Employees

As at 30 June 2021 AIATSIS had 122 ongoing employees (compared with 121 at 30 June 2020) and 12 non-ongoing employees (compared with 14 at 30 June 2020) - 118 employees worked full time and 16 part time. 44 employees identified as Aboriginal and/or Torres Strait Islander (compared with 40 at 30 June 2020) - of those, 38 are employed in ongoing arrangements and six are non-ongoing.

The audited financial statement gives information on remuneration for key management personnel and also short-term employee benefits, post-employment benefits and other long-term employee benefits.

Tables 9-14 below present detailed statistics on our employees.

Table 9: Ongoing employees by location, 2020-21

Table 10: Non-ongoing employees by location, 2020-21

Table 11: Ongoing employees by location, 2019-2020

Table 12: Non-ongoing employees by location, 2019-2020

Table 13: AIATSIS employees, 2019-2021

*Note: To comply with the PGPA Rule, additional information is at APPENDIX F. KEY MANAGEMENT PERSONNEL REMUNERATION.

Table 14: Key management personnel

Key management personnel remuneration

During the reporting period ending 30 June 2021, 13 AIATSIS Council members and 6 executives met the definition of key management personnel. Appendix G contains remuneration information for:

• key management personnel
• senior executives
• other highly paid staff.

AIATSIS does not have other highly paid staff paid in the same remuneration bands as senior executives.

Information on key management personnel expenses is contained in the notes to the financial statements in Part 5

Work health and safety

We acknowledge and are committed to fulfilling our responsibilities under the Work Health and Safety Act 2011 (Cth), the Work Health and Safety Regulations 2011 and the Safety, Rehabilitation and Compensation Act 1988 (Cth).

During 2020-21 we:

• sustained a low number of workers’ compensation claims - one claim
• maintained a low number of accepted workers’ compensation claims - one claim.

We continue to focus on encouraging early identification, reporting and response to workplace hazards and injuries in the workplace to further improve work health and safety and return to work performance.

In 2020–21 we implemented many other initiatives to ensure the health, safety and welfare of our workers - for example, we:

• continued to support from the COVID-19 Taskforce to coordinate a whole-of-institution response to COVID-19
• maintained the rostering system to reduce the number of staff onsite at any one time and to ensure physical distancing
• gave staff in high-risk groups the option of working from home on a continuing basis during the pandemic
• gave all staff access to 10 days of paid leave to enable self-isolation or quarantining, in line with government direction to reduce the spread of COVID-19
• gave staff working from home a reimbursement of up to $300 as a contribution to maintaining an ergonomic working environment while away from the office
• created a dedicated mailbox for staff to direct any COVID-19-related queries to
• created a dedicated COVID-19 page on the institute’s intranet to provide staff updates and advice
• worked with our managers, through our early intervention program, to support ill or injured employees and help them to remain at work or return to work safely
• promoted our Employee Assistance Program and encouraged employees to access the program’s physical and mental health and wellbeing services
• developed a Family and Domestic Violence Policy and guidance material that will include family and domestic violence training
• invited our employees to participate in the annual influenza vaccination program to reduce unscheduled absences during the influenza season.

Notifiable incidents

In 2020–2021, there were no notifiable incidents in relation to a serious injury of a person.

No investigations were carried out under part 10 of the Work Health and Safety Act 2011.

Carer recognition

AIATSIS is not responsible for the development, implementation, provision or evaluation of policies, programs or services directed to carers or the persons for whom they care. Our ongoing and non-ongoing staff are entitled to carers leave.

Case Study 6: Aboriginal and Torres Strait Islander women in leadership

Spotlight on Jude Barlow. Director People Services

I have worked with some of the most diverse groups of Aboriginal and Torres Strait Islander and non-Indigenous APS employees all across this country, all of them contributors to something bigger than themselves, all valuable and all of them truly capable people.

I have been led by some truly skilful leaders - people who lead by example, allow you to dream, and support and back you because they believe in you.

I have been an Australian Public Servant almost 20 years and I have witnessed true excellence - and, well, some things that were not so excellent.

I believe that we need to support great people to become great leaders. We need to grow them, train them and ensure they have the wherewithal and the humility to lead with passion, intellect, kindness and courage.

I struggle at times with my own leadership skills. Like everyone else, I too am only human. I am fallible. But I am lucky - I am resilient and very good at pulling myself up by my bootstraps when things look their darkest. I also get to live and work on the country of my Ngunnawal ancestors, and I am surrounded by family who remind me every day to keep my feet firmly planted on the earth of this country that is filled with stories, songs and memories.