Our People
A key initiative for WATC is building capacity to ensure we have a workforce and work environment capable of delivering on current strategic and operational business goals, while also preparing for future developments.
People Development
WATC strongly supports the investment in our people. As a result, we have a high proportion of staff with tertiary qualifications and advanced technical skills. Recognition of this professional development is reflected in our high enablement score from this year’s engagement survey. Our clients and stakeholders have also acknowledged the high level of professional experience and capability our people possess. We build upon this capability through providing our people with learning and development opportunities. During 2018/19, our people had the opportunity to attend a variety of courses, conferences and workshops. WATC is also currently supporting 10 people to complete postgraduate tertiary study by providing 100 per cent funding for their tuition fees.
Workforce
Recruitment is a key component of any organisation’s operations. To achieve WATC’s strategic objectives, we need recruitment practices that result in the right people, working in the most suitable roles, who are able to cultivate our values. This year saw initial work towards the establishment of a talent pool, which will increase the efficiency and proactiveness of recruitment. During 2018/19, 10 people started with WATC, stemming from ordinary turnover and to support operational priorities.
| Staff Profile | 2018/19 | 2017/18 |
| Workforce | 73 | 70 |
| Full-time permanent | 57 | 60 |
| Full-time contract | 10 | 4 |
| Part-time measured on a FTE basis | 3.29 | 2.275 |
| On Secondment | 1 | 2 |
Industrial Relations
All WATC employees are engaged on individual, fixed term employment contracts, which can range in length from several months to five years. The contracts comply with the requirements of the
Annual Performance on Occupational Safety, Health and Injury Management
In accordance with the reporting requirements of Treasurer’s Instruction 903 (13), there were no lost time injuries, as outlined in the table below. No other workers’ compensation claims were made.
| Actual Results | Results Against Target | |||
| Measure | 2016/171 | 2018/19 | Target | Comment on result |
| Number of fatalities | 0 | 0 | 0 | Achieved |
| Lost time injury and/or disease incidence rate | 1.53 | 0 | 0 | Achieved |
| Lost time injury and/or disease severity rate | 0 | 0 | 0 | Achieved |
| Percentage of injured workers returned to work: | ||||
| (i) within 13 weeks | 100% | n/a | n/a | n/a |
| (ii) within 26 weeks | 100% | n/a | n/a | n/a |
| Percentage of managers and supervisors trained in occupational safety, health and injury management responsibilities | 100% | 89% | ≥80% | 89% of our people completed online OSH training in 2018/19 |
1 This indicator examines a three-year trend and, as such, the comparison base is two years prior to the current reporting year.