FAIRFAX MEDIA ANNUAL REPORT 2013 losttIME InjuRIEs & lost  tIME InjuRy FREQuEnCy RAtE 08/09 09/10 10/11 11/12 12/13 100 80 60 40 20 0 5 4 3 2 1 0 NO. OF LTIs LTIFR LTIs LTIFR Fairfax has continued to improve its workplace safety record during the past 12 months.  The number of Lost Time Injuries has decreased, and the Company’s commitment to injury  management and return to work processes has improved. This is reflected in reductions  in Workers Compensation premiums since 2009. Lost Time Injury frequency rates have increased slightly during the past 12 months as  a result of reduced employment hours attributed to staff reductions. The Company has also introduced a new internal safety auditing process that aligns with  the Australian and New Zealand National 4801 Safety Standards. The audits will be in  addition to operational site audits and will assist the organisation to achieve best practice  in Work Health and Safety and compliance. Real-time working is a set of physical, behavioural and technological strategies that enable  more flexible and efficient work practices by individuals and teams. It recognises a wide  spectrum of work styles and acknowledges that, on any given day, people will have  different activities that require varying levels of concentration or collaboration. Real-time working is supported by appropriate tools such as wireless and cloud IT solutions. Real-time working has provided Fairfax with a workplace that is much more flexible and  adaptive to the needs of our people. Our values and cultural drivers are also embedded within our internal projects. For example,  many of our internal programs such as the Fairfax Mentoring Program and our Leadership  Development programs emphasise teaching, role-modelling and demonstrating Fairfax’s  Culture and Values. In 2013, about 475 employees participated in leadership programs  across the business, while 572 employees participated in Fairfax’s mentoring programs. Following the launch of Fairfax’s Culture and Values program in 2012, several initiatives have  been underway to embed our values. Initiatives include integrating company values into  our performance management system, which brings a focus on both our business and  behavioural goals. Recognition awards have also been established to commend employees  for outstanding achievement, behaviours and contributions to the Company in line with  Fairfax’s Culture and Values. Maintaining and improving staff engagement is important to our ability to attra ct and  retain talented people and to deliver on our business strategy. We obtain staff f eedback  via annual comprehensive staff surveys, interim pulse surveys, our company in tranet, and  annual performance reviews. We benchmark staff engagement levels and set  clear goals  for improvement. Our annual company-wide alignment and engagement staff survey, held durin g July  and August 2012, received a response rate of 63 per cent. Compared with last year, the survey revealed improved understanding by sta ff and better  communication by senior management of the Company’s strategic direction. F ocus groups  across the business identified “investment in people” as a key area of focus for  the year to  further improve results. Initiatives to address this focus area included the introduct ion of reward  and recognition programs, improved communication around learning and dev elopment  programs, and the implementation of a new performance management frame work. EngAgEMEnt CultuRE & vAluEs woRKPlACE sAFEty REAl-tIME woRKIng