KPIs
Michelle Weidner – a Dutch intern on 6-months work experience measuring CO2 respired from roots, fungi and the soil in the greenhouse gas research facility. Image - J Hunt
Leadership, engagement and organisational culture:
- This year, because of the extensive restructuring of our science programmes into Portfolios, our staff engagement survey was postponed. Staff were widely consulted with and formed a key part of the decision making regarding our new science framework, including the number and nature of Portfolios.
- Members of the Senior Leadership Team participated in a 360-degree survey of their leadership styles; feedback and actions were integrated into performance plans.
- The third cohort of tier 3 and tier 4 leaders successfully completed the various modules of our 12-month Leadership Development Programme. The majority of leaders at this level have now completed this programme.
Talent management (turnover of key staff):
- Two of our Senior Leadership Team (tier 2) resigned this year. Two new members were appointed from outside the organisation. At tier 3, no key science staff left. Our new science framework has created opportunities for talented staff to progress into tier 3 roles.
Good employer:
- Our performance is reported in detail online
www.landcareresearch.co.nz/about/sustainability/oursustainability-progress/our-people - EEO; gender, age, length of service and pay equity; diversity and commitment to Treaty obligations are covered under Good Employer
www.landcareresearch.co.nz/about/sustainability/oursustainability-progress/our-people/good-employer
Human resources
| For the year ended 30 June: | 2008 | 2009 | 2010 | 2011 | 2012 |
| Total staff (FTEs) in Landcare Research | 394 | 383 | 377 | 379 | 356 |
In science teams |
288 | 269 | 263 | 261 | 250 |
With postgraduate qualifications (Head Count) |
225 | 146 | 210 | 210 | 1952 |
In science support |
46 | 45 | 43 | 45 | 44 |
In general support |
60 | 69 | 71 | 73 | 62 |
| carboNZero Holdings (subsidiary) staff | - | - | - | - | 19 |
| Sirtrack1 (subsidiary) staff | 44 | 38 | 40 | 32 | - |
| Women (% science team staff) | 34% | 31.2% | 36.1% | 37.6% | 38.4% |
| Women recruited (% science team staff recruited) | 40% | 42.9% | 38.1% | 62.5% | 48% |
| Maori science staff (HC) | NA | 8 | 10 | 9 | 8 |
| Lost-time injuries | 7 | 6 | 3 | 1 | 13 |
| Days lost per lost-time injury | 2.3 | 1.5 | 1.7 | 1.8 | 40.64 |
| Staff turnover | 10% | 12.6% | 9.2% | 14.7% | 11.5%5 |
| Turnover of key senior scientists | 0 | 0 6% | 0 | 3.4% | 8.6%6 |
1 Sold to Lotek Wireless Inc. in November 2011
2 In addition, 25 science support staff and 15 general support staff have postgraduate quali.cations
3 Lost-time injuries per million hours worked = 1.4 (includes injuries where only a part day was lost)
4 A fall from a ladder resulted from a momentary decision not to follow the required procedure (to have a colleague stabilise the ladder when on it), which had been adhered to just prior to the fall. Fortunately the injured staff member has now made a full recovery and transitioned back to full-time work.
5 Turnover of science staff = 10.2%; science support = 10.6%; general support = 17.4%
6 Key senior scientist = Band 6, Science Team Leader or Science GM.
Workplace culture
‘Manaaki whenua – manaaki tangata’ reflects our environmental research and our attitude to our communities, stakeholders and each other. These values have been particularly evidenced by the compassion and tangible help shown by staff to colleagues and communities affected by the ongoing Canterbury earthquakes. We are committed to being .exible in work arrangements and supporting staff who are affected by the earthquakes or any other dif.cult circumstances.
In keeping with our EEO commitments, we encourage a ‘one Landcare Research’ culture irrespective of role, location, ethnicity or gender. Our staff are highly motivated and we have a high level of engagement in what the organisation does and how it is done.
We continue to build our core Maori capacity and bicultural ethos by providing te reo tuition at several sites, and encouraging staff to participate in courses (some of which are marae-based) covering tikanga Maori and the Treaty of Waitangi. New staff are welcomed and departing staff fare-welled with waiata at informal gatherings that are a friendly complement to the formal induction and exit processes.
Leadership
As part of restructuring our science programmes into 10 Portfolios, we appointed 10 Portfolio Leaders (Tier 3 positions), nine of whom were internal appointments and one is a joint position with Lincoln University. Portfolios are .exible, responsive to end-users’ needs, reasonably dynamic and the focal point for interacting with key stakeholders. Portfolio leadership is a part-time role, ensuring staff also have time to pursue research.
We manage our science and IT capability within eight teams that report to the Chief Scientist. Teams are the long-term collegial ‘home’ for staff where they are able to develop skills and experience, plan career paths, and develop new ideas. The Chief Scientist and Science Team Leaders service the changing capability and capacity needs of the Portfolios. All but one Team Leader were internal appointments. All appointments were based on merit and four of the eight Team Leaders, and five of the 10 Portfolio Leaders are female, which highlights the equitable gender balance we now have.
Talent
In order to develop talent and new research ideas, we invest a subset of our Core funding in inward and outward fellowships, and postgraduate and postdoctoral training. This year we supported a number PhD students (either staff undertaking further study or the PhD study is an integral part of research programmes). We spent $1788 per FTE (equivalent to 2.49% of our payroll) on direct training, which includes conferences, training courses and further postgraduate study for our staff (but excludes travel allowances). Three technicians benefited from our $5000 study grant to enable specialist external training that otherwise would be unavailable. We also continue to support our First Foundation Scholar who is now in his first year studying Forestry at the University of Canterbury.
Compliance, systems & service
All staff have access (via our intranet) to our company policies. All staff are given equal opportunities to participate in, and contribute to, employment processes that are transparent, fair, and equitable.
In terms of Health & Safety, we have continued our Tertiary Level status under the ACC Workplace Safety Management Practices programme, and this re.ects our very sincere commitment to best practice in .eld and laboratory work, when handling equipment, and working in the office. Forty-one staff, including six PSA union representatives, have input through health and safety committees at our five largest sites (97.5% of staff).
Fieldwork is carried out in all weathers and typically in very challenging environments – rugged, remote terrain. We have closely-monitored systems and processes in place to mitigate hazards. In addition, we hold an annual ‘.eld forum’ to discuss best practice, emergency management, and other important health and safety issues for working outdoors. The 2012 Field Forum (the fifth one held) was attended by 12 staff.
In addition, employees with any potential exposure to bovine TB through their work have access to a comprehensive medical monitoring programme.
