Annual Report 2015


Our people

We are working to attract and retain employees with the skills and passion to best serve our markets.

Technology is evolving rapidly, customer expectations are changing and we’re facing a more competitive global market. To ensure we thrive in these conditions, we’re taking a values led approach to driving engagement and collaboration, as well as embracing generational change and diversity. We’re providing targeted learning and development opportunities and are continuously improving our approach to health and safety. We’re also investing in programs to attract and retain employees with the skills and passion to help transform Telstra into a world class technology company.


Highlights Our People


Employee engagement

Having completed an Employee Engagement Survey in May 2014, we did not undertake a company survey in FY15, opting instead to focus on our known areas for development. Our next whole of company employee engagement survey is expected to be conducted in the first half of FY16, with results reported in our 2016 Telstra Annual Report.


Health and safety

The health and safety of our people is paramount to us and we are committed to developing a values based health and safety culture that is an extension of our overall organisational culture.

Through our health, safety and environment (HSE) strategy we continue to embed a strong risk management culture across our global operations. In FY15 we continued to develop our HSE incident reporting culture and worked with cross sections of our workforce and subject matter experts to improve our knowledge, understanding and management of our key HSE risks. We have seen an ongoing improvement in incident reporting and importantly a continued reduction in our injury rates. We have also maintained our Workers Compensation Self Insurance licence, Office of Federal Safety Commission accreditation, and AS/NZS4801 (H&S Systems) certification.

The activities undertaken in FY15 have allowed us to develop a strong program of work to further improve our HSE performance in FY16.

Lost Time Injury Frequency Rate (LTIFR)(i)


(i) LTIFR is the reported number of accepted workers’ compensation claims for work related injury or disease that incur lost time for each million hours worked. This data relates to Telstra Corporation Limited only and does not include subsidiaries or contractors.

Diversity and inclusion

Promoting diversity and inclusion across Telstra helps us to improve our business results, enhance our reputation and attract, engage and retain talented people. In addition, having a diverse range of employees better enables us to understand our customers needs, and provide them with excellent customer service.

Our focus on diversity and inclusion relates to differences in gender, age, ethnicity, race, cultural background, disability, religion and sexual orientation. It also includes differences in background and life experience, communication styles, interpersonal skills, education, functional expertise and problem solving skills.

Gender equality

Overall female representation across Telstra Corporation Limited and its wholly owned subsidiaries increased this year to 31 per cent. This increase was the result of an upwards shift across all segments other than the number of women in executive management, which decreased slightly from 25.9 per cent at 30 June 2014 to 25.6 per cent at 30 June 2015. This year we were named as an Employer of Choice for Gender Equality by the Federal Government’s Workplace Gender Equality Agency and recognised by the Agency for our leading practice in promoting pay equity. We launched Brilliant Connected Women, a network designed to better connect women across Telstra and engage our leaders in more actively recruiting, retaining and developing female talent. As a White Ribbon accredited workplace we took active steps to support our employees, launching a Family and Domestic Violence Support Policy, which provides employees in Australia who are experiencing violence with up to 10 days of additional paid leave each year.

Flexible working

We know that our people have different priorities, passions and interests that must be balanced with work, so this year we continued to enable All Roles Flex, our Group wide approach whereby flexibility is now considered the starting point for all roles.

Ageing population

In Australia, people aged 45 and over make up the fastest growing employee category. It’s therefore important for us to consider how we can best promote age and generational diversity, and offer the flexibility required to attract and retain talent of all ages. This year we piloted a program that supports mature age workers to make positive plans for their future work, life and eventual transition to retirement.

Employment pathways

We are committed to providing employment pathways for candidates with diverse backgrounds and needs. This year our intake of Indigenous trainees increased to 11 thanks to a greater level of business sponsorship of the program. All of the 18 Indigenous employees who joined us during FY15 remain employed as at 30 June 2015. Additionally, over the past three years we’ve hired more than 100 new employees who identify as living with disability.

More information on Diversity and Inclusion at Telstra, including our Diversity Measurable Objectives, can be found in our 2015 Corporate Governance Statement which is available on our website at


Representation of women in Telstra as at 30 June 2015

Role Number Percentage FY14 % result
Board (non-executive Directors) 3 30 33.33
Executive management*(i)


CEO-1 (Band A)

CEO-2 (Band B)

CEO-3 (Band C)
















Middle management*(ii) 2,856 27.8 27.2
Operational*(iii) 7,237 32.5 31.4
Telstra Total* 10,165 31.0 30.1
Telstra Group Total** 11,757 31.3 30.2

* Includes full time, part time and casual staff in Telstra Corporation Limited and its wholly owned subsidiaries, excluding contractors and agency staff. It does not include staff in any other controlled entities within the Telstra Group.
** Includes full time, part time and casual staff in controlled entities within the Telstra Group, excluding contractors and agency staff.
Information regarding the controlled entities in the Telstra Group can be found in Note 25 to the Financial Statements in this report.
(i) Executive management comprises persons holding roles within Telstra designated as Band A, B or C, or equivalent.
(ii) Middle management comprises persons holding roles within Telstra designated as Band 1 or 2, or equivalent.
(iii) Operational comprises persons holding roles within Telstra designated as Bands 3 or 4, or equivalent.


Learning and development

This year we refined our induction experience to deliver a more consistent program across the Telstra Group. All new employees are introduced to our culture and strategic priorities through this program, with a particular focus on driving customer advocacy.

We also redesigned our Business Essentials training program, through which we ensure our people are aware of their legal, regulatory and compliance responsibilities. Mandatory refresher training is completed annually, with each compliance topic covered every two years at a minimum.

As at 30 June 2015, 96.3 per cent of Telstra Group employees and contractors have completed this year’s mandatory refresher course.


Volunteering and giving

We encourage our people to get involved in the community. Our people contributed over 7,200 days volunteering their time and expertise to a range of community organisations. Our dollar for dollar matched payroll giving resulted in a total contribution of $1.5 million in donations to over 300 charities. During FY15, 5.8 per cent of our employees made donations through Telstra’s payroll giving program, compared with 5.3 per cent for the previous year.