COVID-19 Transport Cluster

Critical Roles Workforce Strategy

People Insights and Planning

Latest as of 23 April 2020

Miguel Sumera
A/ Senior Manager Workforce Planning and Mobility

FOR DISCUSSION
The COVID-19 outbreak is a global humanitarian challenge that
Key Insight:
Transport for NSW has a critical part to play in.
Situation
COVID-19, a strand of coronavirus, has emerged as a significant risk to the personal wellbeing of the workforce and As the impact of the COVID-19
operations of Transport for NSW. At the time of writing, the risk to individuals remains low across most regions in NSW,
with all levels of government being proactive in their response to the elevation of risk.
outbreak is expected to be rapid,
short-lived but also significant
Transport for NSW’s enduring priority is to ensure the critical service delivery of safe and reliable transport. We will
need to prepare its operations for wider outbreaks and significant disruption across the network. and to some extent enduring,
leaders need to ensure that they
Complication put the right tactical workforce
COVID-19 still has a lot of unknowns and the response to contain the pandemic is rapidly changing thereby strategy measures in place to
complicating the situation as individuals and organisations seek to quickly understand the risks posed to themselves deal with the immediate impact of
and others. the crisis, and at the same time
The transport network is a key battlefront to managing the outbreak and will require agile responses to workforce re-imagine the “next normal” and
management in high risk areas and resourcing critical roles. implications for how Transport for
The pandemic has exposed vulnerabilities and criticality to all parts of the transport service value chain which may NSW operates.
require a rethink of ways of working and the operational flexibility of roles.
Transport Cluster Stay Informed
Resolution https://www.stayinformed.com.au/novel-
coronavirus-status-update
We propose in this document several workforce strategies for roles identified as critical for business continuity, shaped Australian Government Department of Health Alerts
by their distinct talent, recruitment and risk profile. These can be used as examples to inform the strategies of other https://www.health.gov.au/news/health-alerts/novel-
coronavirus-2019-ncov-health-alert
roles.
NSW Health Coronavirus FAQs
While the outbreak is expected to be short lived, there is a reasonable expectation of significant economic and https://www.health.nsw.gov.au/Infectious/alerts/Pages
consumer behaviour shifts that will prompt a rethinking of a new normal for Transport for NSW. /coronavirus-faqs.aspx
 The curve has flattened in NSW, with the opening of schools in sight.
The cruise ship Ruby Princess discharged 2,700
# of infections # of new cases passengers in Sydney on 19 March 2020.

By 31 March, it had been identified that 440 on the ship

had tested positive for the coronavirus. 21 passengers
3500 had died by 13 April 2020. 250
The first national case of a COVID-19
infection was reported, that of a Prime Minister Scott Morrison
Chinese citizen who arrived from announces Australia wide Stage 1
Guangzhou on 19 January. The lockdown limiting congregations to less
patient received treatment in than 500 people to commence on
3000 Melbourne. Monday 16 March

On the same day, three other 200

patients tested positive in Sydney Second death in Australia, Prime Minister Scott New South Wales Police
after returning from Wuhan. first in NSW – a 95-year old Morrison announces launched a criminal
2500 female at a Sydney aged-care Australia wide investigation into whether
The Australian facility. Stage 2 lockdown the operator of Ruby The NSW
Government announced banning overseas Princess, Carnival Australia, Government
Biosecurity officials travel and significant announces that from
that foreign nationals NSW Minister for Health broke the Biosecurity Act
began screening limits to retail and May 11 — week 150
returning from China were and Medical Research Brad 2015 (Cwth) and NSW state
arrivals on the three
2000 Two new cases reported in ceremonial three of term two —
required to spend a Hazzard announced that laws, by deliberately
weekly flights to NSW were the first cases of gatherings. students will return
fortnight in a third country he was using his powers concealing COVID-19 cases.
Sydney from Wuhan community transmission of to school for one day
before being allowed into under Section 7 of the
the virus in Australia. a week.
Australia. Public Health Act 2010 to
immediately and
1500 indefinitely cancel all
A fifth case in Australia 100
public events with more
(fourth in NSW) was
than 500 attendees.
reported - a 21-year-old Prime Minister Scott Morrison
patient who returned from Prime Minister Scott Morrison
announces Australia wide public
Wuhan and underwent announced that the country was
1000 gatherings will be limited to two
treatment at Westmead activating the Australian Health
people, while also urging Australians
Hospital in Sydney. Sector Emergency Response Plan
over the age of 70, Australians with
for Novel Coronavirus (COVID-19).
chronic illnesss over the age of 60 and 50
Indigenous Australians over the age of
500 50 to stay home.

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 The effects of contracting
COVID-19 may vary from
person to person.
Who are our ‘at risk’ people? What are the working arrangements to protect
our ‘at risk’ people?
The government now defines a person ‘at risk’ as someone who meets one Employees who are considered at a higher risk of infection should be
of the following conditions: transitioned to working from home arrangements, where this is possible in
their role. Managers should take an active role in planning this transition.
Transport strongly encourages staff to consider the option to stay at home
now and will provide support for staff to do so.

a chronic medical condition, such as severe
lung disease, heart disease, kidney disease,
neurological conditions and diabetes
an impaired immune system (such as people
who have cancer or HIV, or who take high
dose corticosteroids)
If it is not possible to work from home, and no alternate duties are available
for staff, they will be able to access paid special leave.
Managers should be provided with evidentiary documentation within a
reasonable timeframe (i.e. within 7 days). Options for evidentiary

70+ requirements to support a request for special leave due to chronic medical
condition may include:

over 60 years of age if they have existing aged 70 or above • Medical certificate (either hard copy or emailed from the doctor)
health conditions or comorbidities • Evidence of a phone consultation with your doctor
• Note and/or certificate from a pharmacist
• Other medical record or report that details the condition

Source:
Aboriginal and Torres Straight Islanders aged Stay Informed - Those at risk
over 50 with pre-existing health conditions https://www.stayinformed.com.au/at-risk
Our most vulnerable staff occupy some roles most heavily
exposed to the public and other people, while living in areas
where contagion is at elevated levels…
Aged over 70
Top 5 roles in Transport
1. School Crossing Supervisors (247)
2. Bus Drivers (76)
3. Customer Services Representative (25)
4. Transportation Attendants (14)
5. Rail-Track Laying and Maintenance Equipment Operators (6)
Aboriginal aged over 50
Top 5 roles in Transport
1. Customer Service Representative (26)
2. Bus Drivers (15)
3. Public Relations Specialists (9)
4. Paving, Surfacing, and Tamping Equipment Operators (7)
5. School Crossing Supervisors (6)

Top 5 Home LGA

Top 5 Home LGA
1. Canterbury-Bankstown (48)
1. Central Coast (18)
2. Northern Beaches (42)
2. Blacktown (14)
3. Bayside (36)
3. Dubbo (13)
4. Hornsby (35)
4. Wollongong (11)
5. Blacktown (33)
5. Canterbury-Bankstown (8)
Each business and workforce of transport will feel the
impact of COVID-19 differently.
Human coronaviruses are spread from someone infected with Role Risk Assessment Factors
COVID-19 virus to other close contacts with that person
through contaminated droplets spread by coughing or
sneezing, or by contact with contaminated hands, surfaces or Does the organisation
objects. have many other
personnel performing the
same or similar function?
Transmission occurs Face to face or close
via contaminated proximity activities are
droplets from an high risk, particularly Does the role require TRANSFERABLE
infected person where there is high
extensive CAPABILTY
coughing and variety and volume of
on-the-job or professional CAPACITY
sneezing. exposure.
training? TRAINING
(time to on-board) AND
ONBOARDING
Transmission can also Activities such as hot
REQUIREMENTS
occur via contact with desking can be high
contaminated hands, risk where there is a GEOGRAPHIC /
surfaces or objects. lapse in regular FUNCTIONAL
hygiene protocols. CONCENTRATION

Airborne spread has Social distancing REMOTE WORKING

Is there risk of collective
not been widely practices are advised FLEXIBILITY
impact as a result of a
reported for COVID-19 to mitigate potential
catastrophic incident?
and it is not believed to risk.
be a major driver of
Can the role only be
transmission based on
available evidence.
performed with public
exposure?
Source:
https://www.health.nsw.gov.au/Infectious/alerts/Pages/coronavirus-faqs.aspx#1-3
All Transport employees will be essential to our recovery.
Our critical services for business continuity can be clustered
into three areas.
In a recent business continuity maturity attestation to the NSW State Emergency Operations,
the Secretary noted that the critical services provided across the Cluster include:

Service Critical Business Critical Economical /

Societally Critical

• Safe and efficient operation of the transport
services and networks, supported by key
operations centres such as Transport
Management Centre (TMC), Rail Operations
Centre (ROC), and Regional Transport Operations
Centre (RTOC)
• Essential maintenance and emergency response
capabilities across the transport networks and
assets, including the marine pollution response
• Communications to customers and staff regarding
safety and network impacts
• Maintaining availability of critical IT applications
including: Equip. DRIVES, GLS, Office 365
• Maintain functionality of critical operational
technologies such as Intelligent Transport Systems
(ITS)
• Provide security to critical infrastructure assets
• Provide the services assets and regulatory
environment to ensure the safe transport of
customers and goods across the state,
supporting the delivery of critical social services
and economic activity
• Maintain programs for delivery of capital projects,
including 3rd party supply issues

e.g. Bus drivers, asset (road and rail) maintenance e.g. IT services, payroll, legal, operational reporting, e.g. Procurement, grant providers, executives
workers, cleaners, customer service providers partnering, security and business resilience with financial delegations
 The Transport for NSW workers who face the greatest
coronavirus risk High Risk
Overview
Each bubble on this chart represents an occupation.
1
The bigger the bubble, the more of our staff in that
role.

1. Our Bus Drivers, Cleaners and Transportation

Attendants experience the most risk given the front-
line service nature and exposure or effects from the
public. 2

2. Our Compliance functions may be exposed to the

public in the conduct of their duties (such as vehicle
3
inspection) and their capability for remote working
may vary from task to task, thereby targeted
operational changes may be warranted.

3. Our Maintenance staff typically operate in groups, 4

and have low capability to practice social distancing
measures in their operations.

4. Our ICT functions may often collaborate with others

face to face, but would have well developed remote
working practices embedded should the need arise.

No risk High Risk

Critical workforce across Sydney Metropolitan Area
by Local Government Area (LGA)
Confirmed Cases of COVID-19
Waverley accounts for almost 10% of confirmed cases (180) in the Sydney Metropolitan area. Sydney Metro as of 21 April 2020

Locally acquired COVID-19 cases remain low, though clusters identified in Waverley, Sydney, Randwick
and Northern Beaches.

Number of Local Government Areas Service Critical roles vulnerable to

confirmed cases complete lockdown
10-79 Inner West, Ryde, Cumberland, Bus Drivers, Transit and Intercity (1480),
(Medium risk) Ku-ring-gai, Bayside, Penrith, The Hills Locomotive Engineers (893), Customer Service
Shire, Georges River, Hornsby, North Representatives (791), Transportation Attendants,
Sydney, Parramatta, Mosman Except Flight Attendants (615), Office Clerks (495)
Lane Cove, Liverpool, Camden,
Campbelltown, Hawkesbury, Blue
Mountains, Fairfield, Willoughby, Hunters Service Critical Workforce
Hill, Canada Bay Work Location Sydney Metro
80-159 Sydney, Northern Beaches, Blacktown, Bus Drivers, Transit and Intercity (1101), Customer
(Elevated risk) Woollahra, Sutherland Shire, Canterbury- Service Representatives (920), Locomotive
Bankstown, Randwick Engineers (716), Transportation Attendants, Except
Flight Attendants (655), School Crossing
Supervisors (587)
160 or Greater Waverley Bus Drivers, Transit and Intercity (301),
(High risk) Construction Managers (22)

This map shows confirmed COVID-19 cases only (based on location of usual residence). Cases without a NSW residential address are not shown.
The case definition of a confirmed case is a person who tests positive to a validated specific SARS-CoV-2 nucleic acid test or has the virus identified
by electron microscopy or viral culture, at a reference laboratory.
Source: https://www.health.nsw.gov.au/Infectious/diseases/Pages/covid-19-latest.aspx
Critical workforce across NSW by Local Government Area
(LGA)
The Central Coast accounts for more than 10% of confirmed cases (116) outside the Sydney Metropolitan area. Confirmed Cases of COVID-19
Rest of NSW as of 21 April 2020
Locally acquired COVID-19 cases remain low in regional areas.

Number of Local Government Areas Service Critical roles vulnerable to

confirmed cases complete lockdown
10-79 Eurobodalla, Queanbeyan-Palerang School Crossing Supervisors (334), Locomotive
(Medium risk) Regional, Wagga Wagga, Tamworth Engineers (192), Customer Service
Regional, Coffs Harbour, Tweed, Byron, Representatives (170), Transportation Attendants,
Shellharbour, Wingecarribee, Cessnock, Except Flight Attendants (149), Civil Engineers
Maitland, Port Macquarie-Hastings, (100)
Shoalhaven, Port Stephens, Mid-Coast,
Lake Macquarie, Newcastle, Wollongong
80-159 Central Coast Customer Service Representatives (83), Service Critical Workforce
Work Location Rest of NSW
(Elevated risk) Locomotive Engineers (41), Transportation
Attendants, Except Flight Attendants (41), Rail-
Track Laying and Maintenance Equipment
Operators (34), Paving, Surfacing, and Tamping
Equipment Operators (29)
160 or Greater None
(High risk)

This map shows confirmed COVID-19 cases only (based on location of usual residence). Cases without a NSW residential address are not shown.
The case definition of a confirmed case is a person who tests positive to a validated specific SARS-CoV-2 nucleic acid test or has the virus identified
by electron microscopy or viral culture, at a reference laboratory.
Source: https://www.health.nsw.gov.au/Infectious/diseases/Pages/covid-19-latest.aspx
Functional areas at High-Risk of direct disruption to COVID-19
outbreak
Consider the following criteria to assess Most impacted business areas to COVID-19 disruption directly
the level of disruption Workplace LGA Elevated or Greater COVID-19 Risk
Service Critical Workforce Age Profile
➢ If most operations are in/near affected areas >50
➢ If the workforce has a high proportion of staff in high Safety Environment & Regulation,
risk/vulnerability groups such as age profile greater than 50 Regulatory Operations 100% 36%
➢ If products or services are highly customised, requires skilled Safety Environment & Regulation, Insights
96% 78%
& Engagement
talent, and/or specialised equipment / infrastructure
Greater Sydney, State Transit Authority
➢ If industry/functional area was already under stress prior to 88% 41%
the impact of the COVID outbreak was felt Regional and Outer Metropolitan, NSW
➢ If the business tends to keep a higher level of component Trains 72% 40%
inventory Greater Sydney, Sydney Trains
67% 24%
Low High

Overview
• Our Compliance Operations Inspectors within SER-Regulatory Operations have a significant cohort incidentally based in the COVID-19 LGA hotspots of Blacktown
and Central Coast. The public facing nature of the roles put them particularly at risk to exposure should cases escalate in these two areas.
• School Crossing Supervisors within SER-Insights & Engagement are a particular at-risk group with a significantly older age profile and close public engagement
around schools.
• Bus Drivers within GS-State Transit Authority navigate in many COVID-19 LGA hotspots and are at great risk of exposure given their public operational profile and
older workforce.
• Train Drivers within ROM-NSW Trains and GS-Sydney Trains are typically less exposed to the public in general when compared to bus drivers, but operate within close
quarters of other staff members during shifts who are more exposed to the public.
What critical role and resourcing strategies could we use?

Workforce Strategy Overview Target Roles

Risk Management – Modify work behaviours or practices to limit potential All workers critical and non-critical (working from home).
exposure to COVID-19. e.g. Working from home and shift Asset Maintenance (shift modification).
Loss Prevention management practices.

Conventional recruitment Business as usual filling of roles that become vacant or are All roles that do not require urgent fill.
created.

Internal mobilisation Talent matching to roles that are temporarily vacant. e.g. Roles with a large talent pool within the agency, must be filled
HDA, secondment and EOIs. immediately and/or provide valuable developmental opportunities.
(e.g. Critical Executives, shared service roles - payroll)

Interagency and industry Talent matching to roles that are temporarily vacant from Roles with a large talent pool outside the agency, must be filled
outside the Transport cluster. e.g. interagency secondment immediately, that could provide valuable developmental
temporary workforce or temporary government placements. opportunities and/or industry stimulus.
transfers (e.g. project engineers, customer service roles)

Reengagement of Reinstatement of legacy workforce on a temporary basis. Roles with extremely specialist skill sets and/or
licences/qualifications that cannot be replaced internally or
separated or retired talent externally.
(e.g., signals staff, limited capability in Train Drivers)

Temporary outsourcing Temporary outsourcing of a role or function that cannot be Critical roles that cannot be replaced by any other strategy and that
replaced by any other strategy. are required for business continuity.
(e.g. ICT security, infrastructure management)

Automation Expedite projects in play to automate agency functions that Roles with repeatable operations.
cannot be replaced by any other strategy (e.g. vehicle operations, accounting, help desks and customer
functions)
Bus Drivers: An older workforce servicing a critical
transport network, heavily exposed to public contact.
Overview of Workforce Strategy Overall Role Risk Assessment: Moderate

Overview
Low Risk – Large Talent Pool TRANSFERABLE
Managing the Bus Driver workforce is complicated by their constant exposure to the public, at-risk age profile and CAPABILTY
inability to work remotely. However, the Talent Pool for this workforce is relatively large and the on-boarding for
TRAINING CAPACITY
licensed staff is short, so the following Talent strategies are recommended:
AND
Internal Mobilisation Low Risk – Short on boarding lead time ONBOARDING
REQUIREMENTS
GEOGRAPHIC /
That large Talent pool of casual Bus Drivers means internal mobilisation in response to workforce vacancies is the
FUNCTIONAL
suggested Talent management strategy.
CONCENTRATION

Industry Placements

The relatively large Talent Pool of Bus Drivers and the Public/ Private partnership for provision of Bus services High Risk – Workforce organised at Depots
means that TfNSW may be in a position to support private bus operators whose services would otherwise be
disrupted through temporary placements of TfNSW staff with those operators. Additional pools can be drawn from REMOTE WORKING
stood down bus staff from airlines. FLEXIBILITY

High Risk – Workforce cannot work remotely

N=2,881
Complications Indicators to monitor
➢ Age Profile of the Workforce ➢ LGA COVID-19 infection rates
➢ Inflexibility of the nature of the work ➢ Sick leave and Special Leave utilisation rate 25 to 34 35 to 44 45 to 54 55 to 64 65 & Over

➢ Network patronage
➢ Private sector demand – (workforce transfers) 0% 9% 23% 30% 30% 9%

North
Northern Beaches Ryde Randwick Bayside Willoughby Waverley Sydney

22% 21% 16% 15% 11% 10% 5%

ICT Security and Infrastructure: Pressures on ICT network
during crisis expose criticality of the workforce.
Overview of Workforce Strategy Overall Role Risk Assessment: High

Overview
High Risk – Small Talent Pool TRANSFERABLE
ICT Security and Infrastructure skillsets will be in high demand for the duration of the pandemic due to the CAPABILTY
increased requirement to support working from home. As such, TfNSW P&C will focus on:
TRAINING CAPACITY

Internal Mobilisation AND

High Risk – Long training lead time ONBOARDING

TfNSW P&C will focus on prioritising internal capability away from non-critical projects and towards the expansion REQUIREMENTS
GEOGRAPHIC /
and support of existing ICT infrastructure that facilitates remote work.
FUNCTIONAL
CONCENTRATION
Note: Due to the divergent skillsets requires to support bespoke or legacy systems, the capacity of TfNSW to
internally mobilise its ICT workforce is likely to be limited.
High Risk – Workforce concentrated at Macquarie
Temporary / Partial Outsourcing Park and Burwood

Where internal mobilisation is not possible, TfNSW could look to industry to temporarily support critical ICT REMOTE WORKING
functions where Talent cannot be sourced through any other measure.
Moderate Risk – Some of the workforce cannot FLEXIBILITY

work remotely

N=1,108
Complications Indicators to monitor
15 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 & Over
➢ Geographic concentration of roles ➢ Vacancy rates of roles supporting critical systems
➢ Limited Talent Pool ➢ Rates of special and sick leave utilisation
1% 14% 40% 27% 15% 2%
➢ Extensive organisational use of bespoke systems ➢ Uptake rate for working from home (organisational)
(DRIVES, etc.) ➢ Update rate for working from home (ICT)

Cumberland
Canterbury
Bankstown

Willoughby

Inner West
Parramatta

Waverley
➢ Reliability of remote access to essential systems ➢ LGA COVID-19 infection rate

Burwood

Bayside
Hunters
Sydney

Other
Hill
34% 18% 12% 11% 9% 5%3%2%
Payroll: A critical enabling workforce that is highly
geographically concentrated.
Overview of Workforce Strategy Overall Role Risk Assessment: Low / Moderate

Overview
Moderate Risk – Somewhat large Talent Pool TRANSFERABLE
The relatively large size, ability of the workforce to work remotely, and the moderate training lead time for payroll CAPABILTY
positions make the following Talent strategies feasible:
TRAINING CAPACITY

Internal Mobilisation Low/ Moderate – Short training lead AND

ONBOARDING
The relatively low/ moderate learning curve for Payroll systems and processes makes internal mobilisation a viable
time
REQUIREMENTS
GEOGRAPHIC /
strategy for the filling of temporary vacancies in this workforce. In the first instance, TfNSW P&C will focus on:
FUNCTIONAL
CONCENTRATION
• Identifying transferable skillsets (knowledge of SAP, a degree of HR knowledge, etc.)
• Developing or refreshing Standard Operating Procedures and guidance for Payroll systems and processes
• Mobilising the Talent Pool identified through internal EOIs or directed secondments into critical Payroll positions
High Risk – Workforce concentrated at Burwood
Conventional Recruitment

The relatively ubiquitous nature of the systems and processes used by Payroll practitioners makes prioritised
Low / Moderate Risk – Some of the workforce can REMOTE WORKING
FLEXIBILITY
conventional recruitment a viable Talent Strategy for this key workforce. TfNSW P&C will prioritise Payroll work remotely (Sydney Trains, Trainlink and STA
vacancies for external recruitment to diminish the possibility of internal “cannibalisation” of related roles/ positions. timesheets are still managed with pen and paper)

N=127
Complications Indicators to monitor
➢ Geographic concentration of roles ➢ Payroll performance metrics 15 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 & Over

➢ Differences in Industrial Relations/ Pay systems by ➢ Vacancy rates

Agency ➢ Rates of special and sick leave utilisation 2% 12% 26% 29% 27% 5%
➢ Reliability of remote access to SAP ➢ Uptake rate for working from home

Newcastle
➢ LGA COVID-19 infection rate

Burwood

Other
89% 8% 3%
Critical Executive: The sharp economic disruption has meant
suppliers will rely on Transport as a reliable customer more
than ever.
Overview of Workforce Strategy Overall Role Risk Assessment: Low
Overview Moderate – Large Talent Pool, but highly
specialised roles TRANSFERABLE
Some Transport Executives hold significant Statutory, Organisational and/ or Financial Delegations which will be
essential in: CAPABILTY
• Supporting the organisational response (internal mobilisation, temporary merging of reporting structures, etc.) TRAINING CAPACITY
• Ensuring the financial viability of Transport suppliers and Australian businesses that rely on supplying TfNSW
AND
with good and services.
• Maintaining organisational compliance with regulations and legislation. High – Long developmental lead time ONBOARDING
REQUIREMENTS
GEOGRAPHIC /
Internal Mobility FUNCTIONAL
CONCENTRATION
Due to the requirement to have critical Executive roles filled continuously, internal mobility will be prioritised as the
fastest mechanism for filling vacancies. Appropriate Talent should be sourced from non-Critical Executive roles at Moderate – Workforce concentrated at Sydney and
level and as development opportunities from more junior staff in the same or comparable organisational units. Burwood
Inter-Agency Mobility
REMOTE WORKING
Where suitable internal Talent cannot be found within the Transport Cluster, and appropriate skillsets exist in NSW FLEXIBILITY
Government Agencies not providing essential services, Inter-Agency mobility should be prioritised as the fastest
mechanism for filling hard-to-staff vacant Executive positions.
Low – The workforce can work remotely

N=1031
Complications Indicators to monitor 15 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 & Over

➢ Difficulty identifying statutory/ regulatory authority ➢ LGA COVID-19 infection rates

1% 18% 32% 29% 17% 2%
holders ➢ Executive role vacancy rate
➢ Individual/ non-standardised nature of Executive roles ➢ Uptake rate of working from home

North Sydney
Cumberland

Canterbury-

Inner West
Bankstown
Parramatta
➢ Learning ➢ Major project milestones

Burwood

Bayside
Sydney

Other
➢ Invoice processing/ approval times
➢ Sick leave and Special Leave utilisation rate
45% 14% 7% 7% 5% 5%2%
2% 12%
Freight Modeller: Short to medium term demand in freight
network utilisation will require rapid adjustment by TfNSW.

Overview of Workforce Strategy Overall Role Risk Assessment: Moderate

The extremely small size and relative scarcity of network modelling skillsets introduces significant Talent risk that
must be managed.
Moderate/ High – Small Talent Pool TRANSFERABLE
Internal Mobility CAPABILTY

TRAINING CAPACITY
While the Talent pool for the specific Freight Modeller roles is extremely small, modelling skills exist through the
AND
Traffic Engineering and Modelling workforce which could be utilised with some lead time for those modellers to
develop freight-specific knowledge and familiarity with freight processes and systems High – Long developmental lead time ONBOARDING
REQUIREMENTS
GEOGRAPHIC /
Inter-Agency Mobility FUNCTIONAL
CONCENTRATION
Where suitable internal Talent cannot be found within the Transport Cluster, and appropriate skillsets exist in NSW
Government Agencies not providing essential services, Inter-Agency mobility should be prioritised as the fastest
mechanism for filling hard-to-staff vacant Freight Modelling positions.
High – Workforce concentrated at Chippendale
Re-engagement of Retired or Separated Modelling Talent
REMOTE WORKING
Given the importance and relative scarcity of modelling Talent in the business, where appropriate Talent cannot be Low / Moderate – Some of the workforce can work FLEXIBILITY
sourced within the Agency, Cluster or Sector, consideration should be given to seeking out and voluntarily re- remotely (some operations need to work on site)
engaging individuals with the correct skillset who have retired or voluntarily separated from Modeller roles.
N=254
Complications Indicators to monitor 15 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 & Over

➢ Extremely small workforce ➢ LGA COVID-19 infection rates

➢ Industry-specific knowledge requirements ➢ Role vacancy rate 1% 28% 31% 21% 17% 2%
➢ Short-to-Medium term unpredictability in role ➢ Demand for freight modelling services
requirements and workload. ➢ Uptake rate of working from home
➢ Sick leave and Special Leave utilisation rate Sydney Bayside Parramatta Other

53% 27% 5% 15%

 # of staff able to work remotely

% of workforce able
to work remotely
500
1000
1500
2000
2500

0
Business Management
Leadership
Engagement and Education

82%
Compliance

Commission
Point to Point
Operations
Strategic Issues and Government…
Executive Support
Executive Coordination
Corporate Planning and Performance
Cabinet Services

70%
Audit and Risk
Financial Planning and Analysis

Office of the Secretary

Audit and Assurance
Office of Chief People Officer
Workforce Relations
Business Partnering

Culture

53%
Learning and Development

People and
People Experince
Finance & Commercial
Office of the Deputy Secretary
Network and Assets
Planning & Programs

18%
NSW Trains

Regional and
Community and Place

Outer Metropolitan
Office of Deputy Secretary
Safety
Asset Management Branch
47% CRSMS
Insights and Engagement
and Regulation

Environment and Sustainability

Safety, Environment

Regulatory Operations
Office of the Deputy Secretary
Regional Project Delivery
Strategy & Implementation
Rail Delivery
72%

Development Office
Sydney Project Delivery
Finance & Commercial
Infrastructure & Place

Technical Services
Office of the Deputy Secretary
Advanced Analytics and Insights
Freight
Customer Strategy & Experience
Transport Planning
99%
Technology

Customer Payment Services

Public Affairs & Marketing
Customer Strategy &

Technology & Innovation

Workplaces
reimagine and adapt how our frontline staff work…

Commercial & Strategic Projects

Legal Privacy and Information Access
Group Finance and Investment
Services
Corporate

TSS
~100%

Group IT
Bus Procurement
Office of the Deputy Secretary
Finance & Commercial
Working from home: According to our BCPs, only 30.1% of

Community & Place

the transport workforce can work remotely, requiring us to

STA
19%

Operations
Sydney Metro
Greater Sydney

Planning & Programs

Sydney Trains
 On-site employee safety: Changing shift patterns is an option
to limit exposure
Current situation – 3 shifts Option 1 – Reduction in shifts Description Pros Cons

Day M T W T F 16h x 5day model Incremental change, easy to Daily ram ups and downs causing
24 hours x 5 days model
implement inefficiencies
Operators dedicated to either Line 1 or Line 2
Line 1 5 ramp ups per week
Dedicated people to each line Process cycle time must be shorter
Allows for deep cleaning on 3rd shift than 16h if cannot be interrupted
Line 2 Maintenance can be done in 3rd shift

Flexible

Option 2 – Reduction in pace

Day M T W T F
Day M T W T F 24h x 5day model Incremental change, easy to Depending on process, can result in
Line 1 implement inefficiencies
Production run at lower speed
Line 1
(less FTEs assigned to lines) Dedicated people to each line
Line 2
Line 2 Flexible

One ramp-up and down per week

Option 3 – Dedication to a line

Day M T W T F 24h x 5day model Machines productive, time/running Cross training is needed for whole
time ratio is maximised staff, more difficult to implement
Line 1 Operators are dedicated to line 1
and then to line 2 – creating time One ramp-up and down per week Needs good demand forecast
barrier for interline contact
Line 2

Adapted from McKinsey and Co. COVID-19 Briefing materials 25 March 2020
 Redeployment: Redeploying our underutilised workforce to
where they are needed most during this time

Our growing maturity in role design and standardisation via our Job Families framework enables better
organisational intelligence and greater flexibility to redirect our underused workforce to areas which may
Work Unit Example
need additional resources and resolve the imbalance. Foundational to this effort is good data governance
Redeploys to Needed
to the allocation of ANZSCO at the point of role description registration. Underutilised
Functions
Skills are the currency of the crisis and key to building shared workforce resilience that can power the Facilities Customer
roadmap for our business, its people and the customers we serve. Information
L&D IT
Skills mapping in action: From Customer Service to Emergency Dispatcher
Employee
SCS Program relations
Customer Service Current Skills Skill Similarities Emergency
Representative Dispatcher
Interact with customers to Operate radio, telephone,
provide information in Time Management Communication Skills or computer equipment at Role Example
response to inquiries Verbal/Oral Communication emergency response
about products and centers. Receive reports
services and to handle Record Keeping from the public of crimes, Redeploys to Needed
Customer Record Keeping Underutilised
and resolve complaints. disturbances, fires, and Roles
Customer Care medical or police Buyers,
emergencies. Relay Logistics
Planning Purchasing Analysts
Quality Management information to law
Agents
enforcement and
Quality Assurance and Control emergency response Procurement
personnel. May maintain Property
contact with caller until Managers Logistics
responders arrive. Managers
Bus Drivers
 What transport business leaders should look for in the
coming weeks?
There are three questions business leaders are asking, and a small number of indicators can give clues
Depth of disruption Length of disruption Shape of recovery

How deep are the demand reductions? How long could the disruption last? What shape could recovery take?
Indicators to monitor Indicators to monitor Indicators to monitor
Time to implement social distancing after community Rate of change of cases Effective integration of public health measures with
transmission confirmed Evidence of virus seasonality economic activity (e.g. rapid testing as pre-requisite
Number of cases – absolute (expect surge as testing Test count per million people for flying)
expands) % of cases treated at home Potential for different disease characteristics over
Geographic distribution of cases relative to economic % utilisation of hospital beds (overstretched system time (e.g. mutation, reinfection)
contribution recovers slower) Re-emergence of waves of infections
Availability of therapies
Extent of public transport patronage shift Case fatality ratio vs. other countries Degree of public spending on new or existing
Extent of road network usage infrastructure projects
Extent and type of freight traffic (imports and exports) Late payments/credit defaults Government borrowing rate
Extent of consumer behaviour change (delivery, in- Stock market and volatility indexes Early private and public sector actions during
person, etc.) Purchasing managers index the pandemic to ensure economic restart
Extent of travel reduction and restriction Initial claims for unemployment Epidemiological Economic
indicator indicator
Adapted from McKinsey and Co. COVID-19 Briefing materials 25 March 2020
Key takeaways
Takeaway #1
There is no plan to go back to what was
before
But this has always been a feature in
Transport for NSW’s journey whether the
catalyst for change has come from
technological disruption to the response to
terrorism. Our only direction is forward.
Takeaway #4
In a crisis, opportunities can also be
found
This crisis has exposed many of the barriers
to flexible working as habitual and can be
overcome. This opens up new opportunities
with expanding our talent pool in regional
areas and other discrete populations.
Takeaway #2
Now more than ever, data will drive how
we operate
The recovery from the pandemic will have a
lot of stops and starts. Transport will rely on
data driven insights to inform everything
from daily operations to more longer-term
strategic outlook.
Takeaway #5
Reimagine Ways of Working
Consider how newly adapted practices will
endure as part of a new normal in a post
COVID-19 world.
Takeaway #3
Our insights are only as good as our data
The quality of workforce analysis we can
provide is critically determined by the quality
of data we receive, particularly with the
allocation of ANZSCO and PCAT codes on
roles. We encourage rigorous assignment of
these codes to ensure we have the best
intelligence.
Takeaway #6
The recovery will require a different
workforce strategy than the crisis
While many of the ways of working will
continue into our recovery phase and
beyond, the economic and political
landscape has undoubtedly changed, and
the composition of transport demand has
shifted which we will need to respond to.
 Miguel Sumera
A / Senior Manager Workforce Planning and Mobility
Authored by

And a special thanks Tom Robson

Senior Workforce Planner
to those who
David Clemente
supported this Manager Workforce Insights & Analytics

report. Andy Kwong

Analyst

Peter Heys
Associate Director Talent Operations, People & Culture
 How can we help with your workforce strategy?
If any piece of this analysis is of interest to you and would like further exploration for your business please contact the
People Insights and Planning team on:

HR.Analytics@rms.nsw.gov.au

Jeff Ozog
A/ Senior Workforce Planner
Jeff.Ozog@transport.nsw.gov.au

Corporate People and Infrastructure and Customer Greater Regional and Outer Safety, Office of P2P
Services Culture Place Strategy and Sydney Metropolitan Environmen the Commissio
Technology t and Secretary n
Regulation

Bethany Williams Ana Pascua Eliana Kostolanyova Andrew Ghosn Gouthami Reddy
Workforce Planner Workforce Planner Workforce Planner Workforce Planner Workforce Planner
Bethany.L.Williams@transport.nsw.gov.a Ana.Pascua@transport.nsw.gov.au Eliana.Kostolanyova@transport.nsw.gov.au Andrew.Ghosn@transport.nsw.gov.au Gouthami.Reddy@transport.nsw.gov.au
u
For information and guidance on
Transport’s response to COVID-19
please contact the Taskforce:

Leader.covid19@transport.nsw.gov.au