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Equality opportunity, diversity and inclusion

Diversity and inclusion

ANSTO strives to embrace and champion diversity within and outside our Organisation and welcomes the contributions of our staff, customers, stakeholders and the public in helping us achieve that goal.

We endeavour to create a culture of inclusion, where our diversity of thought and differing perspectives are a source of organisational agility, resilience and renewal. We provide empowering and effective work-based policies which support the individual needs of our employees, including flexible work practices, health and well-being and family-friendly programs.

Reconciliation Action Plan

In February 2020, ANSTO officially launched its innovate Reconciliation Action Plan (RAP), which sets out a roadmap of activities over the next two years for greater engagement with Indigenous employees, students, research collaborators and communities. In addition to a formal launch ceremony, and guided bushwalks to culturally significant sites; ANSTO also hosted a number of local indigenous school students who learned more about how careers in STEM connect and support Indigenous culture, country and communities. View the the Reconciliation Action Plan at https://bit.ly/3689h2J

Indigenous acknowledgment

ANSTO acknowledges the traditional owners of the lands of each of our campuses and the unique cultural significance of the area in the past, today and into the future. In recognition of this connection, ANSTO is enhancing activities to connect with the local and broader Australian Indigenous communities.

Disability

ANSTO is committed to creating a workplace where different abilities are recognised, valued and celebrated. We care about providing a workplace where people with physical disability or neuro-divergences, carers of people with a disability, and people experiencing and managing mental health issues are supported to thrive.

ANSTO assists people with disabilities by providing workplace modifications or reasonable adjustments to help them perform their job, including:

  • changing when, where and how work is performed
  • ergonomic or specialist equipment, and
  • physical changes to access (accessibility parking permits and spaces).

All new buildings and areas being renovated at ANSTO must comply with the relevant disability legislations, and we have ongoing improvements to the accessibility of our campuses including widening footpaths and equipping meeting rooms (above 100m2) with hearing loops.

In the event that a workplace design has excluded facilities for people with disabilities or the work environment is unsafe for people with disabilities to fulfil their duties, ANSTO reviews whether the work environment can be modified. ANSTO’s policies and procedures align with the requirements of the Equal Employment Opportunity (Commonwealth Authorities) Act 1987 and Disability Discrimination Act 1992, intended to ensure employees with disabilities working at ANSTO and applicants for recruitment who have a disability are not discriminated against. ANSTO also has procedures and support in place to handle complaints and grievances which may be raised by employees and visitors.

Meditation and multi-faith prayer space

ANSTO’s Lucas Heights campus has two dedicated spaces that can be used for mediation and prayer, including a meeting room and silent room. This facility is intended to provide staff with quiet and peaceful rooms. Rooms for private reflection, meditation and prayer are also available to our staff working at ANSTO’s Clayton campus.

These spaces accommodate all religious affiliations and denominations, and are part of ANSTO’s ongoing commitment to provide facilitates that enable balance between personal, work and faith-based commitments.

LGBTQI+ support

Our LGBTQI+ Staff Network’s mission is to provide support, networking and advocacy to gender diverse and same-sex attracted people at ANSTO. Our network provides visibility to gender diversity and LGBTQI+ issues, and support and advocacy for those encountering difficulties in the workplace. They provide important input into ANSTO policies and procedures on gender diversity and LGBTQI+ issues.

Individuals in our network work are role models and mentors, and outreach to LGBTQI+ youth in STEM.

Equipping and empowering our leaders

Over the last year, all people managers at ANSTO have been engaged in an Inclusive Leadership program. The program aims to increase awareness and understanding around the practice of inclusive leadership, providing participants with the capability to effectively communicate and implement Diversity & Inclusion strategies. These skills are fundamental to leadership at ANSTO.

ANSTO also launched the My Mentor Program and targeting women as part of the pilot program. Participants are engaging in a 10-module career development program over six months. In addition to structured mentoring, the program is designed to tackle topics like juggling work and lifestyle and equips mentees with a practical toolkit to accelerate their career to the next level.

Thriving through adversity

Workplace flexibility is a key way in which ANSTO supports the needs of its diverse staff. In January 2020, over 70 per cent of staff identified that they had made use of ANSTO's flexible work arrangements - up almost 25 per cent from 2017. In the same survey the vast majority of staff felt encouraged to make use of flexible work arrangements, they overwhelmingly recognised the positive impact they had had on with work-life balance.

ANSTO's investment in improving policies, training and technology around workplace flexibility - including working from home support, proved invaluable as the Organisation faced periods of difficulty in 2019 and 2020; with staff unable to access campuses during the December and January bushfires; and most recently to manage the risk of COVID-19. During COVID-19, almost overnight, 70 per cent of ANSTO's workforce switched to working exclusively from home, and considerable safety measures were put in place for those who continued to work on campus, to ensure Australia maintained a consistent supply of lifesaving radiopharmaceuticals. Staff reported that those working from home maintained a significant connection to ANSTO, felt supported by their manager and were engaged in meaningful work.

Equality of employment opportunity for 2019-2020

Description

Employees (full-time equivalent)

% of Total

% change 2020-2019

Average Salary

% change 2020-2019

Financial Year

2020

2019

2020

2019

2020

2019

Female

413.4

359.4

31.06%

29.18%

15.03%

$99,458

$96,051

3.55%

Male

917.75

872.3

68.94%

70.82%

5.21%

$111,968

$109,293

2.45%

Total

1,331.15

1,231.70

100.00%

100.00%

8.07%

$107,964

$105,261

2.57%

Workforce Diversity

People with disabilities

5

6

0.38%

0.49%

0.00%

$101,324

$107,630

-5.86%

Aboriginal and Torres Strait Islanders

5

6

0.38%

0.49%

0.00%

$84,594

$92,054

-8.10%

Non-English-speaking background

196

204

14.72%

16.56%

-3.92%

$113,993

$111,570

2.17%

Pie charts showing break up of male to female. ANSTO Board 50 per cent female, Executive 38 per cent female and Senior people managers 35 per cent female

 Nuclear Precinct 399, Nuclear Sceince & Technology and Landmark Infrastructure 332; ANSTO Maintenance and Engineering 180, Research Translation and Synchrotron 142; Chief Operating Officer Group 136; Information Technology 64; Buisness Excellence 49; People, Culture and Security, 46; and Office of the CEO 8.
This chart represents ANSTO's headcount, or number of individuals that worked within the Organisation, as of 30 June 2020.

All ongoing employees – Current reporting period (2019-2020)

Male

Female

Total

Full time

Part time

Total Male

Full time

Part time

Total Female

NSW

752

11

763

297

63

360

1123

Vic

95

2

97

25

2

27

124

Overseas

1

0

1

0

0

0

1

Total

848

13

861

322

65

387

1248

All non-ongoing employees – Current reporting period (2019-2020)

Male

Female

Total

Full time

Part time

Total Male

Full time

Part time

Total Female

NSW

35

2

37

34

0

34

71

Vic

24

0

24

12

1

13

37

Overseas

0

0

0

0

0

0

0

Total

59

2

61

46

1

47

108

All ongoing employees – Previous reporting period (2018-2019)

Male

Female

Total

Full time

Part time

Total Male

Full time

Part time

Total Female

NSW

707

13

720

263

69

332

1052

Vic

92

1

93

19

4

23

116

Overseas

1

0

1

0

0

0

1

Total

800

14

814

282

73

355

1169

All non-ongoing employees – Previous reporting period (2018-2019)

Male

Female

Total

Full time

Part time

Total Male

Full time

Part time

Total Female

NSW

50

2

52

23

2

25

77

Vic

11

0

11

3

1

4

15

Overseas

0

0

0

0

0

0

0

Total

61

2

63

26

3

29

92

Remuneration Report

Introduction

The categories of officials, employees of ANSTO, covered by the disclosures are:

  • Key Management Personnel (KMP) - members of the Board and the Executive Leadership team disclosure in Table 1
  • Senior executives: employees who are assigned General Manager or equivalent roles and delegations, disclosed in Table 2
  • Other highly paid staff: employees with total remuneration $225,000 or greater not disclosed in Table 1 or 2, disclosed in Table 3.

Remuneration policies and practices

The remuneration of the ANSTO Board is in accordance with the Remuneration Tribunal (Remuneration and Allowances for Holders of Part-time Public Office) Determination 2019.

The remuneration parameters of the Chief Executive Officer are determined by the Australian Government Remuneration Tribunal. The ANSTO Remuneration and Nominations Committee assist the Board in fulfilling its responsibilities with regard to overall remuneration policy and strategy, performance and remuneration of the CEO.

Members of the Executive Leadership Team are on individual contracts which are based on market rates at the time of employment. The remuneration reflects qualifications, experience and levels of responsibility for each role. They also participate in the ANSTO Executive Incentive Plan. This plan was developed in conjunction with an independent external organisation, Mastertek Pty Ltd in 2014 to establish a reward plan where all Executives focuses on the delivery of the corporate strategy, that have shared goals that encourage true collaboration and cooperation and underpin behavioural component that drive a One ANSTO philosophy. It contains a mixture of short-term and long-term incentives. Achievement of these incentives relies on achievement of group and individual key performance indicators (KPIs). The Remuneration and Nominations Committee oversees the approach to performance and remuneration of the Executive Leadership Team.

Senior Manager and high paid positions are remunerated either in accordance with the ANSTO Enterprise Agreement salary tables or individual contracts. Each role has a Position Description detailing the roles, responsibilities, reporting lines, delegations, qualifications, skills and knowledge required. The role is subject to the Mercer job evaluation system and is benchmarked to ensure the appropriateness of remuneration. The Enterprise Agreement sets out the remuneration and entitlements of employees. All staff excluding the Executive Leadership team are eligible to participate in the Enterprise Agreement bonus system linked to the achievement of their KPIs under the annual performance appraisal process. Some Senior Managers and highly paid officers are eligible to participate in a short term incentive program. Recommendations for incentive payments are made by line managers and ultimate approval is by the divisional Group Executive.

Remuneration governance arrangements

The operations of the Remuneration and Nominations Committee for the year are detailed in the Corporate Governance Statement. Internally their operations are supported by the CEO and the Chief People Officer.

Table 1 – KMP

Short Term Benefits

Post Employment Benefits

Other Long Term Benefits

Termination Benefits

Total Remuneration1

Name

Position Title

Base Salary
$

Bonus
$

Other Benefits
$

Super Contributions
$

Long Service Leave
$

Other Long Term Benefits2, 3

$

$

$

The Hon Annabelle Bennett, AC SC

Board Chair

103,646

-

1,528

19,897

-

-

-

125,071

Ms Penny Dobson

Deputy Board Chair and RAC Member

77,170

-

1,380

7,288

-

-

-

85,839

Ms Carol Holley

Board Member and RAC Chair

67,902

-

2,360

6,401

-

-

-

76,663

Dr Gordon de Brouwer, PSM

Board and RAC Member

49,304

-

3,206

9,652

-

-

-

62,162

Emeritus Professor Stephen Buckman, AM

Board and RAC Member

59,706

-

4,016

9,123

-

-

-

72,845

Professor Brigid Heywood

Board and RAC Member

59,706

-

3,143

9,123

-

-

-

71,972

Professor Andrew Scott, AM

Board and RAC Member

59,706

-

2,622

5,628

-

-

-

67,956

Ms Andrea Sutton

Board Member from 30 April 2020

8,711

-

-

-

-

-

-

8,711

Dr Adi Paterson

Chief Executive Officer and Board Member

509,632

110,327

-

25,000

15,555

-

-

660,514

Mr John Edge

Chief Operating Officer from 4 May 2020

60,097

12,500

-

4,740

999

3,125

-

81,461

Mr Steve Jennaway

Group Executive, Business Operations Systems and Group Chief Financial Officer 31 July 2019 to 15 May 2020. Part-time, 80%

196,089

45,330

-

17,868

3,585

11,333

-

274,205

Ms Pamela Naidoo-Ameglio

Group Executive, Nuclear Precinct

304,959

62,572

-

53,476

9,312

17,169

-

447,489

Mr Michael Beckett

Group Executive, Special Projects, Part-time, 80% until 5 August 2019

20,403

3,639

-

1,675

348

2,730

-

28,795

Mr Robert Blissett

Chief People Officer

353,787

82,574

-

31,554

13,468

-

-

481,383

Mr Shaun Jenkinson

Group Executive, Business Excellence

365,770

88,660

-

25,000

9,217

-

-

488,647

Mr Con Lyras

Group Executive, Asset Maintenance and Engineering and Chief Engineer

314,504

82,474

-

21,316

624

6,840

-

425,758

Ms Marianne Morton

Chief Information and Digital Officer

290,954

46,121

-

30,680

5,852

14,250

-

387,856

Dr Simone Richter

Group Executive, Nuclear Science & Technology, and Landmark Infrastructure

292,784

63,349

-

53,504

9,384

-

-

419,021

Professor Andrew Peele

Group Executive, Research Translation and the Australian Synchrotron from 11 December 2019

159,771

58,366

-

26,277

6,319

9,391

-

260,124

Ms Jayne Senior

Group Executive, Customer Advocacy and Value Chain until 15 May 2020

253,001

43,247

-

27,534

4,947

(1,250)

-

327,480

ANSTO KMP

3,607,601

699,159

18,256

385,737

79,610

63,588

-

4,853,951

Subsidiary KMP disclosures

188,243

20,674

-

20,337

2,000

-

-

231,254

TOTAL Consolidated KMP - Financial Statements Note 4.3

3,795,845

719,833

18,256

406,073

81,610

63,588

-

5,085,205

Notes:

  1. Remuneration is reflected on an accruals basis not a cash basis and has not been annualised.
  2. Other long term benefits reflect long term incentives.
  3. The negative figure in the other long term benefits column represents the movement in the accrual from 2018-19 to 2019-20.
Table 2 – Senior Managers

Short Term Benefits

Post Employment Benefits

Other Long Term Benefits

Termination Benefits

Total Remuneration1

Total Remuneration Bands

Number of Senior Executives2

Base Salary
$

Bonus
$

Other Benefits
$

Super Contributions
$

Long Service Leave
$

Other Long Term Benefits
$

$

$

$0-$225,000

7

121,801

6,807

-

18,676

3,935

-

-

151,219

$275,001-$300,000

7

225,616

32,836

-

31,901

3,858

-

-

294,211

$300,001-$325,000

2

220,656

41,105

-

39,667

9,413

-

-

310,841

$325,001-$350,000

1

247,594

40,283

-

41,866

8,356

-

-

338,099

$400,001-$425,000

1

322,051

51,684

-

31,457

4,880

-

-

410,072

18

Notes:

  1. Remuneration is reflected on an accruals basis not a cash basis.
  2. Remuneration has only been included for the period the employee is a senior manager.
Table 3 - Other highly paid staff

Short Term Benefits

Post Employment Benefits

Other Long Term Benefits

Termination Benefits

Total Remuneration1

Total Remuneration Bands

Number of Highly Paid Officers

Base Salary
$

Bonus
$

Other Benefits
$

Super Contributions
$

Long Service Leave
$

Other Long Term Benefits
$

$

$

$225,001-$250,000

16

188,468

5,487

-

32,120

7,192

-

-

233,267

$250,001-$275,000

9

209,959

10,549

37

29,225

11,820

-

-

261,590

$275,001-$300,000

4

240,760

13,127

92

36,736

1,582

-

-

292,296

$300,001-$325,000

2

250,817

10,221

-

37,891

13,761

-

-

312,690

$325,001-$350,000

1

295,805

-

-

25,854

6,705

-

-

328,364

$350,001-$375,000

1

294,774

51,815

-

24,700

2,765

-

-

374,054

33

Notes:

  1. Remuneration is reflected on an accruals basis not a cash basis and has not been annualised.

Employee support, culture and inclusion

Our goal is to create a workplace where employees thrive and feel like they belong, by supporting, empowering and valuing their individual skills.

ANSTO is committed to providing a flexible, supportive and diverse working environment to enable everyone to work towards their planned career goals, and encouraging employees to live a balanced lifestyle that combines work, family and community responsibilities. Eighty per cent of staff state that their work arrangements meet their need for flexibility.

Flexible arrangements can take a number of different forms and can be temporary or permanent depending on the nature of the requirement, the work done by the staff member and what can be reasonably accommodated by the business area.

ANSTO encourages managers and employees to work together – utilising the wide variety of options available to meet the flexible needs of the employee and the business, which include, but are not limited to:

  • Flexible working hours
  • Flex/Managed Time (time off in lieu)
  • Working from home
  • Job sharing
  • Part time work
  • Compressed hours
  • Averaging of hours
  • Purchased leave
  • Unpaid leave
  • Transition to retirement
  • Individual flexibility arrangement (IFA).

In line with our environmental sustainability measures, ANSTO has invested significantly in technology which supports a seamless work experience from any location, with improvements in technology supporting working from home and virtual meeting capabilities.

Career management

At ANSTO, we are creating a culture that encourages proactive and deliberate career management; a culture that invests in employee’s careers to enable informed career decisions and encourage individual accountability for career growth. Our goal is to actively facilitate a learning journey designed to help our employees develop new capabilities and knowledge that both align with business objectives and provide long-term career growth opportunities.

The Career Management System (CMS) provides a suite of tools and training for employees, managers and leaders to support each stage of the career development model. These tools include self-assessments and diagnostic resources to assist employees and managers with greater self-awareness and understanding of personal strengths. This in turn has resulted in managers and employees working in partnership to explore creative possibilities, leading to richer conversations related to career planning and development opportunities.

Managers are supported through specific training to build their capability as career coaches to better facilitate the career discovery journey and change processes with their employees.

The CMS provides employees with the opportunity to realise the various career options they could leverage. This is creating better staff engagement and career movements within the Organisation, leading to better engagement and job satisfaction and staff pursuing further education.

Privacy

ANSTO is committed to protecting personal information in accordance with the Privacy Act 1988 (Cth) (Privacy Act) and the Australian Privacy Principles (APPs). The privacy function sits within the People Culture and Security division and a Privacy Officer and a Privacy Champion have been appointed as required by the Privacy (Australian Government Agencies – Governance) Australian Privacy Principle (APP) Code 2017.

The aim of this function is to enhance existing privacy capabilities within ANSTO, build greater transparency in information handling practices, ensure legislative compliance and foster a culture of respect for privacy and the value of personal information. To achieve this aim, ANSTO has a documented privacy management plan which identifies specific, measurable privacy goals and targets and sets out how ANSTO will meet its compliance obligations under the APPs. ANSTO has appointed both a Privacy Champion and Privacy Officer to ensure our aims are given the required priority and oversight.

ANSTO also conducts privacy impact assessments for all high-risk privacy projects, regularly reviews and updates its privacy practices, procedures and systems to ensure their currency and adequacy for the purposes of compliance with the APPs and monitors compliance with its privacy practices, procedures and systems. ANSTO is actively enhancing internal privacy capabilities including providing appropriate privacy education and training to all staff who have access to personal information.

Parenting career phase

For staff members who are or become parents, ANSTO is committed to ensuring that our staff are supported during the parenting phase of their careers.

We see this phase as a valuable period of skill development, and are committed to supporting and partnering with employees during this time. Ways that we do this include, but are not limited to:

  • Generous maternity/parental paid and unpaid leave
  • Flexible working options
  • On-site childcare centre at Lucas Heights
  • Family room
  • Three weeks of sick/carers leave per year
  • The Parenting Toolkit to assist managers and employees plan this career phase
  • Seamless backfill replacements for staff going on parental/maternity leave
  • Support to staff members providing care to others, with flexible work arrangements and leave available to all those balancing work and caring responsibilities.

Phased retirement

ANSTO recognises the knowledge, skills and expertise held by mature-age employees, and the contribution they make to the Organisation. Managers are working with these employees to ensure effective transfer of knowledge that is critical to the business. We therefore offer a range of phased retirement options, including reducing hours to part time work, mentoring, community involvement and other flexible working arrangements to assist employees’ transition into retirement.

Supporting employees in periods of difficulty

ANSTO is committed to ensuring all employees feel safe and supported in our workplace. We encourage any employee at risk of, or experiencing, domestic and family violence to feel comfortable seeking support from ANSTO and the Employee Assistance Program.

ANSTO:

  • provides affected employees with a safe space, support networks and leave entitlements when dealing with domestic or family violence
  • promotes flexible work practices at all levels in the Organisation to support employees with family or other caring responsibilities and create an equal opportunity environment
  • provides information on support services and options for managers, colleagues and individuals that may be affected by, or at risk of being affected, on how to respond effectively and assist with minimising the impacts of the violence as much as possible.

Our commitment in this area is underpinned by ANSTO’s Domestic and Family Violence Policy.

Healthy minds, healthy bodies and occupational rehabilitation

ANSTO continues to provide a campus physiotherapy service as part of early intervention for injury management and return to work programs, as well as a fully functioning Occupational Health Centre with a registered nurse and fully functioning treatment room (Monday to Friday). The Occupational Health Centre is audited annually through the 9001 and 45001 WHS audit process. ANSTO’s performance in the area of occupational rehabilitation continues to be strong as demonstrated with the continued adherence to the Rehabilitation Management System (RMS), Safety, Rehabilitation and Compensation Act 1988 and the ongoing commitment to ensuring the timely access to appropriately qualified experts that strive to achieve great outcomes for ANSTO personnel during times of illness or injury. The effectiveness of the RMS continues to be the focus of the ANSTO Senior Leadership and delegates who continue to demonstrate a strong commitment to providing personnel with an effective program that promotes the timely access to best practice evidence-based medical services, that aligns with the principles of natural justice and regard for the individual.

ANSTO has a number of programs and facilities that support mental and physical health including:

  • Annual flu vaccines
  • Women’s and Men’s Health Screening Program
  • Bowel screening programs
  • Lunchtime sporting activities
  • Flexible work arrangements
  • Running Club
  • Toastmasters
  • Social Club
  • Quit smoking support
  • Employee and Manager Support Program with psychologists (Employee Assistance Program service)
  • KPMG Fair Call Hotline
  • Mindfulness seminars and tools
  • Bushcare
  • LGBTQI+
  • Prayer and Family rooms.