2010 ANNUAL REPORT - Watercare

WATERCARE SERVICES LIMITED ANNUAL REPORT 2010TrainingThe company invested an average of $1,395 per employee for educational anddevelopment purposes during 2009/10, providing an average of 25 hours oftraining per employee.The Engineering Graduate Group, established in 2007 to support the developmentof young engineers, continued with six graduates achieving chartered status during2009/10. Also maintained was the regular seminar series introduced in 2008 whereengineering staff present their experiences and learnings from projects in whichthey have been involved.In addition, training and development at operator level also maintained momentumwith a further six staff completing formal qualifications during 2009/10 in eitherwater or wastewater treatment or water reticulation.External and Internal AppointmentsThis is a measure of the way in which positions are filled, by internal promotionand developmental moves or by external appointment. Watercare aims to developstaff and offer internal transfers and promotions wherever appropriate. This yearthe ratio of external to internal appointments is 2.4 (24 external appointments,10 internal appointments) which is a reduction on the 2008/09 achievementof 1.3, partially due to increases in appointments from outside of Watercare dueto integration.As a result of integration, all vacancies since November 2009 have been advertisedwithin Watercare, the LNOs and councils unless the necessary skills and experiencewere unavailable. If appointments from these organisations are considered ‘internal’then the 2009/10 ratio drops significantly to 1.3.Reticulation Serviceperson Mihaka Williams undertakes training that was designed to teach staffwho work in reservoirs about how their bodies react when submerged in very cold water.Employment Equity and DiversityWatercare continues to seek the best candidates for all jobs and has a diverse rangeof employees. The Watercare workforce is represented by over 35 different nationalities.WeblinksStories:Idea of the yearScrap-heap innovation makes task easy at MangereHard work pays offChartering along the path to successGood news arrives by postFigures:Investment in staff Fig. 42Staff service profile Fig. 43Staff demographics Fig. 44Average staff numbers Fig. 45Workforce by employment type, contract and region Fig. 46Objective 9 Develop Staff to their Full PotentialA. Training (bchappell@water.co.nz)Training/study hours per employee 0.5 INFOHRM BENCHMARK3 6 9 12 15 18 21 24 27 30B. External and internal appointments (bchappell@water.co.nz)Ratio of external/internal appointments 0.5 3.25 3.00 2.75 2.50 2.25 2.00 1.75 1.50 1.25 1.00C. Employment equity and diversity (bchappell@water.co.nz) 0.5 0.5 0.5Measureand monitordemographicindicatorsAccreditedemployer withNZISFreedom ofassociationpromotedRemunerationexternallybenchmarkedTargetedemployeedevelopmentprogrammesidentifiedExit interviewresultsincorporated intomanagementdecision-makingSalaries assessedon performanceINFOHRM BENCHMARKAddressdemographictrendsTargetedemployeedevelopmentprogrammes inplacePerformance anddevelopmentreview PADRextended toall staffTarget Target TargetG3LA11,HR3G3HR4,920108.5/102006 2007 2008 20097 8.5 8.5 920104.5/102006 2007 2008 20095.5 7.5 4.5 8.520108.5/102006 2007 2008 20097.5 7.5 8.5 8.5Impact on key areas:SocialEconomicEnvironmentalDevelop staff to their full potentialOverall performance scores out of 102006 2007 2008 20096.5 8 7 8.52010737