Annual Report 2006 (main body) - RTA - NSW Government

(ABOVE) Some of the team members that were
involved in the delivery of the Westlink M7.
(LEFT) RTA employee Jim Papaioannou, splices steel
rope in the workshop of the Sydney Harbour Bridge
maintenance crew.
Development of a fraud risk
management plan.
Finalising the implementation
of a corruption risk assurance
program to strengthen the direct
control of corruption risks by
RTA line management.
Conducting seminars with new and
existing staff as part of induction and
at other appropriate times.These
seminars reinforce the corruptionresistant
culture of the RTA.
The provision of corruption
prevention information through
the RTA’s intranet and quarterly
updates to staff.
Providing advice to staff and
management on a broad range
of corruption risk, ethical, probity
and policy issues.
Strategic and business risk
The RTA is well advanced in the
implementation of a risk management
process to establish a consistent and
whole of RTA approach to business and
strategic risk identification, assessment,
management and reporting. The process
aims to provide formal assurance to the
Executive and the Audit and Risk
Committee that risks are being effectively
managed. Once established, the Executive
meetings will include regular reports on
the Corporate Risk Profile of the
organisation’s most critical risks.
Code of conduct and ethics
The RTA continues to work diligently towards
ensuring a workplace free of harassment,
discrimination or workplace bullying.
Throughout 2005–06, the RTA conducted 55
Harassment Discrimination and Workplace
Bullying Prevention Workshops, attended
by over 1,000 staff.The workshops, in both
metropolitan and regional areas and across
directorates, inform staff of how to define,
manage and prevent such conduct.
The RTA is also committed to resolving
disputes in the workplace with a Grievance
Network program. In 2005–06, the
RTA conducted 47 Grievance Resolution
Workshops attended by over 700 staff
across NSW. These workshops provide
staff with the skills to be able to resolve
interpersonal differences and workplace
difficulties as they arise. Feedback about
both workshops has been very positive.
OUR STAFF
EMPLOYMENT STATUS
Within the RTA’s diverse operations and
services about 47 per cent of staff are
employed in country locations; one third of
regional employees are wages staff and two
third are salaried staff. Many RTA motor
registry and call centre employees are
engaged in permanent part-time work. For
more information about the RTA’s staff
numbers and status, see Table 11 or
Appendix 6.
Leadership survey
During the year, the RTA conducted a survey
with staff with salaries of USS 7 to Senior
Officer 3 (plus Graduates). The main
objectives were to profile this group,
determine what staff intended to do in
the next five years and determine what
key capabilities, skills and professional
development activities should be offered to
potential leaders. Approximately threequarters
of those invited participated in the
survey (the vast majority online), resulting in
an overall sample size of 2011.
The survey showed that:
Around one in three staff surveyed
are over 50 years of age.
The staff are well-educated particularly
in the younger age groups.
Many staff have held a number
of different positions within the RTA
and there are also many who have
worked in the private sector.
Generally staff are satisfied and
comfortable with challenges.
Half of the survey group already
have some line management
responsibilities and/or project
management experience. Many are
currently or have in the past been on
secondment or acted in roles.Two in
five have applied for more senior roles
in the past three years.
Sixteen per cent of staff surveyed
expect to retire in the next five years
with the vast majority of the remainder
expecting to be working at the RTA.
66 VALUE FOR MONEY