ANNUAL REPORT 2004–05 - V/Line

KEY STATISTICSHuman resource strategies in 2004–05focussed on the continued development ofV/Line's workforce for the future. The aim is tobuild a skilled workforce that is representativeof the communities that V/Line serves, in termsof age, gender and cultural background.Throughout the year, V/Line sought to attract new staff andenhance the skills and confidence of existing staff to meetthe regional rail network's current and future requirements.Staff numbers (total headcount) increased from 640 to 738over the period. Thirty-three train drivers were recruited toensure delivery of V/Line's new timetable and theintroduction of the new VLocity trains. The growth in totalheadcount also reflects the addition of six staff memberswho transferred from Hoys Pty Ltd in July 2004 and 20 fromWest Coast Rail in September 2004.At 30 June 2005, V/Line had a total of 727.5 full-timeequivalent staff members.PROVIDING SUPPORT TO OUR STAFFEMPLOYEE ASSISTANCE PROGRAMV/Line's Employee Assistance Program offers a comprehensiveand confidential, 24-hour/7-day counselling and assistanceprogram for employees. V/Line has engaged an independent,fully accredited support service to run the program.Launched in May 2004, the program has been well receivedand utilised by staff over the first 12 months of its operation.WORKPLACE AWARENESS PROGRAMThe Workplace Awareness Program is an ongoing programto support V/Line's efforts to ensure a secure and enjoyableworkplace. Its aim is to make certain that all employees areaware of V/Line's policies and of their own responsibilitieswith regard to issues in the workplace, such as equalopportunity, bullying, sexual harassment, drug and alcoholawareness and post-traumatic stress.In 2004–05, 154 employees completed the WorkplaceAwareness Program. All staff will complete this program, inline with operational demands.CRITICAL INCIDENT MANAGEMENTAs part of its responsibility of care to employees, V/Lineprovides professional assistance and support to its drivers,conductors and other staff members when there is a criticalincident, or accident, involving injury or death.32 | V/LINE ANNUAL REPORT 2004–05SKILL GROUP AT 30 JUNE 2005Skill Group Full Part Actuals FTEs Male FemaleTime TimeExecutive 9 0 9 9 6 3Non-exe/professionals 31 0 31 31 23 8Administration 39 4 46 41.8 23 23Operations 274 10 284 281 235 49Station staff 112 11 123 119.7 107 16Train drivers 245 0 245 245 245 0Total 710 25 738 727.5 639 99AGE PROFILEDuring 2004–05, 53 staff members were involved in criticalincidents. All were contacted by V/Line's fully accreditedcounselling services provider, The Barrington Centre, toensure that they received the necessary care and support tohelp them cope afterwards.V/Line's Critical Incident Management Plan complementsthis activity. Developed in 2003–04, the plan seeks toimprove management of occupational health and safetyrisks to employees involved in critical incidents through aproactive monitoring of their wellbeing, particularly withregard to post-traumatic stress.FATIGUE MANAGEMENTUnder 30 30–44 45–49 50–54 55+Number 59 265 133 146 135Percentage 8.0% 35.9% 18.0% 19.8% 18.3%V/Line continued to develop its approach to the complexissue of fatigue management for shiftwork employees.A training program based on work undertaken by the Centreof Sleep Research in South Australia has been introduced towork groups including drivers, shunters, conductors andoffice staff. So far, 472 employees have completed thetraining program.Fatigue management is now included in the locomotivedrivers' continuation training and eight leading driversupervisors have been trained to present UnderstandingShiftwork and Fatigue sessions.V/Line has also acquired the fatigue management softwareFAID, which is currently being used to manage train crewrosters. It has also been used during incident investigationsto help determine whether fatigue has been a contributingfactor.