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Management of Human Resources

Remuneration for Chief Executive Officer and Senior Executive Service

The Chief Executive Officer is a principal executive office-holder, as defined in the Remuneration Tribunal Act 1973. The office-holder’s remuneration is set by the Remuneration Tribunal.

Details of Chief Executive Officer remuneration are provided at Note 4.3, Appendix B.

There is one substantive Senior Executive Service officer employed at the Authority at 30 June 2022 under an individual common law contract under the Public Service Act 1999.

Remuneration for Authority Chair and Members

The remuneration of the Authority Chair and members is governed by section 25 of the Climate Change Authority Act 2011 and the Remuneration Tribunal.

Authority members, excluding the Chief Scientist as an ex officio member, receive an annual salary.

Members appointed prior to 12 February 2018 received meeting fees for attendance at official Authority meetings.

The below table shows remuneration levels of the Authority Chair and members as at 30 June 2022.

MEMBER STATUS

BASE SALARY – ANNUAL

MEETING FEES

Chair

$60,980

$1,166

Members

$30,490

$934

Employment Arrangements

Upon establishment, the then Chief Executive Officer of the Authority made a determination under subsection 24(1) of the Public Service Act 1999 stating that all non-SES Authority staff were to be employed under the conditions of the Department of Climate Change and Energy Efficiency Enterprise Agreement 2011−2014. This arrangement continued throughout 2021-22.

In 2021-22, there was two non-SES staff members employed on an individual flexibility arrangement.

The Authority does not offer performance pay and no employee of the Authority was employed under performance-based remuneration conditions in 2021-22.

Minimum Salary

Maximum Salary

EL 2

113,950

150,343

EL 1

95,456

121,611

APS 6

77,558

91,877

APS 5

70,995

76,067

APS 4

65,029

69,802

Staffing Statistics

At 30 June 2022, the Authority had a headcount of sixteen staff members, including two contractors and one graduate secondee not reported in the following tables. Tables provided in Appendix C provide a comparison of the Authority's ongoing and non-ongoing staffing profile as at 30 June 2021 and 30 June 2022.

Performance Management

The Authority supports building and maintaining an organisational culture that values sustained performance, as well as the development of the skills and overall capability of Authority staff.

The Authority's Performance Development Framework (PDF) supports staff's individual skills development and career planning to improve performance and contribution to Authority outcomes.

All employees participate in the Authority’s performance development framework and gain the following from the program:

  • Clarify individual employees’ understanding of their work tasks, their responsibilities and the performance standards expected (through individual performance agreements).
  • Provide feedback on performance and improve communication between supervisors and their staff (through individual performance appraisals and regular ongoing feedback).
  • Provide a basis for determining salary advancement.
  • Identify learning and development needs.
  • Provides a framework for career planning.
  • Identify and manage instances of underperformance.

Learning and Development

The Authority encourages employees to undertake learning and development to build up competencies relevant to their roles. Support provided for learning and development includes the costs and time to: attend training courses and conferences; undertake formal qualifications, coaching and mentoring; and gain professional memberships.

The Authority’s study assistance policy provides financial and leave assistance to its staff enrolled in study or training that is relevant to the operational needs of the Authority. Each staff member has the opportunity to identify and access appropriate training through the organisation’s learning and development platform.

Work Health and Safety

The Authority is committed to meeting its responsibilities under the Work Health and Safety Act 2011 and providing a safe and healthy workplace for all employees and contractors.

The Authority in 2021-22 continued to contribute to and maintain the health, safety and wellbeing of the Authority’s workforce through:

  • Access to Authority funded flu vaccinations
  • Implementing ongoing flexible working arrangements
  • Provision of appropriate ergonomic equipment as required
  • Maintaining video-conferencing capability and regular team meetings to promote and maintain connectivity between the Executive Committee and employees to support ongoing flexible home-based work arrangements.
  • Access to an Employee Assistance Program and other internal wellbeing and support programs and resources.
  • A WHS representative, first aid officer and fire warden.
  • Reviewing the Authority’s WHS system, including documentation and governance arrangements.

There were no notifiable incidents and no formal work health and safety investigations were conducted during the year. No notices under Part 10 of the Work Health and Safety Act 2011 were given to the Authority during 2021-22.

During 2021-22 there were no claims for injury in and no return-to-work programs conducted.

COVID-19 Response

In responding to the COVID-19 pandemic, the Authority is guided by advice received from the Department of Health, the Australian Public Service Commission (APSC) and the Department of Industry Science, and Resources (DISR) as our shared service provider.

The Authority follows social distancing and public health guidelines across all areas of its operations.

The Authority’s Executive Committee met regularly to evaluate information and risks and to manage the operations and priorities of the Authority, while maintaining the health and safety of its employees.

The Authority supported its employees transition from working from home to the office, as restrictions changed and were eased. Regular engagement and check-ins with all staff and contractors along with access to workplace tools and guidance assists staff through the transition.

The Authority supports a flexible workplace where staff who are unwell or who are caring for a family member are able either to work from home or to take leave as required.

Employee Assistance Program

The Authority is able to provide, through its shared service arrangements, its employees with independent, confidential and professional counselling, consultation and training assistance for work-related or personal issues.

Workplace Diversity

The Authority is committed to fostering an inclusive environment that supports employees achieving their full potential, accepts and celebrates individual’s differences and values employee diversity.

The Authority’s inclusive culture is reflected in our practices and embedded into our enterprise agreement and related policies. The Authority is continuously improving and developing strategies and policies to ensure they are accessible, inclusive and promote a safe, respectful and supportive workplace.

The following employee networks are available to the Authority through its shared services partner in which staff can connect, build relationships, and access resources:

  • Cultural and Linguistic Diversity Network
  • Disability and Wellness Network
  • Flexible Workplace Network
  • Indigenous Employee Network
  • Pride Network
  • Women’s Network

Disability Reporting

The Government’s Australia’s Disability Strategy 2021-2031 (the Strategy) is the overarching framework for inclusive policies, programs and infrastructure that will support people with disability to participate in all areas of Australian life. The Strategy sets out where practical changes will be made to improve the lives of people with disability in Australia. It acts to ensure the principles underpinning the United Nations Convention on the Rights of Persons with Disabilities are incorporated into Australia’s policies and programs that affect people with disability, their families and carers. All levels of government have committed to deliver more comprehensive and visible reporting under the Strategy. A range of Government reports on progress against the Strategy’s actions and outcome areas will be published and available at https://www.disabilitygateway.gov.au/ads.

Disability reporting is included the Australian Public Service Commission’s State of the Service reports and the APS Statistical Bulletin. These reports are available at http://www.apsc.gov.au.

Reflect Reconciliation Action Plan

The Authority recognises the significant contribution Aboriginal and Torres Strait Islander peoples make to Australia’s culture and heritage.

The Authority values the unique relationship Aboriginal and Torres Strait Islander peoples have with the environment and their cultural obligation to care for country, the sea and waterways and acknowledge the role that reconciliation efforts can play in developing meaningful mitigation and adaptation policies in response to a changing climate.

In climate change policy, as in other areas, the voice of our First Nations peoples are critical. With respect to our work program, we continue to seek to ensure that the research and reviews we undertake and policy advice we provide align with reconciliation efforts, and incorporate Aboriginal and Torres Strait Islander priorities, knowledge and cultural considerations.

Following the launch of the Authority’s Reconciliation Action Plan (RAP) in 2020-21 a number of initiatives have been implemented:

  • A Reconciliation Action Plan Working group has been established to steer implementation of the plan.
  • The Chief Executive Officer has assumed the role of RAP champion, to reinforce our commitment and guide our contribution to reconciliation.
  • All staff completed cultural awareness training by mid-2021 with new staff to undertake training in 2022-23.
  • Promoted National Reconciliation Week and National Aborigines and Islanders Day Observance Committee (NAIDOC) Week.
  • Embedded the Commonwealth Indigenous Procurement Policy into the Authority’s Procurement Policy.

The Authority’s RAP includes key actions to be implemented and strategies for how in the workplace we can better understand, value and engage Aboriginal and Torres Strait Islander perspectives, knowledge and cultures and foster a highly inclusive workplace and strengthen cultural capabilities. These elements are being taken into consideration on an ongoing basis as the Authority reviews its policies and procedures.

There is more that we can do. The Authority will keep working on the RAP to the end of 2022. Due to staff turnover and limited resources, we have not been able to achieve all of our goals. As the Authority grows, in line with the Government’s commitment to restore the Authority, we will continue to engage in the reconciliation process, including further RAPs.