
Volumes of paper (reams) per domestic staff
Reams Reams per domestic staff
Water Asatelecommunicationscompanyourenvironmentalimpactrelatingtowateruseisrelativelylow.Weusewaterinouroffices,linedepotsandexchanges,primarilyforstaffamenitiessuchaskitchens,toiletsandshowersandforcoolingtowers.During2007/08,Telstraconsumed874megalitresofwateratitsbuildingsandsites(thisdoesnotincludewashingofTelstravehiclesatcommercialcarwashesorofhomevehiclesbyemployees).
Thisyear,actionstoreducewaterconsumptionincludedtheinstallationofwaterlessurinals,flowrestrictiondevicesontapsandupgradingoftoiletcisterns.Inaddition,somewater-cooledcoolingtowershavebeenreplacedwithair-coolingunits,andareductioninwaterdischargetowasteincoolingtowerswasachievedbyincreasingcyclesofconcentrationtooptimumlevels.During2007/08,watersavingactionssavedanestimatedtotalof52megalitresofwateracrossourofficebuildingsandnetworksites.
Ourundergroundnetworkinfrastructure,accesspits,manholesandpipes,mayperiodicallybefilledwithgroundwaterand,whenitrainsheavily,stormwater.During2007/08approximately26megalitresofwaterwereremovedfromnetworkaccesspitsduringmaintenanceactivities.Telstrarecycledapproximately20megalitresofthis,comparedwithapproximately16.8megalitresin2006/07.
Duringfieldconstructionactivityenvironmentalcontrolsareputinplacetomanagesoil,wastesandothermaterialstopreventthembeingwashedintostormwaterdrainsandnaturalwaterways.
Managing resource efficiency and waste OneofthekeyenvironmentalissuesfacingTelstra,andthemajorityofotherlargebusinesses,istheuseofresourcessuchasmaterials,energyandwater.Telstraisamajoruserandpurchaserofmaterialsrangingfromnetworkequipmentandconstructionmaterials,suchaspits,pipeandcable,tostationeryandofficepaper.Materialusehasenvironmentalimpacts,throughconsumingnaturalresourcesandgeneratingwastethatrequiresdisposal.Wearecommittedtoimprovingefficienciesandminimisingtheimpactsofourmaterialuse.
PaperTominimisepaperusewithinTelstrawehaveintroducednewinitiativesandimprovedexistingactivitiestomovefrompaper-basedsystemstoonlinesystemsforprovidinginternalinformationtoemployees.Telstraemployeesnowhaveonlineoptionsforcompletinginternalprocesses,suchasapplyingforleaveandorderingmaterials,andformorecomplexprocessessuchastenderapplicationsforsupply.Asaresult,wehavedecreasedtheamountofpaperrequired,andimprovedtheefficiencyofourinternaladministrationprocesses.
In2007/08theconsumptionofofficepaperwasreducedbyapproximately35,900reams,whichisa14percentreductionfrom2006/07.Overthelastsixyears,thenumberofreamsusedperemployeehasdecreasedfrom10.3in2002/03to6.5in2007/08.
Telstracontinuestooffercustomersthechoiceofonlinebilling,includingtheabilitytosendTelstrabillstomobilephones.Inaddition,followingcustomerresearchlastyearTelstraintroducedanewlooksummarypaperbilltoreducebothcomplexityandtheamountofpaperused.Thismeansanenvironmentalbenefitisdeliveredbyeverycustomerwhoswitchestoonlinebillingorchoosesthesummarybill.
5. Environment matters
Waste WeuseTelstra’sNationalWasteManagementSystem(NWMS)formostofourwasteservices,includingthecollection,transportationandprocessingofgeneralwaste,recyclableitems,liquidwasteandhazardouswastes.TheNWMScoversmosttypesofwastegeneratedfromoffices,fieldoperationsandcustomerpremises.Exceptionsincludethecollectionofscrapcable,rentalphonesandmobilephones,whicharemanagedseparatelyunderindividualprograms.
Thisstreamlinedapproachassistsallemployeestodisposeofwasteinanappropriatemannerbyprovidingasinglepointofcontacttoarrangeforcollectionanddisposal.
During2007/08,Telstra:
• recycled69percentofallsolidandliquidwasteacrossthebusiness–anincreasefrom65percentin2006/07;
• reducedofficepaperconsumptionbyapproximately35,900reams–a14percentreductionfrom2006/07;
• recycled250tonnesofbottles,cansandmilkcartonsand2,927tonnesofpaper;
• decreasedthevolumeofourtotalwastefordisposaltolandfillorspecialtreatmentfrom17,527tonnesin2006/07to15,085tonnesin2007/08.Thisdecreaseisprimarilyduetoareductioningeneralwasteandpitwaterdisposedtoatreatmentfacility;and
• divertedorganicwastefromlandfillthroughrecycling,saving15,727tonnesofgreenhousegasemissions(CO2equivalent)during2007/08,downfrom22,377in2006/07.
TheLCAprocessalsoidentifiedthemostsignificantcontributorstoenvironmentalimpact.Itfoundthatgreenhousegasemissionssavingscomefromthetransportavoidedtodeliverconventionalpaperbillsandremovingtheneedforbillprintingandsortingequipment.Thisisanewinsightintothebenefitsofonlinebillingandourfirstquantificationofthegreenhousegasemissionssaved.
Online billing study Case studyItiswidelyassumedthatonlinebillinghasalowerenvironmentalimpactthanpaperbilling.Withelectricity,fuelandprintingconsumablesusedtoprintpaperbillsanddistributethembypostalservices,thereareobvioussavingsofpaperandenergybyusinganonlinebill.Butisthisthewholepicture?
Behindthescenes,computerserversandhomePCsuseelectricitytogenerateandaccesstheonlinebills.ArecentstudybyTelstra’sCorporateEnvironmentGroupandenvironmentalconsultantsURSAustraliaPtyLtdusedalifecycleapproachtotestthisassumption,andtoprovidegreaterinsightintothebroaderenvironmentalimpactsandbenefitsofonlinebilling.
TheLifeCycleAssessment(LCA)processisarigoroustechniqueforassessingtheenvironmentalinputsandimpactsassociatedwithaproductorprocess.ThemethodisguidedbyanInternationalOrganisationforStandardisationstandardandrequiresapeerreviewbyaninternationallyrecognisedexpert.Thestudyconsideredinputssuchasenergyandmaterialusetocomparetheenvironmentalimpactsofonlinebillingandpaperbillingforbillpreparation,distributionanduseofthebillbythecustomer(suchasprintingthebillathome).
TheLCAprocessshowedthattherewereenvironmentalbenefitsintheuseofonlinebilling.Forexample,thestudyfoundthatifonemillionresidentialcustomersweretoturnofftheirmonthlypaperbillandselectonlinebillingonly,andassumingthat50percentprinttheironlinebillathome(average6.5printedpages),theenvironmentalbenefitswouldbe:
• annualsavingsof18.9tonnesCO2equivalent;
• annualsavingsof39,000reamsofpaper;and
• reducedenvironmentalimpactsforlanduse,humantoxicityandresourceuse.
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Product stewardshipTelstraunderstandstheimportanceofgoodproductstewardshipandiscontinuouslylookingforopportunitiestominimisethelife-cycleimpactsofourproductsandservices.
In2007/08,TelstracontinuedasasignatorytotheNationalPackagingCovenant(NPC)andsetupaPackagingInnovationGroupwithcrossbusinessrepresentativestohelpdriveourpackaginginitiatives.Formoreinformationaboutourpackaginginitiatives,seeTelstra’sNPCreport,availableonlinefromDecember2008atwww.packagingcovenant.org.au
In2007/08,TelstracontinuedtosupporttheMobileMusterprogramwithbinsprovidedinallTelstrashopsandtheadditionofMobileMusterpostbagsforconsumerstosendunwantedmobilephonesandaccessoriestotheprogramforrecycling.Thetotalcollectionfortheprogramwas97tonnesofmobilephonecomponentsincludingalmost790,000batteriesandhandsets.CollectionsfromTelstrastorestotalled24tonnesofmobilephonecomponentsincludingmorethan90,000handsets.
Greenhouse gas emissionsManagementofgreenhousegasemissionsisanimportantglobalissue.Telstrarecognisesthisandhasbeenmeasuringandmanagingourownemissionsforsomeyears.Thenatureofouroperationsmeansthatourgreenhousegasemissionsaremainlyderivedfrom:
• theuseofelectricityandgasforlighting,heatingandairconditioninginofficeandnetworkbuildingsandelectricitytooperatethenetwork(92percent);
• theuseoffuel(LPG,petrol,diesel)forvehiclesandstand-bygenerators(sevenpercent);and
• by-productsoforganicwastedecomposition(suchaspaper,cardboard,timber,foodscraps)thatgoestolandfill(onepercent).
Ourprogramstoreducethecompany’sgreenhousegasemissionsfocusonthemoreefficientuseofelectricityandfuel,andimprovingourrecyclingoforganicwastes,suchaspaperandcardboard,inordertodivertwastefromlandfill.
TelstraisalsoidentifyingwaysinwhichTelstra’scustomersandbusinessescanusetelecommunicationsproductsandservicestoreducetheirowngreenhousegasemissions.
In2007/08,Telstra’stotalgreenhousegasemissionswere1,500,803tonnesCO2equivalent,anincreaseof7.9percentfrom2006/07.ThisrisereflectstheincreaseinelectricityconsumptionassociatedwiththeconcurrentoperationoftheNextG™andCDMAnetworks,thegrowthininternetdatacentres,andtheinclusionofunmeteredsites.Theestimateforelectricityusedatunmeteredsites,whichwasincludedforthefirsttimethisyear,added4.8percenttothegreenhousegasemissionstotal.
Greenhousegasemissions2002-2008
5. Environment matters
TelstraisoneofAustralia’slargestusersofsolarpower
2002/03
Greenhouse gas emissions (tonnes CO2e) per $M revenue
2003/04 2004/05 2005/06 2006/07 2007/08
Greenhouse gas emissions (tonnes CO2e)2,000,000
1,600,000
1,200,000
800,000
400,000
0
100
80
60
40
20
0
tonnesCO2e
tonnes CO2 per $M revenue
WhiletheincreasingcustomeruseofTelstra’sservicesthroughourrangeoffixedandmobiledeviceswillrequireanincreaseduseofelectricity,wearealwayslookingforwaystodeliverourservicesmoreefficiently.
Wecontinuetoimplementarangeofprogramstodeliverongoinggreenhousegasemissionssavings,suchasefficientuseofelectricityinbuildings,theintroductionofLPGvehicles,andrecyclingoforganicwastessuchaspaper,cardboardandtimber.
Thetotalgreenhousegassavingsfor2007/08were173,686tonnesCO2equivalent.Thisincludessavingsduetonewinitiativesimplementedthisyear(25,332tonnesCO2equivalent)aswellasongoingsavingsresultingfrominitiativesimplementedsince2000/01(148,354tonnesCO2equivalent).Totalsavingsareequivalenttothegreenhousegasemissionsfromapproximately12,400averageAustralianhouseholdsforayear.
Savingsduetonewinitiativesin2007/08include9,605tonnesCO2inelectricitysavingsand15,727inwastesavings.
Greenhousegasemissionssavings(fromprioryearinitiativesandnewinitiatives)2002-2008.
Managing our land use appropriatelyToprovideaworldclasstelecommunicationsserviceinAustraliaweneedtodesign,build,operateandmaintainthenetworkinfrastructuretosupporttheservice.Inordertodothis,wearerequiredtocomplywiththerelevantlegislation.
AccesstolandtobuildtelecommunicationsnetworkinfrastructureislegislatedbytheTelecommunicationsAct1997andrelatedsubordinatelegislation.TheEnvironmentProtectionandBiodiversityConservationAct1999(EPBC)requiresTelstratohaveaprocessthatidentifies‘AreasofEnvironmentalSignificance’priortoundertakingactivityintheseareasoraccessingcertainpartsofland.
Telstra employees share top petrol saving tips Case studyIn2007/08,over150TelstraemployeeslearnthowtoboosttheirsavingsbyusinglesspetrolwhentheyparticipatedinaninternationalfueltrialwithShelltominimisetheenvironmentalimpactofTelstra’sfleetoperations.
Two-thirdsoftheparticipants(68percent)achievedfueleconomybenefits,withmorethanaquarter(28percent)reducingtheirfuelconsumptionby10to30percent.Theaverageparticipantachievedafueleconomysavingoffourtofivepercent.
“TelstrahasthelargestcommercialfleetofitskindinAustraliaandhasbeentakingactiontoreducetheenvironmentalimpactofourfleet,”saidBrendanStooke,GeneralManagerTelstraFleet.
“ThetrialwithShellisyetanotherexampleofhowwearereducingourcarbonfootprintandwe’repleasedtoseethatoverathird(41percent)ofourdriversinthetrialrecordedfueleconomyimprovementsintherangeof5to20percent.”
TelstraistheonlycompanyinAustraliatohavetakenpartintheGlobalFuelEconomyStudywhereShellpartneredwith10multinationalcompaniesineightcountriesandtrainedover1,000driversonhowtogetmoreoutoftheirfuel.
Followingthesuccessofthetrial,communicationswillberolledouttoTelstrafleetdriverstoencourage‘green’drivingtechniquestoreducefuelconsumption.TheprogramwillbepromotedusingbumperstickersonTelstrafleetvehicles.
CraigWhite,TelstraProductManagement,participatesinthetrial.
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Greenhousegasemissionssavings(fromprioryearinitiativesandnewinitiatives)2002-2008
5. Environment matters
2002/03
Savings (from previous years’ initiatives) Electricity (for current year)
2003/04 2004/05 2005/06 2006/07 2007/08
Waste (for current year) Fleet (for current year)
200,000
160,000
120,000
80,000
40,000
0
Eachyear,Telstraconductsbothnewandmaintenance-basedinfrastructureprojects(numbersvaryfromyeartoyear).Inordertomanagethepotentialenvironmentalimpactsofourfieldactivities,weundertakecomprehensivepre-designriskidentification,designriskassessmentandonsiteriskmanagementprocesses.
During2007/08,Telstraissuedapproximately53,000landaccessnotices,andconducted92environmentalassessmentsforworkinAreasofEnvironmentalsignificance.Actionsrequiredformoresignificantprojectworkinareasofenvironmentalsignificancewere:
Actions 06/07 07/08
CodeNotificationstoDEWHA 25 46
EPBCActreferralstoDEWHA 2 8
TheincreaseinthenumberofDepartmentoftheEnvironment,Water,HeritageandtheArts(DEWHA)noticesandreferralsbetween2006/07and2007/08canbepartiallyattributedtonationalprojectssuchastheNextG™networkrollout,whichextendedintomoresensitiveareassuchasnationalparks.
Visual amenity and noiseTelstraisparticularlyconsciousofthepotentialimpactonvisualamenitythatiscausedbytheinstallationofnewmobilefacilitiesinurbanAustralia.Duringtheplanning,designandconstructionprocessTelstrafollowstheGuidelinesforLowImpactMobileFacilitiestominimisetheimpactonvisualamenity.Telstrarequiresallemployees,contractorsandsuppliersofequipmenttomeetapplicableAustralianStandardsandgovernmentregulationsfornoiseemissions.
Fuel storage systemTelstrastoresfuelatalargenumberofnetworksitestoprovidebackupbydieselgenerators.Aprogramisinplacetomonitorundergroundfuelstoragetanksforleaksandotherenvironmentalimpacts.
PayphonesThemajorityofour22,177payphonesarelowimpactfacilitiesanddonotrequireenvironmentalimpactassessment.However,wherepayphonesaretobeinstalledinAreasofEnvironmentalSignificance,furtherplanningapprovalandassessmentisundertaken.Tominimisetheenvironmentalimpactfrompayphoneswe:
• usesolarpowerinremoteareaswherethereisnoreadilyavailablesourceofelectricity;
• repairandreuseratherthandisposeoffaultyelectronicmodules;
• providereusablepackagingformanypayphonespareparts;
• recoverandreusesurpluspayphoneparts;
• reusewholepayphonesandboothswhenrelocationsorremovalsoccur;and
• breakdownnon-reusablepayphonesforpartsandmaterialsforappropriaterecycling.
ComplianceDuring2007/08,Telstra’senergyandgreenhousedata,whichformasignificantpartoftheenvironmentaldata,wassubjecttotheverificationprocessoftheGreenhouseChallengePlusProgram.ThisrigorousprocessiscarriedoutbyanindependentauditorandprovidesvaluablefeedbacktoTelstraonthemanagementandaccuracyofitsextensivedatafromover14,000sitesand12,000vehicles.Detailsoftheverificationprocesscanbefoundatwww.greenhouse.gov.au/greenhousefriendly/business/verification.html
Theverificationreportnotedthat“theoverallprocessfortrackingandrecordingelectricityconsumptionappearscomprehensiveandiseffectivelymanaged”.Adiscrepancywasfoundinthetrackingofenergyconsumptionfromunmeteredsites.In2008/09Telstrawillfocusonthisareatofurtherimprovedataaccuracy.
Systemsformonitoringandmeasuringtransportfuelswerealsosubjecttotheverification.Thereportnotedthat“theoverallrigourofthefinancialelementsofthesystemandthedetailedreviewofrelativefuelconsumptionstatisticsprovidesahighlevelofconfidencethatthetotalconsumptionisaccurate”.
In2007/08,Telstrahadnomaterialbreachesofanyenvironmentallaws.
Planned actions for 2008/09• Calculatethecarbonfootprintsofallbusinessunitsand
corporategroups.
• Determinethecarbonintensity(tonnesofCO2e/unitofservice)ofTelstra’sEnterpriseandGovernmentserviceofferings.
• Increasethe2009employeeengagementsurveyscoreforthe‘environmentresponsibility’question.
• CompleteastudyonthehydrogenfuelcellfacilityandsolarpanelsinstalledatourMelbourneheadquarterstoassesstheirpotentialuseinTelstra’snetworkandbuildings.
• EnhanceTelstra’sdrivereducationprogramwithanawarenessprogramtoencourageourfleetdriverstoadoptgreendrivingtechniquestoreducefuelconsumptionandCO2emissions.
Network Construction Carbon Footprint Case studyTelstra’sNetworkConstructiongroupisthefirstlineofbusinesswithinthecompanytoestimateandcompileagreenhousegas(GHG)inventory.
ThemethodologyusedforcalculatingtheircarbonfootprintwasderivedfromtheAustralianGovernment’sDepartmentofClimateChangeNationalGreenhouseAccountsFactors,whichprovidesguidanceontheemissionsourcestoincludeinaGHGinventory,andhowtoquantifytheseemissions.
TheestimatedcarbonfootprintresultingfromtheactivitiesoftheNetworkConstructiongroupis27,840tonnescarbondioxideequivalent(CO2e),whichequatesto2percentofTelstra’stotalgreenhousegasemissions.Emissionsfromtheirfleetactivitiesarethelargestcontributortotheircarbonfootprint.
ThereportpresentedabaselineassessmentofthecarbonfootprintofNetworkConstructionandprovidedrecommendations,includingpromotionoffuelefficientdrivinganddevelopingcarbonreductionmeasuresandtargets.
NetworkConstructionnowhasanopportunitytotargetandreducetheirenergycostsandtheircarbonimpactandwillbemeasuringtheirfootprintyearonyear.
ThisyearTelstrastorescollected24tonnesofmobilephonecomponentsforrecycling
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Smarter, greener, together, for Australia
5. Environment matters
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Environment dataWaste
Volumeofwaste:generalandspecial
Waste Unit 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
GeneralWaste (tonnes) 16,265 15,182 11,569 9,002 9,874 8,380
Asbestos (tonnes^) 490 64 195 61 52 84
Medical (tonnes^) 60 7 9 8 7 0
MiscellaneousHazardousWaste (tonnes^) 225 99 29 15 18 25
EquipmentcontainingPCBs&PCNs* (tonnes) 1,484 0 0 0 0 0
WeightofrecoveredPCBs&PCNswaste (tonnes) 27 36 7 1 2 0
Waterfrompits (tonnes) 23,945 26,568 33,910 19,202 7,064 6,089
Other# (tonnes) 2 153 381 508 507
Totalwaste (tonnes) 41,931 41,956 45,872 32,822 17,527 15,085
Measure 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Totalwastetolandfill/treatment(tonnes) 41,931 41,956 45,872 32,822 17,527 15,085
Totalwaste(tonnes)perstaffmember 1.13 1.16 1.16 0.87 0.49 0.44
Totalwasterecycled(tonnes) 11,134 31,307 21,169 29,635 33,266 32,981
Recyclingas%oftotalwaste(tonnes) 21% 43% 32% 47% 65% 69%
*Thisfigurenowincorporatedinthescrapmetaldatainwastesreturnedtoprocessormarket.#Thisfigureincludeswastematerialsfrompayphones,rentalphones,phonecardsande-waste.^Datain2002-03reportedasm3.
5. Environment matters
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5. Environment matters
Wastereturnedtoprocessormarket
Greenhousegasemissions
Waste Measure 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Commingled(egbottles,cans,milkcartons) (tonnes^) 1,535 100 182 314 338 250
Electricalcomponents(egcircuitboards,testequipment)* (tonnes^) 5,000 – – – – –
Mixedmetal (tonnes^) 60 10,577** 1,284 576 730 543
Mixedpaper (tonnes) 1,824 2,584 2,803 4,369 3,811 2,927
Furnituresold (tonnes^) 0 149 140 6 0 8
Cardboard (tonnes) 1,021 2,527 2,631 3,533 4,737 3,147
Timber (tonnes) 133 192 257 192 315 201
Scrapcable (tonnes) 1,874 11,921 166 317 222 131
Rentaltelephones (tonnes) 152 211 122 228 133 146
Payphones (tonnes) – – 27 0 735 46
Batteries (tonnes^) 251 795 2,121 4,655 5,226 5,440
Waterrecycled (tonnes) – 2,189 11,436 15,440 16,887 20,032
Other*** (tonnes) – 62 100 4 131 111
Totalwasterecycled (tonnes) 11,134 31,307 21,169 29,635 33,266 32,981
Measure 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Greenhousegasemissions(tonnesCO2e) 1,512,564 1,603,042 1,338,221 1,360,358 1,390,306 1,500,803
Greenhousegasemissions(tonnesCO2e)per$Mrevenue 73.8 77.3 60.4 59.8 58.7 60.4†
*From2003-04thisfigureisincludedin‘mixedmetal’andnotreportedseparately.**Scrapmetalcollectedfromexchangesnotpreviouslyrecorded,hasbeenincludedinthisyear.***Includescombinedglassandmetalfromconstructionactivities.^Datain2002-03reportedasm3.†Includesunmeteredsites.
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Greenhousegasemissions(tonnes)CO2e
Energy Type 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2007-08 2007-08 2007-08
Scope 1 Scope 2 Scope 3
Buildings and network
Electricity
-Commercialsites 212,552 209,095 189,152 178,691 170,574 171,621 – 152,754 18,867
-Network 1,149,545 1,236,961 980,806 1,008,177 1,063,900 1,140,419 – 1,004,419 136,000
-Other(unmeteredsites)** – – – – – 66,271 – 58,367 7,903
-Sub-total 1,362,097 1,446,056 1,169,957 1,186,868 1,234,473 1,378,311 – 1,215,540 162,770
Naturalgas Notavailable Notavailable 416 805 557 1,265 982 – 283
-Diesel(StandbyPowerGeneration) 3,577 2,586 2,384 2,929 2,250 1,581 1,469 – 112
Fleet
-Petrol 111,432 100,279 106,767 110,692 80,805 52,369 48,530 – 3,839
-Diesel 34,629 31,780 36,649 39,227 39,549 39,630 36,833 – 2,797
-LPG 829 4,057 8,164 11,735 13,909 13,737 12,626 – 1,112
-Sub-total 146,890 136,116 151,581 161,654 134,263 105,736 97,989 – 7,747
Waste* – 18,283 13,883 8,102 18,761 13,910 – – 13,910
Total 1,512,564 1,603,042 1,338,221 1,360,358 1,390,306 1,500,803 100,440 1,215,540 184,822
*Emissionsduetowasteincludedfrom2003-04onwards.**Emissionsduetounmeteredsitesincludedfrom2007-08onwards.
5. Environment matters
72
5. Environment matters
*Datameasurementmethodologychangedfrom2003to2004toimprovedataaccuracy.**TheenergygeneratedbyTelstra’ssolarpowerednetworksitesisnotdirectlymeasured.***FleetfuelvehiclesareforallTelstravehiclesandmechanicalaids(includesTelstraoperationalvehicles,salarysacrificevehiclesandvehiclesleasedtosubsidiaries/othercompanies).****Energyuseduetounmeteredsitesincludedfrom2007-08onwards.
Greenhousegasemissionssavings(tonnes)CO2e
Energyuse(GJ)
Measure 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
New savings from current year initiatives
-Electricity 20,018 31,915 24,442 20,031 13,182 9,605
-Fleet 317 695 1,862 2,112 3,267 0
-Waste 10,757 14,711 15,755 20,122 22,377 15,727
Ongoing savings from prior years initiatives (electricity only) 38,766 58,784 90,699 115,141 135,172 148,354
Total 69,858 106,105 132,758 157,406 173,998 173,686
Energy Type 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Buildings and network
Electricity
-Commercialsites 637,352 644,566 579,717 544,847 541,239 547,705
-Network 3,733,405 3,986,286 3,212,663 3,261,562 3,512,551 3,794,539
Other(unmeteredsites)**** – – – – – 220,503
-Sub-total* 4,370,757 4,630,852 3,792,380 3,806,409 4,053,789 4,562,748
Naturalgas N/A N/A 6,541 11,296 7,821 19,139
Diesel((StandbyPowerGeneration)) 49,305 36,977 34,085 37,447 29,008 21,052
Solar ** ** ** ** ** **
Fleet ***
-Petrol 1,524,389 1,371,816 1,460,578 1,362,869 1,047,244 724,323
-Diesel 495,071 454,342 523,941 501,491 509,913 527,697
-LPG 13,315 65,173 131,141 171,916 200,826 209,729
-Sub-total 2,032,775 1,891,331 2,115,661 2,036,276 1,757,983 1,461,749
Total 6,452,837 6,559,160 5,948,666 5,891,428 5,848,601 6,064,687
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Fueluse(litres)
Materials
Miscellaneous
Fuel type 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Fleet
-Petrol 44,572,768 40,111,581 42,706,972 39,849,970 30,621,170 21,165,825
-Diesel 12,825,668 11,770,514 13,573,613 12,992,000 13,210,176 13,670,894
-LPG 518,199 2,535,929 5,102,779 6,689,319 7,665,126 8,004,932
-E10 – – – – – 13,217
-Sub-total 57,916,635 54,418,024 61,383,364 59,531,289 51,496,472 42,854,868
Buildings and network
Diesel(StandbyPowerGeneration) 1,277,340 957,955 883,020 970,135 751,498 545,384
Total 59,193,975 55,375,979 62,266,384 60,501,424 52,247,970 43,400,252
Measure 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Volumesofofficepaper(reams) 383,000 353,112 358,243 278,678 256,774 220,856
Volumeofpaper(reams)perstaffmember 10.3 9.8 9.0 7.4 7.2 6.5
2005-06 2006-07 2007-08
NetworkConstructionEnvironmentaltrainingcoursesdelivered 1,600 1,400 841
Solarsites 10,450 10,693 10,265
TelstraEnvironmentalIncidentsNationally 34 22 12
CodeNotificationstoDepartmentofEnvironment,Water,HeritageandtheArts 50 25 46
EnvironmentalAssessmentsforworkinAreasofEnvironmentalSignificance 51 61 92
EPBActreferrals(DepartmentofEnvironment,Water,HeritageandtheArts) 18 2 8
5. Environment matters
74
Global Reporting Initiative Index
Aspect GRI indicator Description Report section Page Reporting compliance
Economic indicatorsEconomicperformance EC1 Directeconomicvaluegeneratedanddistributed Societymatters 22 n
EC2 Financialimplicationsforclimatechange Societymatters 16 n
EC3 Pensionplanobligations Employeesmatter 37 n
Marketpresence EC5 Entrylevelwage Employeesmatter 37 n
EC6 Useoflocallybasedsuppliers Societymatters 26 n
EC7 Proceduresforlocalhiring Societymatters 26 n
Indirecteconomicimpacts EC8 Investmentsthatprovidepublicbenefit Societymatters 22–25 n
EC9 Indirecteconomicimpacts Societymatters 22–25 n
Environmental indicators
Materials EN1 Weightofmaterialsused Environmentmatters 69 n
Energy EN3 Directenergyconsumption(on-site) Environmentmatters 61 n
EN4 Energyconsumption(generatedoff-siteandtransportfuel) Environmentmatters 61 n
EN5 Energysavings Environmentmatters 65 n
EN6 Energy-efficientproductsandservices Societymatters 18 n
EN7 Indirectenergyconsumptioninitiatives Environmentmatters 18 n
Water EN8 Totalwaterwithdrawalbysource Environmentmatters 62 n
EN10 Waterrecycledandreused Environmentmatters 62 n
Biodiversity EN11 Landmanagedinproximityofprotectedareas Environmentmatters 65 n
EN12 Impactsofactivitiesonprotectedareas Environmentmatters 65 n
EN13 Habitatsprotectedorrestored Environmentmatters 65 n
EN14 Impactsonbiodiversity Environmentmatters 65 n
EN15 Threatenedspecies/habitatsaffectedbyoperations Environmentmatters 65 n
Emissions,effluentsandwaste EN16 Greenhousegasemissions Environmentmatters 64 n
EN17 Indirectgreenhousegasemissions Environmentmatters 64 n
EN18 Initiativestoreducegreenhousegasemissions Environmentmatters 64 n
EN21 Totalwaterdischargebyqualityanddestination Environmentmatters 69 n
EN22 Totalweightofwastebytypeanddisposalmethod Environmentmatters 69 n
EN23 Totalnumberandvolumeofsignificantspills Environmentmatters 73 n
GlobalReportingInitiativeIndex Fullyaddressed–n Partiallyaddressed–n
75
Aspect GRI indicator Description Report section Page Reporting compliance
EN24 Hazardouswaste Environmentmatters 69 n
EN25 Impactofwaterdischargesandrunoffhabitats Environmentmatters 62 nProductsandservices EN26 Environmentalimpactsofproductsandservices Environmentmatters 64 n
EN27 Productsreclaimedattheendoftheirlife Environmentmatters 64 nCompliance EN28 Finesandnon-compliance Environmentmatters 67 nTransport EN29 Environmentalimpactoflogistics Environmentmatters 61 nHuman rights indicatorsInvestmentandprocurementpractices
HR1 Screeninginvestmentsforhumanrightsissues Societymatters 26 n
HR2 Screeningsuppliersforhumanrightsissues Societymatters 26 nNon-discrimination HR4 Incidentsofdiscrimination Employeesmatter 39 nFreedomofassociation HR5 Freedomofassociationandcollectivebargaining Employeesmatter 37 nChildlabour HR6 Childlabour Societymatters 26 nForcedandCompulsoryLabour HR7 Forcedorcompulsorylabour Societymatters 26 nLabour indicatorsEmployment LA2 Employeeturnover Employeesmatter 37 n
LA3 Minimumbenefitsprovided Employeesmatter 37 nLabourmanagementrelations LA4 Employeescoveredbycollectivebargainingagreements. Employeesmatter 37 nOccupationalhealthandsafety LA6 Workforcerepresentationonoccupationalhealthandsafetycommittees Employeesmatter 42 n
LA7 Ratesofinjuryandlosttime Employeesmatter 45 nLA8 Programsrelatedtoseriousdiseases Employeesmatter 46 n
Trainingandeducation LA10 Averagehoursoftrainingperyearperemployeebyemployeecategory Employeesmatter 38 nLA11 Workforcetraining Employeesmatter 38 nLA12 Performancereviewandcareerdevelopment Employeesmatter 38 n
Diversityandequalopportunity LA13 Gender,agegroup,andindicatorsofdiversityforgovernancebodiesandemployees Employeesmatter 39 nProduct responsibility indicatorsCustomerhealthandsafety PR1 Managementofhealthandsafetythroughoutproductlife Environmentmatters 64 n
PR2 Productandservicehealthandsafetycompliance Customersmatter 51 nCustomerprivacy PR8 Customerdataprotection Customersmatter 52 nSociety indicatorsCommunity S01 Impactsofoperationsoncommunities Communitiesmatter 28 nPublicpolicy S05 Publicpolicypositions,developmentandlobbying Societymatters 15 n
Fullyaddressed–n Partiallyaddressed–n
Global Reporting Initiative Index
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Aspect GRI indicator Description Report section Page Reporting compliance
Internal operationsInvestment I01 Capitalinvestmentintelecommunicationnetworkinfrastructurebyregion SocietyMatters 22 n
Healthandsafety I03 Healthandsafetyoffieldpersonnelininstallation,operationandmaintenanceofmasts,basestations,layingcables,etc EmployeesMatter 42 n
I04 Compliancewithstandardsonexposuretoradiofrequencyemissionsfromhandsets SocietyMatters 20 n
I05 Compliancewithguidelinesonexposuretoradiofrequencyemissionsfrombasestations SocietyMatters 20 n
Infrastructure I07 Sitingofmastsandtransmissionsites SocietyMatters 20 n
I08 Numberandpercentageofstand-alonesites,sharedsites,andsitesonexistingstructures SocietyMatters 20 n
Providing accessAccesstotelecommunicationproductsandservices PA1 Accesstotelecommunicationsproductsandservicesinremoteandlowpopulation
densityareas CustomersMatter 54 n
PA2 Accessanduseoftelecommunicationproductsandservicesbydiversegroups CustomersMatter 53 n
PA3 Availabilityandreliabilityoftelecommunicationsproductsandservices CustomersMatter 49 n
PA4 Availabilityoftelecommunicationsproductsandservicesinareaswheretheorganisationoperates SocietyMatters 23 n
PA5 Telecommunicationproductsandservicesprovidedtoandusedbylow/noincomepopulationgroups CustomersMatter 53 n
PA6 Provisionoftelecommunicationsproductsandservicesinemergenciesanddisasters CommunitiesMatter 29 n
Accesstocontent PA7 Humanrightsissuesrelatingtoaccessanduseoftelecommunicationsproductsandservices SocietyMatters 19 n
Customerrelations PA8 PubliclycommunicationonEMFrelatedissues SocietyMatters 20 n
PA9 Totalamountinvestedinelectromagneticfieldresearch SocietyMatters 20 n
PA11 Initiativestoinformcustomersaboutproductfeaturesandapplications CustomersMatter 50 n
Technology applicationsResourceefficiency TA1 Examplesofresourceefficiencyoftelecommunicationproductsandservicesdelivered SocietyMatters 23 n
TA2 Examplesoftelecommunicationproducts,servicesandapplicationswithpotentialtoreplacephysicalobjects SocietyMatters 23 n
TA3 Transportand/orresourcechangesofcustomeruseofthetelecommunicationproductsandservices SocietyMatters 18 n
TA4 Indirectconsequencesofcustomeruseofproductsandservicesandlessonslearnedforfuturedevelopment SocietyMatters 24 n
Global Reporting Initiative Index
Telecommunicationsspecificindicators Fullyaddressed–n Partiallyaddressed–n
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C140
NOV 08