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Annual Report 2018-19 Table of Contents

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Annual Report 2018-19 Table of Contents ANNUAL REPORT 2018-19 TABLE OF CONTENTS Nature of Business Company Overview 3 Provision of passenger transport services Chair’s Report 4 Issued Capital CEO’s Report 6 Two shares of $1.00 each Our Performance 8 Registered Office Our Workforce 10 212 – 220 Main Road Moonah, TAS 7009 Our Customers 12 Board of Directors 14 ABN Number 30 081 467 281 Directors’ Report 15 Directors Corporate Governance 17 Michael Harris (Chair until 30 January 2019) Auditor’s Independence Declaration 20 Tim Gardner (Deputy Chair until 30 January 2019, Chair from 16 April 2019) Directors’ Declaration 21 Nick Burrows Independent Audit Report 22 Jude Munro Susan Fahey Financial Statements 26 Yvonne Rundle (from 5 December 2018) Shareholders Minister for Infrastructure - Jeremy Rockliff (until 2 July 2019) Minister for Infrastructure and Transport - Michael Ferguson (from 2 July 2019) Treasurer – Peter Gutwein Executive Managers Megan Morse Chief Executive Officer Anita Robertson Chief Financial Officer Ian Ward General Manager Operations (until 12 July 2019) Darren Carey General Manager Operations (from 3 June 2019) Stacey Hogarth General Manager People and Safety (until 23 November 2018) Paul Passmore General Manager People and Safety (from 25 March 2019) Chris Breen General Manager Business Improvement Services (from 5 November 2018) Bankers Commonweath Bank of Australia 81 Elizabeth Street Hobart, TAS 7000 Auditor Auditor-General Tasmanian Audit Office Level 8/144 Macquarie Street Hobart, TAS 7000 COMPANY OVERVIEW Metro Tasmania Pty Ltd (Metro) is a state-owned company and Tasmania’s largest passenger transport service provider, established in February 1998. Using a fleet of 219 buses, we deliver Our Goals Resilience services in and around Hobart, We have the courage to do the tough Launceston, and Burnie under contracts Goal 1 Focus on our customers stuff, showing: with the Secretary of the Department of Goal 2 Operate a financially sustainable State Growth. • determination; business Operating under corporations law, an • commitment; and Goal 3 Deliver high quality, reliable independent Board of six Directors services • strength. provide Metro strategic direction and governance. Goal 4 Develop Metro’s culture to foster Unity a highly skilled, safety driven Our shareholder ministers, representing We work together with honesty and and cohesive team the people of Tasmania, are Minister transparency: for Infrastructure and Transport Goal 5 Actively engage with our • We listen. Hon Michael Ferguson and Treasurer stakeholders Hon Peter Gutwein. • We collaborate. Goal 6 Grow the public transport Our corporate plan has set the vision, market in Metro’s contract areas • We cooperate. business purpose, goals and values to in Tasmania • We celebrate success. guide the company. Our Values Service Driven Our Vision We take pride in what we do and it is Safety To be an attractive travel option our pleasure to deliver an outstanding We take pride in everyone getting home contributing to an integrated public experience for everyone: safely, by: transport network in Tasmania • recognising we have internal and • having a safe workplace; and Our Business Purpose external customers; • putting safety first. • continually challenging ourselves to To be a sustainable bus company do things better; and connecting people and communities Respect We show respect for everyone at all • striving for excellence. times: • by acting with integrity; • in all our actions, words, intentions. METRO ANNUAL REPORT 2018–19 3 CHAIR’S REPORT In the four years since joining the Metro Board I’ve developed a great passion for the company – a company that delivers a vital service to locals and visitors alike. A company whose people reflect the breadth of the community we serve and bring with that all the things we love about being Tasmanian. I was privileged to have been appointed Chair in April 2019, and am particularly excited about the opportunities that lie ahead of us. I believe public transport has a key role to play in unlocking the enormous value presented by Tasmania’s growing popularity as a place to live, work and visit, and look forward to leading Metro to meet these challenges together. Financial result Metro is committed to operating a fiscally responsible business that meets the needs of the community. In the 2018-19 year Metro recorded a loss of $2.39m before tax and $1.67m after tax. The loss is incurred because Metro has historically received government funding of $3.25m as revenue, in contrast to $4.5m currently recorded as an equity contribution in the Statement of Financial Position (refer to Tim Gardner page 27). Chair 4 METRO ANNUAL REPORT 2018–19 ‘We acknowledge there is significant public interest in a ferry service, so in September and October 2018, we engaged community and industry stakeholders to have their say…’ During the reporting year the Department River Derwent convenient customer experience and an of State Growth provided $40.2m under efficient on-road presence. Greencard service contracts to Metro to operate ferry service was introduced in 2009, and given the bus services in Hobart, Launceston and advances in technology and consumer In May 2018, the Tasmanian State Burnie. As a result of increased service expectations in the intervening decade, Government amended the Metro utilisation, ticketing income increased we are turning our gaze forward to a Tasmania Act to remove the limitation to $13.56m, equating to approximately future ticketing solution. of ‘road based’ transport, and announced 24 per cent of Metro’s income. Major a commitment to connect Hobart CBD We are pleased to work with expenses continue to be employee wages to Bellerive by ferry. Accordingly, Metro stakeholders including the state and salaries, fuel, and fleet maintenance. commenced planning by engaging government and TasBus to plan the People and safety leading transport consultants transition to a more modern, integrated MRCagney for a strategic options ticketing platform which will, in time, I acknowledge the enormous effort and assessment of a River Derwent ferry provide for seamless movement of workload associated with the negotiation service, to identify the operating model passengers across operators, and of Enterprise Agreements in the financial most likely to succeed. support other important customer year, and commend those involved in offerings like real-time travel bargaining for both Administrative and We acknowledge there is significant information. Bus Operator employees. Whilst the public interest in a ferry service, so in impact that protracted negotiations September and October, we engaged Board changes have had on the organisation is apparent, community and industry stakeholders to In December 2018 Yvonne Rundle I strongly believe we can arrive at a have their say in order to shape planning, joined the Board, bringing with mutually beneficial outcome, and identify current travel patterns, and her qualifications and experience balance our commitment to our people emerging opportunities. Using a survey in accounting, auditing, financial with our obligation to work within our and facilitated forums, we received management, and a thorough means and ensure our employment valuable input and ideas from over 800 understanding of the local economic and terms and conditions are in line with the people, and appreciate the enthusiasm political landscape - an asset to Metro’s broader community. of those who chose to participate in this process. governance. Her tenure will briefly Most importantly, I remain dedicated overlap with Director Nick Burrows, who to our ongoing cultural development, In December we submitted the will retire from the Board after six years delivered under the Better Metro banner, MRCagney report to government, and in late 2019, at which point the Board will and strive to make Metro a great place to look forward to their review of the return to five Directors. work. I therefore look forward to leading recommendations and playing an active Mr Michael Harris retired from the Metro the Board in our guidance of the company role in the project working group in order board in January 2019 after serving as and provision of support to everyone to progress an operating model in line a Director since December 2013 and at Metro as we work to build a strong with passenger expectations. Chair since December 2016. Metro has culture and WHSE performance that truly benefited tremendously from Michael’s reflects our values of safety, respect, Integrated ticketing input during his time and on behalf of the unity, resilience and service driven. With over 84 per cent of passengers board I thank him for his service, and look regularly using Greencard for their travel, forward to continuing to implement the we acknowledge how significantly strategic priorities that have been guided smart-ticketing contributes to both a by his leadership. METRO ANNUAL REPORT 2018–19 5 CEO’S REPORT At Metro, we’re conscious of the important role we play in connecting our community. We’re delighted more Tasmanians have embraced public transport over the year, and hope to sustain this trend as Metro continues to serve as a major part of the state’s traffic solutions. We know how important service reliability is in attracting and maintaining customer satisfaction, and have been delighted to see a trend of improvement continue, despite ongoing congestion challenges in Hobart. Operations An average day in 2018-19 saw Metro use 219 buses to deliver more than 2,000 services, servicing nearly 3,000 bus
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