Annual Report 2011 / 12 - New Zealand Trade and Enterprise

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10 NEW ZEALAND TRADE AND ENTERPRISE ANNUAL REPORT 2011/12 Our 10 Challenges To further deliver on our strategy NZTE has developed a three-year performance improvement work programme. 2011/12 marked the first year for NZTE delivery of this programme, which is structured around 10 challenges (as depicted below). Through these challenges, our work programme covers both internally and externally focused changes to enable us to better deliver on our purpose of unleashing the international potential of New Zealand businesses. We have made good progress in this first year, with some key achievements including: • Development and implementation of new customer processes to create standard and consistent customer management disciplines and improved service delivery • Agreed customer experience strategy coupled with a comprehensive review of our customer portfolio to ensure we are delivering the optimum services to those companies with the greatest potential • Development of joint work programmes with MBIE, MPI, MFAT, ATEED, and Education NZ • Implementation of new organisational structures (both domestic and international) to refocus resources • Development of internal processes and improved ways of working to support a positive culture change. In September 2012 we reviewed and refreshed the 10 challenges and consolidated them into a new framework of six challenges that will drive our work programme for the coming year. The focus areas for these six challenges in 2012/13 are: 1. Delivering a high growth customer portfolio 2. Developing services designed for customer needs 3. Creating additional value by supporting collaboration amongst customers 4. Realising the potential of our people 5. Putting our knowledge to work for the customer 6. Delivering to customers as NZ Inc. 10 Challenges (2011/12) The focus on this area is… 1. Focus 500 Putting our customers at the centre of what we do, focusing on intensive engagement with 500 companies that have high growth potential, and light touch servicing of an additional 1,500. 2. High-impact programmes Focusing resources on high impact, multi-customer programmes. 3. An integrated service suite Services delivered both in New Zealand and in-market, to support customers on their international journey. 4. Maximum international value Leveraging and aligning our global network to grow our customers, and implementing NZ Inc country strategies. 5. Growth capital Sourcing capital to support company growth. 6. Collaboration Working with NZ Inc to deliver government priorities. 7. Tell the story Telling New Zealand’s story and developing the country brand internationally. 8. Our people Realising the potential of our people. 9. The NZTE way Improving performance and increasing consistency. 10. Resource the challenge Allocating current resources to reflect strategic priorities.
NEW ZEALAND TRADE AND ENTERPRISE ANNUAL REPORT 2011/12 11 Our organisation Organisational capability NZTE ended the year with 497 full time equivalent (FTE) employees in New Zealand and internationally (FTE figures include permanent, fixed term, expat, locally engaged and seconded employees). In addition we were also actively recruiting for 20 FTE positions as at 30 June 2012. About 43 percent of our staff are located overseas and most are locally recruited. NZTE consistently monitors its employee data to ensure the organisation remains efficient and productive. We are focused on providing efficient and effective corporate services that meet the strategic needs of the organisation. Over the last year costs have been contained whilst service has improved. This is reflected in the improvement in our results in the second annual BASS survey (2010/11) when compared with the previous financial year. NZTE has a philosophy of continuous improvement and has a number of projects underway to further increase the effectiveness of our digital platforms. NZTE has a range of Human Resource programmes and policies to ensure that the organisation has the capability to deliver its activities, is a good employer, and offers equal employment opportunities. Where possible, NZTE accommodates approaches from employees for flexible work arrangements. This currently includes part time employment, flexible and fixed working hours, work from home or alternative office locations, and graduated return to work. NZTE has undergone realignment of core functions to ensure we are structured to deliver on our goals. Primarily these changes have been focused on having the right capability in the right teams and locations to deliver on our customer centric approach both domestically and internationally. This ensures that we are positioned to deliver on our organisational purpose, to ‘unleash the international potential of New Zealand businesses to build the nation’s lasting prosperity.’ Numbers and distribution of employees Location Number of FTEs 30-Jun-12 30-Jun-11 30-Jun-10 New Zealand 260 266 321 Offshore 214 220 194 Fixed Term (NZ) 23 34 29 497 520 544
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Annual Report 2011 / 12 - New Zealand Trade and Enterprise

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