Sustainability Report 2006/07Constructive culture
Melbourne Water is committed to the employment and conduct principles outlined in the Public Administration Act 2004. We adopt the principles of merit and equity in the appointment and management of our people. These principles are reflected in our focus on continuing to build our constructive culture where all people enjoy respectful collaborative relationships and are recognised for their contributions. Our workplace culture, policies and practices seek to ensure our workplace is free from discrimination and ensure that our people have access to a fair issue resolution process.
The challenging environment facing Melbourne Water demands innovative and positive behaviour in the workplace. An analysis of the workplace culture in 2005 found that Melbourne Water people wanted to work more constructively with each other and their stakeholders.
Workshops were held to discuss the results of this analysis. Then programs were initiated to develop leadership styles, actions and ideas that drive constructive behaviour. In addition, constructive behaviour has been incorporated in performance and development plans, and the new Enterprise Agreement.
A second workplace culture analysis of Melbourne Water people was carried out in November 2007. The extent of the improvement in the perception of constructive behaviour in this re-test put Melbourne Water in the top five of the many organisations that have participated in similar programs in Australia and New Zealand.
Key focus areas for our people and their teams in 2008/09 include improving and maintaining customer service, improving clarity of role and purpose, alignment with Melbourne Water’s results and efficiency improvements.
Taking the lead
A key aspect of creating a constructive culture has been the development and implementation of a leadership program based on the principles of learning, building relationships and experience.
The leadership program, developed with the Australian Graduate School of Management, includes components such as driving efficiency and delivering results; attracting, developing and retaining people; strategy development; giving and receiving feedback; and, influencing skills.
The program, launched in June 2007, included teams working on business-related projects and examines workplace issues such as innovation, delegation, risk taking, knowledge sharing, efficiency, attracting and retaining people, and supporting people, work groups and project teams. It comprised five learning modules over nine days. This year, 36 senior leaders undertook the program. In 2008/09, it will be extended to our team leaders.