Effectiveness in managing and developing employees

A new enterprise workforce planning framework was endorsed by the Bureau Executive in March, providing a systematic, evidence-based approach to workforce planning with a focus on ensuring that the enterprise has a workforce with the right skills, in the right roles at the right time. Operational workforce plans for each Group are currently under development.

Performance management and development remains critical to the Bureau’s strategic objectives. Participation rates for the miPDS performance development scheme continue to be high, with 98 per cent of employees having an agreement in place at the end of June.

The 2019 APS Employee Census found that 84 per cent of employees believe strongly in the Bureau’s purpose and direction with 85 per cent of employees seeing a clear connection between their job and the Bureau’s purpose. Four Strategy in Action workshops for senior leaders were held throughout the year to foster collaboration, highlight innovation, support effective strategy implementation and share learnings.

The Bureau’s employee turnover rate was 12.4 per cent in 2018–19, which was 2 per cent higher than in 2017–18. Attracting and retaining high-calibre science, technology, engineering and maths (STEM) graduates continued to be a priority and was achieved through the Australian Government’s Information and Communication Technology (ICT) Entry Level Programs, the Graduate Meteorology Program, university forums, internships and work experience programs.

Training and development

In 2018–19, the Bureau of Meteorology Training Centre continued to facilitate learning programs to support the Bureau’s operational capability, and to meet licensing and compliance requirements. The Graduate Diploma in Meteorology course—the initial training program for meteorologists—saw 17 students graduate in 2018 (including five Bureau staff) and a further 15 commence in 2019 program (including seven Bureau staff).

Number of Bureau trainees undertaking the Graduate Diploma in Meteorology

Online material continued to provide staff with flexible access to training opportunities, particularly for staff located in regional and remote locations. Staff undertook more than 7800 online courses including modules on financial delegations, workstation ergonomics, Indigenous cultural awareness, cybersecurity and ICT Security. Specialist technical in-service training was also provided using online modules with remote supervision for over 1330 participants. A Capability Hub online learning portal was also created to improve employees’ access learning and development activities.

In support of the Observing System Strategy, the Bureau delivered training to more than 230 staff on automatic weather station (AWS) operational support, flood warning operational support, AWS site evaluation and radar maintenance.

The Bureau’s Capability Development Plan was endorsed by the Executive Team in March to uplift organisational capability in leadership, management and transformation. Since endorsement, 202 employees have attended leadership and management training interventions, 144 new employees were inducted into the organisation and 566 employees have attended transformation training sessions.

The two-day Introduction to Meteorology course was undertaken by 63 internal participants and 201 external customers, while a customised one-day course was undertaken by over 300 customers.

Work health and safety

The Bureau is committed to ensuring the health and well-being of its staff and strives to reach zero harm through a positive culture and by embedding health, safety and well-being practices in all activities.

In 2018–19, the Bureau continued to progress the five objectives of the work health and safety (WHS) strategy: leading our people, being proactive, taking action on matters that arise, educating our people and embedding a safety culture.

The organisation achieved 12 of 17 planned initiatives identified in its 2018–19 WHS Operational Plan with three in progress and two carried forward into 2019–20. In addition to existing mitigation activities, the focus was on manual handling, well-being and mental health. Highlights from 2018–19 included:

• implementing a new Health, Safety and Environment (HS&E) incident reporting tool to facilitate the lodgement, review and closure of all HS&E incidents. Further modules were developed to capture annual HS&E site inspections and leader-led safety conversations;
• delivering face-to-face training to provide managers with the understanding and tools to lead a mentally healthy workplace;
• recognising the Bureau as a SunSmart workplace;
• delivering the Management Fundamentals Program, a series of practical workshops to strengthen everyday people leadership capability and improve knowledge and understanding of manager responsibilities for incident management and prevention; and
• delivery of influenza vaccinations to 857 staff at 14 clinics nationally, an increase of 88 vaccinations compared to 2017–18.

WHS incident reports and compensable injuries

Consultation

The Bureau recognises that staff engagement and participation improve decision-making for health and safety matters, and helps reduce work-related incidents, injuries and disease. The Bureau has formal health and safety consultative arrangements and circulates all WHS policies and procedures to staff for consultation prior to finalisation.

Health support and education

The Bureau actively supports health initiatives by providing regular health and well-being seminars on topics relating to sun safety, mental health, breast cancer and understanding the brain at work. This is supported by ongoing access to annual influenza vaccinations and the Employee Assistance Program for staff and their families.

WHS training has also been provided on a range of topics, including:

• WHS Induction for staff and managers;
• first aid;
• fatigue management;
• workstation ergonomics;
• electrical safety awareness; and
• manual handling.

Rehabilitation and compensation

In 2018–19, 13 compensation claims were lodged with Comcare and six claims were accepted. Of the remaining seven claims, four claims were denied, and three claims were withdrawn. Accepted claims consisted of two musculoskeletal disorders (from the same individual for two separate incidents), two psychological injuries and two medical expenses only. Of the six accepted claims, four were for lost-time injuries. All lost-time claims were supported through the development of a rehabilitation plan, and on all four occasions, the staff member was medically cleared to return to pre-injury duties.

The Bureau’s claim frequency rate continues to remain under the average rate for APS agencies. Reflecting this, the Bureau’s Comcare premium rate for 2018–19 of 0.40 per cent was also below the overall scheme premium rate of 1.06 per cent. The 2019–20 rate has been reduced again to 0.25 per cent compared to the APS average of 0.85 per cent.

Comcare insurance premiums

The Compensation and Rehabilitation Employee Services (CARES) Team continued to see positive return-to-work outcomes for compensable claims through the engagement of effective rehabilitation providers, dedicated managers and the positive approach of injured staff. A proactive, early-intervention approach for injured or ill employees resulted in minimal lost-time for non-compensable matters. This involved managers and supervisors establishing immediate supportive contact with employees who required further assistance.

Participation in the APS-wide Medical Redeployment Working Group placed Bureau employees with long-term injuries in work trials with other APS agencies to assist them with their return-to work goals and strategies. The Bureau hosted three work trial programs in 2018–19 with two of these resulting in permanent transfers.

The CARES Team continued to coordinate home-based work programs along with worksite assessments within an achievable timeframe. Requests for worksite assessments due to workplace discomfort were treated as a priority.

A session on supporting ill and injured employees was provided by the CARES Team at the Bureau’s Management Fundamentals course. Feedback from the session indicated a 44 per cent increase in awareness of the roles, responsibilities and processes around supporting injured employees and a 34 per cent increase in the level of confidence to assist an injured employee.

Focus on a SunSmart Workplace​

In 2018, the Bureau was recognised by the Cancer Council as a SunSmart Workplace—only the second Australian organisation to be recognised under this initiative.

As a SunSmart Workplace, the Bureau is committed to improving awareness of how to prevent skin cancer. In practice, this involves having procedures and controls in place to ensure staff are protected from exposure to UV radiation, and by providing information and other sessions that help all staff identify early signs of the disease. With Australia having one of the highest incidences of skin cancer in the world, the workplace is an ideal setting to raise awareness, and this initiative is already benefiting staff.

Health and safety events were run nationally, with presentations delivered from the Anti-Cancer Council to increase awareness and encourage staff to be proactive about checking their skin and attending regular consults with their general practitioner (GP). In addition, skin checks were offered to field staff who are exposed to weather elements due to their work outdoors. The service provided a full head-to-toe skin examination by a qualified doctor with experience in identifying suspicious moles, freckles and other skin lesions. During the assessment, staff were provided with guidance and information on the benefits and importance of sun protection along with simple recommendations to monitor possible changes in their skin over time.

Of the 142 staff that attended a skin check clinic, for 63 per cent it was the first doctor facilitated skin check received and 25 per cent screened had suspicious skin lesions requiring immediate follow-up attention or regular monitoring by their GP.

Staff celebrate the Bureau’s recognition as a SunSmart Workplace.

Employment arrangements

As at 30 June, the Bureau had 1425 ongoing and 182 non-ongoing staff employed under the Public Service Act 1999 and covered under its Enterprise Agreement (EA). These figures include 23 Senior Executive Service (SES) staff but exclude the Head of Agency. The salary bands under the EA and non-salary benefits are outlined below. There were 40 individual flexibility agreements pursuant to the EA, providing allowances and flexibility in working arrangements.

Non-salary benefits

Non-salary benefits for employees include:

• flexible working arrangements, such as flex-time, executive level time off in lieu, part-time and home-based work;
• assistance to employees who are in, have left, or are preparing to leave situations which are affected by family and domestic violence;
• provision for leave, including recreation leave, long service leave, personal/carer’s leave, compassionate leave, war service, sick leave, pregnancy leave, maternity leave, adoption leave, supporting partner leave, study leave, employee-funded extra leave, ceremonial leave, defence leave, jury service leave, purchased leave and community leave (with and without pay);
• study assistance and relocation support;
• access to an employee assistance program;
• access to the flexible remuneration packaging scheme;
• provision of business-related equipment; and
• career guidance and development services

Accountable Authority​

Details of Accountable Authority during the current report period (2018–19).

Performance pay

The Bureau had one staff eligible to receive performance pay for 2018–19.

The number of APS employees at each classification level who received performance pay:

The aggregated amount of such performance payments at each classification level:

The average bonus payment and the range of such payments at each classification level:

Aggregate bonus payments for the Bureau were $13 745.

Executive remuneration​

The payment of salary and administration of conditions for the Head of Agency is derived from the relevant Remuneration Tribunal determination. The Bureau has an SES remuneration framework that applies to the SES (and equivalent) staff. At 30 June there were 23 common law contracts for SES (and equivalent) staff. These contracts also provided for non-salary benefits, such as business equipment (home computing facilities and mobile phone) and airline club membership. The Bureau has no staff on Australian Workplace Agreements and is not subject to any determinations under subsection 24(3) of the Public Service Act.

Information about remuneration for key management personnel

The Bureau’s key management personnel includes the CEO as its accountable authority, and members of the Bureau Executive who report directly to the CEO. Remuneration information for key management personnel is provided below.

Information about remuneration for senior executives

The average total remuneration of senior executives during the reporting period is provided below.

Information about remuneration for other highly paid staff

Remuneration of staff who are neither key management personnel nor senior executives, and whose total remuneration exceeds the threshold amount for the reporting period ($220 000) is also provided below.

Information about remuneration for key management personnel​

Information about remuneration for senior executives

Information about remuneration for other highly paid staff

Workforce profile (staffing statistics)

All statistics are as at 30 June unless otherwise stated.

External Territories include Australian Antarctic Territory, Norfolk Island and Cocos Island. Macquarie Island is included in Tasmania, Willis Island in Queensland and Lord Howe Island in New South Wales.

All ongoing employees current report period (2018–19)

All non-ongoing employees current report period (2018–19)

All ongoing employees previous report period (2017–18)​

All non-ongoing employees previous report period (2017–18)

APS Act ongoing employees current report period (2018–19)

APS Act non-ongoing employees current report period (2018–19)

APS Act ongoing employees previous report period (2017–18)

APS Act non-ongoing employees previous report period (2017–18)

APS Act employees by full time and part time status current report period (2018–19)

APS Act employees by full time and part time status previous report period (2017–18)

​APS Act employment type by location current report period (2018–19)

APS Act employment type by location previous report period (2017–18)

APS Act Indigenous employment current report period (2018–19)

APS Act Indigenous employment previous report period (2017–18)

All employees by office location and occupational stream current report period (2018–19)

All employees age profile current period (2018–19)