Workforce planning
This section provides information on average workforce strength during 2019–20. Like other Commonwealth agencies, Defence uses average workforce strength figures for planning and budgeting purposes.
In 2019–20 implementation of the Defence Strategic Workforce Plan 2016–2026 saw improved outcomes in recruiting, retention, career management and transition support, as well as progress in managing and professionalising the APS workforce through the use of Job Families. ADF recruiting achieved 93 per cent of targets for enlistments into the permanent ADF (ab initio and prior service). Women represented 23.4 per cent of enlistments and, combined with retention efforts, this has resulted in 526 more women serving in the ADF (Service Categories 7 and 6, excluding Service Option G) than 12 months ago. Retention in the ADF permanent force improved, with a decline in separations from 9.7 per cent to 9.0 per cent, close to the five-year average of 9.1 per cent. The APS workforce also saw a decline in separations over the year, from 10.4 per cent to 9.4 per cent.
Indigenous representation in the permanent ADF improved, with more than 350 Indigenous personnel recruited in 2019–20. Indigenous representation in the permanent ADF is now at 3.2 per cent. In relation to transition services, Defence provided individualised career coaching and mentoring services to 5,982 ADF personnel transitioning from Defence, with the aim of assisting them to achieve meaningful employment or meaningful engagement. An additional 3,297 Reserve members were provided needs-based transition support following Operation BUSHFIRE ASSIST 2019–2020.
Staffing levels and statistics
All workforce information in this report is at 30 June 2020, and will differ to the rounded workforce achievement figures stated in the Force Structure Plan, which reflects data at an earlier point in time.
Defence budgets for its ADF workforce on an average funded strength basis and for the APS workforce on an average staffing level basis. Defence uses actual full-time equivalent (FTE), which is paid strength on a particular date, to provide the most accurate indicator of current staffing levels. Workforce planning is based on average funded strength for the ADF and average staffing levels for the APS for the financial year; these averages are used to plan for an affordable workforce.
Defence also records some statistical data by headcount. All personnel are counted equally regardless of the number of hours worked. The figures include all personnel recorded as on duty or on leave, full-time or part-time, with or without pay. This statistical basis is used for information by gender, employment categories and employment location. Defence does not base its workforce planning on headcount figures.
Total Workforce System
Over the period 2016 to 2018, Defence transitioned to the Total Workforce Model under Project Suakin. In October 2019, Project Suakin was closed and the model was renamed as the ADF Total Workforce System in recognition that it was operational.
A key feature of the Total Workforce System is the ADF Service Spectrum, encompassing the permanent and Reserve forces. Under the Service Spectrum, the ADF workforce consists of six Service Categories differentiated by their relative obligation, commitment and contribution to capability. Members of the permanent ADF serve in Service Categories 7 and 6. Reservists serve in Service Categories 3, 4 and 5. Members in Service Category 2 are Reservists who do not render service but may be subject to call out.
The Service Categories and options available across the Service Spectrum provide members with the choice and flexibility they need to continue to serve. By accessing the workforce potential available across the Service Spectrum it should be easier for Defence to find the right person at the right time.
A program of work to embed and optimise the Total Workforce System across Defence is being undertaken over the period 2020 to 2023. Key activities include improving transfer between Service Categories, extending transition support services across the Service Spectrum and ensuring that future workforce structures are designed to access the flexibility and agility available across the Service Spectrum.
One of the drivers for introducing the ADF Total Workforce System was members seeking more flexibility in how they can serve and work. The introduction of Service Category 6 in 2018 has enhanced the existing suite of flexible work arrangements available to ADF members by allowing members of the permanent force to work reduced hours on a flexible service arrangement.
Each Service has a target of 2 per cent of the trained workforce accessing formalised flexible work arrangements. As at 30 June 2020, Navy has again exceeded this target for the non-seagoing, trained, permanent and continuous full-time service workforce, with 6.1 per cent; Army has 444 personnel (1.7 per cent) on formal flexible work arrangements and 117 personnel (0.45 per cent) in Service Category 6 in a pattern of service other than full time; and Air Force has 6.5 per cent of its trained workforce on formal, documented flexible work arrangements.
Previous description | Service Spectrum continuum | Additional information |
Permanent | Full-time service (Service Category 7) | Reservists on continuous full-time service (Service Option C) are included in permanent force funded strength numbers but not in headcount figures. |
Other than full-time service (Service Category 6) | Members of the permanent forces rendering a pattern of service other than full-time, who are subject to the same obligations as Service Category 7. | |
Reserves | Specific pattern of service and number of days served (Service Category 5) | Members of the Reserves who provide a contribution to capability that extends across financial years and who have security of tenure for the duration of their approved commitment to serve. They are liable for a call out. They can undertake continuous full-time service (Service Option C). |
Providing service, which includes an availability (Service Category 4) | Members of the Reserves who serve in a contingent capability at short notice, with their notice to move defined by their Service. They are liable for call out and available to be ‘called for’. They can undertake continuous full-time service (Service Option C). | |
Available for service or providing service (Service Category 3) | Members of the Reserves who provide a contingent contribution to capability by indicating their availability to serve or who are rendering service to meet a specified task within a financial year. They are liable for call out. They can undertake continuous full-time service (Service Option C). | |
Not providing service but can be called out in specific circumstances if required (Service Category 2) | Members of the Reserve forces who do not render service and have no service obligation. They are liable for call out. | |
Defence APS employees on deployment | Employees of the Defence APS who are force assigned (Service Category 1) | APS employees of Defence who have been seconded or attached to the ADF and are force assigned on operations. |
ADF Gap Year | Full-time service (Service Option G) | The ADF Gap Year is a program that enables 17 to 24 year olds with Year 12 education to experience segments of ADF training and employment for up to 12 months. |
Australian Defence Force staffing
ADF staffing figures for 2018–19 and 2019–20 are shown in Table 6.3.
ADF staffing measure1,2 | 2018–193 | 2019–20 | Variation |
For workforce planning purposes | |||
Actual funded strength (paid strength as at 30 June) | 58,554 | 59,760 | 1,206 |
Average funded strength (over the financial year) | 58,380 | 59,109 | 729 |
For other statistical data | |||
Permanent headcount (on duty/leave and paid/unpaid) | 58,058 | 59,095 | 1,037 |
Notes:
- Funded strength figures include the ADF Gap Year (Service Option G). For consistency with other tables in this chapter, the headcount figures do not include the ADF Gap Year, which had 566 participants on 30 June 2019, rising to 595 participants on 30 June 2020.
- Funded strength figures do not include the Reserve workforce other than those on continuous full-time service (Service Option C), who are paid through the same mechanism as permanent force members. For consistency with other tables in this chapter the headcount figures do not include Reserve members
- 2018–19 headcount figures have been adjusted from those reported in the Defence Annual Report 2018–19 to account for retrospective transactions.
Table 6.4 details ADF permanent force average funded strength for 2019–20, which includes ADF Reserves on continuous full-time service. ADF strength was 59,109 in 2019–20, an increase of 729 from 2018–19. Average funded strength for Reserves on continuous full-time service was 1,055 (comprising Navy 312, Army 651 and Air Force 92)—an increase of 277 from 2018–19
2018-19 Actual | 2019-20 Budget estimate1 | 2019-20 Revised estimate2 | 2019-20 Actual | Variation | % | |
Navy | 14,176 | 14,776 | 14,776 | 14,821 | 45 | 0.3% |
Army | 29,982 | 30,821 | 30,821 | 29,923 | -898 | -2.9% |
Air Force | 14,222 | 14,493 | 14,493 | 14,365 | -128 | -0.9% |
Total average funded strength | 58,380 | 60,090 | 60,090 | 59,109 | -981 | -1.6% |
Notes:
Figures in this table are average strengths; they are not a headcount. Reserves undertaking full-time service are included in the figures. Employees on forms of leave without pay are not included.
- As published in the Portfolio Budget Statements 2019–20.
- As published in the Portfolio Additional Estimates Statements 2019–20.
ADF enlistments and separations
In 2019–20 Defence recruited over 7,500 personnel to a combination of permanent and Reserve roles, an increase of 365 from 2018–19.
ADF enlistments can be categorised as ab initio (those with no prior military service) or prior service enlistments.
While there are specific areas that require further improvement to attain the desired workforce numbers, overall Defence has achieved 93 per cent of its target for the recruitment of full-time ADF members (ab initio and prior service).
In 2019–20 the ADF enlisted 6,277 permanent members, made up of 4,810 men, 1,466 women and one member of indeterminate/intersex/unspecified gender. This was 560 more enlistments than in 2018–19.
Of the 6,277 ADF permanent members enlisted, 1,273 entrants had prior military service in the Reserves (Service Categories 5, 4 and 3), the Gap Year program (Service Option G) or another country, or they had previous permanent force service. There were 5,004 ab initio entrants.
The permanent ADF headcount (Service Categories 7 and 6) increased by 1,037 in 2019–20. This reflects the net difference between enlistments and separations. The Reserve headcount increased by over 1,600, reflecting the implementation of the Total Workforce Summary for how Defence generates personnel capability. This is also reflected in the increased number of days that personnel provided to the Reserve Service.
The Gap Year program (Service Option G) for 2019–20 achieved 99.4 per cent of recruiting targets, which is a slight decrease from 99.7 per cent in 2018–19. The Gap Year program is now established as a key avenue of entry to the ADF, with a high proportion of entrants electing to remain in either the permanent or Reserve workforce.
Tables 6.5 and 6.6 provide comparative information about ADF permanent force (Service Categories 7 and 6) separations over the last two years.
12-month rolling separation rate (%) | ||
30 June 2019 | 30 June 2020 | |
Navy | 8.1% | 6.6% |
Army | 11.6% | 11.0% |
Air Force | 7.3% | 7.3% |
Total ADF permanent force | 9.7% | 9.0% |
APS | ||
Ongoing APS | 10.4% | 9.4% |
Note:
For improved accuracy, separation rates are calculated using monthly average headcounts, not end of financial year headcount figures.
Voluntary separations1 | Involuntary separations2 | Age retirement | Trainee separations | Total | ||
2018-193 | ||||||
Navy | Officers | 142 | 33 | 8 | 50 | 233 |
Other ranks | 558 | 200 | 8 | 128 | 894 | |
Army | Officers | 236 | 117 | 31 | 147 | 531 |
Other ranks | 1,615 | 856 | 23 | 424 | 2,918 | |
Air Force | Officers | 219 | 49 | 18 | 45 | 331 |
Other ranks | 419 | 204 | 22 | 65 | 710 | |
Total ADF permanent force | Officers | 597 | 199 | 57 | 242 | 1,095 |
Other ranks | 2,592 | 1,260 | 53 | 617 | 4,522 | |
Total | 3,189 | 1,459 | 110 | 859 | 5,617 | |
2019-20 | ||||||
Navy | Officers | 100 | 25 | 6 | 36 | 167 |
Other ranks | 405 | 251 | 14 | 126 | 796 | |
Army | Officers | 217 | 102 | 22 | 98 | 439 |
Other ranks | 1,538 | 745 | 19 | 484 | 2,786 | |
Air Force | Officers | 190 | 57 | 15 | 30 | 292 |
Other ranks | 444 | 225 | 22 | 69 | 760 | |
Total ADF permanent force | Officers | 507 | 184 | 43 | 164 | 898 |
Other ranks | 2,387 | 1,221 | 55 | 679 | 4,342 | |
Total | 2,894 | 1,405 | 98 | 843 | 5,240 |
Notes:
Figures in this table show permanent force (Service Categories 7 and 6) substantive headcount numbers. Reserves undertaking continuous full-time service (Service Option C) are not included. Separation groupings are mutually exclusive—an individual is placed in only one group, with age retirement and trainee separations taking precedence over voluntary and involuntary separations. ADF members commencing leave or leave without pay are not included.
- ‘Voluntary’ includes voluntary redundancies and resignations.
- ‘Involuntary’ primarily comprises members who are medically transitioned from Defence, and personnel who were unsuitable for further duty, died while serving or were part of ‘Command Initiated Transfer to the Reserve’.
- Data for 2018–19 does not match the data provided in the Defence Annual Report 2018–19 due to retrospective transactions.
ADF Reserves
The number of days each ADF Reserve member (Service Categories 5, 4 and 3) works in a year can vary substantially depending on personal circumstances and organisational need. To reflect this, Table 6.7 shows both the total number of days served by Reserve members in 2018–19 and the number of Reservists who rendered paid service.
In 2019–20 there was an increase of 109,330 days. service compared to 2018–19, to a total of 1,120,849 (112,514 Navy; 775,012 Army; and 233,323 Air Force), while the number of Reservists undertaking service days increased to 21,189 (1,823 Navy; 15,721 Army; and 3,645 Air Force).
As Table 6.7 shows, the figures for number of days served by Navy, Army and Air Force Reserve members were all greater than forecast (by 17 per cent, 13 per cent and 6 per cent respectively). This was primarily due to the support provided for Operation BUSHFIRE ASSIST 2019–2020 and also for COVID-19 support.
2018-19 Actual: days served | 2019-20 Budget estimate3: days served (members paid) | 2019-20 Revised estimate4: days served (members paid) | 2018-19 Actual: days served (members paid) | Variation: days served (members paid) | Percentage variation: days served (members paid) | |
Navy | 102,574 | 96,000 | 96,000 | 112,514 | 16,514 | 17% |
(1,722) | (1,750) | (1,750) | (1,823) | (73) | (4%) | |
Army | 691,758 | 685,000 | 685,000 | 775,012 | 90,012 | 13% |
(15,418) | (15,500) | (15,500) | (15,721) | (221) | (1%) | |
Air Force | 217,187 | 219,400 | 219,400 | 233,323 | 13,923 | 6% |
(3,411) | (3,200) | (3,200) | (3,645) | (445) | (14%) | |
Total paid Reserves | 1,011,519 | 1,000,400 | 1,000,400 | 1,120,849 | 120,449 | 12% |
(20,551) | (20,450) | (20,450) | (21,189)5 | (739) | (4%) |
Notes:
- Because the number of days or hours worked by Reserve members can vary greatly, figures in this table show the total number of days’ service rendered, with a headcount of members rendering paid service in brackets.
- This table includes Service Categories 5, 4 and 3. Reserves on continuous full-time service (Service Option C) are not included in this table; they are included in Table 6.4.
- As published in the Portfolio Budget Statements 2019–20.
- As published in the Portfolio Additional Estimates Statements 2019–20.
- This represents the reserve personnel that rendered service from the around 29, 000 personnel across service categories 5, 4, and 3 that have indicated availability to render service. It does not include around 11,000 personnel in Service Category 2 that are not rendering service and may be called on as required.
Australian Public Service workforce
APS staffing figures for 2018–19 and 2019–20 are shown in Table 6.8.
APS staffing measure | 2018–191 | 2019–20 | Variation |
For workforce planning purposes | |||
Actual FTE (paid strength as at 30 June) | 15,996 | 16,505 | 509 |
Average FTE (over the financial year) | 15,925 | 16,129 | 204 |
For other statistical data | |||
Headcount figure (on duty/leave, full-time or part-time, paid/unpaid) | 16,888 | 17,454 | 566 |
Notes:
Figures include both ongoing and non-ongoing APS employees.
- 2018–19 headcount figures have been adjusted from those reported in the Defence Annual Report 2018–19 to account for retrospective transactions.
Table 6.9 shows details of the APS average strength, expressed as average FTE, for 2019–20. APS average strength was 16,129 in 2019–20. This was an increase of 204 from the 2018–19 figure of 15,925.
2018-19 Actual | 2019-20 Budget estimate1 | 2019-20 Revised estimate2 | 2019-20 Actual | Variation | % | |
APS | 15,925 | 16,272 | 16,271 | 16,129 | -142 | -0.9% |
Notes:
These figures are average FTE; they are not a headcount.
- As published in the Portfolio Budget Statements 2019–20.
- As published in the Portfolio Additional Estimates Statements 2019–20.
Table 6.10 shows the actual FTE at the last pay in 2019–20, which at 16,505 was 509 greater than the final pay figure in 2018–19 of 15,996.
2018-19 Actual | 2019-20 Actual | Variation | |
APS | 15,996 | 16,505 | 509 |
Note: Figures in this table are actual FTE for the last payday of 2019–20. Employees on forms of leave without pay are not included. The figures differ from Table 6.9 as that table shows the average FTE across the full year.
Australian Public Service recruitment and separations
Defence recruited 2,297 APS employees during 2019–20, including 251 as part of the graduate program.
The APS headcount increased by 566, which reflects the net difference between recruitment and separations. The majority of separations were due to resignation or retirement from Defence (Table 6.11).
Voluntary redundancy1 | Involuntary separations2 | Resignation/ retirement3 | Transfers4 | Total | |
2018–195 | |||||
Senior Executive Service | 1 | – | 11 | 10 | 22 |
Executive Levels 1 and 2 | 103 | 16 | 335 | 84 | 538 |
Other levels | 192 | 66 | 869 | 163 | 1,290 |
Total APS | 296 | 82 | 1,215 | 257 | 1,850 |
2019-20 | |||||
Senior Executive Service | – | – | 11 | 7 | 18 |
Executive Levels 1 and 2 | 46 | 17 | 307 | 92 | 462 |
Other levels | 125 | 59 | 894 | 173 | 1,251 |
Total APS | 171 | 76 | 1,212 | 272 | 1,731 |
Notes:
Figures in this table show ongoing and non-ongoing headcount numbers (substantive headcount).
- Voluntary redundancies are those that are program initiated.
- Involuntary figures include breach of conduct, invalidity retirement, involuntary redundancies, lack of qualifications, non-performance, term probation and death.
- Resignation/retirement figures include resignation, retirement (minimum age and Senior Executive Service) and completion of non-ongoing.
- Transfers are those who have transferred to other government departments.
- Some 2018–19 figures have been adjusted from those reported in the Defence Annual Report 2018–19 to account for retrospective transactions.
Army’s partnerships—creating capacity and capability
Army’s approach to teamwork is reflected in its successful partnerships with industry, academia and national institutions. It prepares its people to work effectively in teams through its culture optimisation program Good Soldiering.
Our partnerships with industry are key to delivering land capability. We work closely with industry to support the development of sovereign capability, improve Army’s ability to generate land power effects and help build the workforce of the future. We engage with industry early and often to seek solutions that provide more capacity for Army’s teams. Activities such as the annual Army Innovation Day enable dialogue with industry to ensure Army is making the best use of new technology.
Army supports key delivery agencies to maximise Australian industry involvement in the Capability Life Cycle. These agencies include the Defence Innovation Hub, the Centre for Defence Industry Capability and the Defence Industry Policy Division.
Army has recently established strategic partnerships with two national institutions to achieve shared goals. It has engaged with the Australian Institute of Sport to advance human cognitive, physical and team performance; and with Broken Hill Proprietary Limited (BHP) to develop capability in education, training, technology and workforce. These partnerships allow both organisations to share knowledge, build the leadership and technical skills of their people and contribute to national resilience.
Defence faces difficult challenges but it does not do this alone. Army’s work to build teams through partnerships and shared experience ensures our national resilience in times of crisis.
Actual workforce
This section provides workforce information as at 30 June 2020 and outlines changes in the workforce that occurred during 2019–20. Tables 6.12 to 6.18 show numbers of people, employment categories, locations and gender information. The numbers of Star-ranked and Senior Executive Service officers are provided at Tables 6.14 and 6.15. The information is based on headcount.
At 30 June 2020, Defence had a permanent workforce of 76,197, comprising 59,095 permanent ADF members (Service Categories 7 and 6, excluding Service Option G) and 17,102 ongoing APS employees. In addition, 352 APS employees were employed on a non-ongoing basis (Table 6.17).
The Reserve (Service Categories 5, 4 and 3) headcount increased by 1,661 to 28,878 (including members on continuous full-time service (Service Option C)). A further 11,000 personnel are in Service Category 2; if personnel in Service Category 2 render service they change their status to Service Category 5, 4 or 3. If people are not able to continue rendering service they transfer to Service Category 2 and are available to be called upon as required.
The total ADF workforce was 87,973, comprising 18,659 Navy permanent and Reserve members, 49,259 Army permanent and Reserve members, and 20,055 Air Force permanent and Reserve members.
At 30 June 2020, 1,172 Reserves were also Defence APS employees.
Navy | Army | Air Force | ADF1 | APS2 | |
Headcount 30 June 2019 | 14,206 | 29,510 | 14,342 | 58,058 | 16,888 |
Additions | 1,784 | 3,342 | 1,151 | 6,277 | 2,297 |
Separations | 963 | 3,225 | 1,052 | 5,240 | 1,731 |
Headcount 30 June 2020 | 15,027 | 29,627 | 14,441 | 59,095 | 17,454 |
Change | 821 | 117 | 99 | 1,037 | 566 |
Notes:
Figures in this table show substantive headcount numbers.
- ADF figures are for permanent members (Service Categories 7 and 6) and do not include Reserves (Service Categories 5, 4 3 and 2), Reserves undertaking continuous full-time service (Service Option C) or ADF Gap Year participants (Service Option G).
- APS figures include paid and unpaid employees, which covers full-time, part-time, suspended, ongoing and non-ongoing employees.
The APS figures in Table 6.13 have historically been reported using substantive location. A review of the location figures in 2019-20 identified that actual location provides a more reliable indication of an APS employee's location, so actual location has been used for the report this year.
NSW | QLD | SA | TAS | VIC1 | WA | ACT2 | NT | O/S3 | Total | |
Permanent force4 | ||||||||||
Navy | 6,453 | 810 | 169 | 21 | 2,085 | 2,716 | 1,923 | 653 | 197 | 15,027 |
Army | 5,351 | 12,344 | 1,800 | 52 | 3,047 | 904 | 3,025 | 2,816 | 288 | 29,627 |
Air Force | 4,294 | 3,380 | 1,918 | 10 | 1,105 | 273 | 2,220 | 924 | 317 | 14,441 |
Subtotal | 16,098 | 16,534 | 3,887 | 83 | 6,237 | 3,893 | 7,168 | 4,393 | 802 | 59,095 |
Reserves5 | ||||||||||
Navy | 1,081 | 475 | 104 | 86 | 303 | 329 | 1,168 | 83 | 3 | 3,632 |
Army | 5,385 | 4,965 | 1,651 | 500 | 3,489 | 1,992 | 1,002 | 644 | 4 | 19,632 |
Air Force | 1,569 | 1,404 | 659 | 60 | 423 | 214 | 1,176 | 109 | – | 5,614 |
Subtotal | 8,035 | 6,844 | 2,414 | 646 | 4,215 | 2,535 | 3,346 | 836 | 7 | 28,878 |
Total ADF | 24,133 | 23,378 | 6,301 | 729 | 10,452 | 6,428 | 10,514 | 5,229 | 809 | 87,973 |
APS6 | ||||||||||
Total APS | 2,502 | 1,245 | 2,086 | 75 | 3,451 | 456 | 7,298 | 206 | 135 | 17,454 |
Notes:
Figures in this table are based on substantive location for the ADF and actual location for the APS.
- Victorian figures include individuals located in Albury NSW.
- Australian Capital Territory figures include individuals located in Jervis Bay (Commonwealth), Queanbeyan (NSW) and Bungendore (NSW).
- Individuals posted overseas for reasons including long-term duty, training, exchange and liaison.
- Permanent force (Service Categories 7 and 6) does not include ADF Gap Year participants (Service Option G).
- Reserves include all members (Service Categories 5, 4 and 3) and Reservists undertaking continuous full-time service (Service Option C).
- Includes paid and unpaid employees, which covers full-time, part-time, ongoing and non-ongoing employees. The 30 June 2020 figures for the APS include 1,172 APS employees who are also counted as Reserve members.
Star-ranked officers1 | 2019–20 engagements2 | 2019–20 separations | |||||||
Men | Women | Total | Men | Women | Total | Men | Women | Total | |
Four-star | |||||||||
Navy | – | – | – | – | – | – | – | – | – |
Army | 1 | – | 1 | – | – | – | – | – | – |
Air Force | – | – | – | – | – | – | – | – | – |
Three-star | |||||||||
Navy | 3 | – | 3 | 1 | – | 1 | – | – | – |
Army | 3 | – | 3 | – | – | – | – | – | – |
Air Force | 2 | – | 2 | – | – | – | 1 | – | 1 |
Two-star | |||||||||
Navy | 8 | 2 | 10 | – | 1 | 1 | 1 | – | 1 |
Army | 18 | 4 | 22 | 4 | 1 | 5 | 1 | – | 1 |
Air Force | 8 | 1 | 9 | 3 | – | 3 | 3 | 1 | 4 |
One-star | |||||||||
Navy | 38 | 6 | 44 | 8 | 2 | 10 | 3 | – | 3 |
Army | 51 | 9 | 60 | 11 | 4 | 15 | 7 | 1 | 8 |
Air Force | 32 | 6 | 38 | 9 | 3 | 12 | 7 | 1 | 8 |
Total | 164 | 28 | 192 | 36 | 11 | 47 | 23 | 3 | 26 |
Notes:
- Figures in this table show members in Service Categories 7 and 6 (Permanent Service), at their substantive rank.
- Figures in this table show substantive promotions only.
Total Senior Executive Service1 | 2019–20 engagements2, 3 | 2019–20 separations2, 4 | |||||||
Men | Women | Total | Men | Women | Total | Men | Women | Total | |
Senior Executive | |||||||||
Secretary | 1 | – | 1 | – | – | – | – | – | – |
Band 3 | 7 | 3 | 10 | 1 | 1 | 2 | – | 1 | 1 |
Band 25 | 22 | 11 | 33 | 5 | 2 | 7 | 3 | 1 | 4 |
Band 16 | 50 | 50 | 100 | 5 | 1 | 6 | 8 | 3 | 11 |
Chief of Division | |||||||||
Grade 2 | 7 | 1 | 8 | – | – | – | 1 | 1 | 2 |
Grade 1 | 2 | – | 2 | – | – | – | – | – | – |
Total | 89 | 65 | 154 | 11 | 4 | 15 | 12 | 6 | 18 |
Notes:
- Figures in this table show employee numbers at their substantive level, including employees on long-term leave (6), secondment (6) and temporary transfer to other departments (5).
- Gains and losses do not reflect movement of officers between levels in each of the Senior Executive Service and Chief of Division streams.
- Engagement figures include new engagements and transfers from other agencies only.
- Separation figures include resignations, retirements, redundancies, and promotions and transfers to other departments.
- Senior Executive Service Band 2 includes Medical Officer Grade 6.
- Senior Executive Service Band 1 includes Medical Officer Grade 5.
30 June 2020 headcount | 2019-20 engagements | 2019-20 separations | |||||||
Men | Women | Total | Men | Women | Total | Men | Women | Total | |
Executive Level | |||||||||
Executive Level 2 | 1,162 | 493 | 1,655 | 49 | 45 | 94 | 102 | 44 | 146 |
Executive Level 1 | 2,218 | 1,387 | 3,605 | 127 | 139 | 266 | 193 | 123 | 316 |
Subtotal | 3,380 | 1,880 | 5,260 | 176 | 184 | 360 | 295 | 167 | 462 |
Other staff | |||||||||
APS Level 6 | 2,912 | 2,198 | 5,110 | 300 | 261 | 561 | 273 | 190 | 463 |
APS Level 5 | 1,507 | 1,412 | 2,919 | 179 | 218 | 397 | 177 | 124 | 301 |
APS Level 4 | 681 | 1,027 | 1,708 | 84 | 185 | 269 | 76 | 108 | 184 |
APS Level 3 | 449 | 855 | 1,304 | 75 | 127 | 202 | 43 | 72 | 115 |
APS Level 2 | 358 | 374 | 732 | 191 | 121 | 312 | 91 | 52 | 143 |
APS Level 1 | 150 | 113 | 263 | 100 | 78 | 178 | 21 | 21 | 42 |
Subtotal | 6,057 | 5,979 | 12,036 | 929 | 990 | 1,919 | 681 | 567 | 1,248 |
Total APS | 9,437 | 7,859 | 17,296 | 1,105 | 1,174 | 2,279 | 976 | 734 | 1,710 |
Note:
Figures in this table show ongoing and non-ongoing employee substantive headcount numbers. Figures include paid, unpaid, full-time and part-time employees. Figures exclude SES employees. Figures exclude employees who do not exclusively identify as either male or female.
30 June 20191 | 30 June 2020 | |||||
Full time | Part time2 | Total | Full time | Part time2 | Total | |
Ongoing employees | ||||||
Men | 9,075 | 207 | 9,282 | 9,145 | 199 | 9,344 |
Women | 6,421 | 965 | 7,386 | 6,790 | 964 | 7,754 |
Unspecified3 | 2 | 1 | 3 | 3 | 1 | 4 |
Total ongoing | 15,498 | 1,173 | 16,671 | 15,938 | 1,164 | 17,102 |
Non-ongoing employees | ||||||
Men | 104 | 12 | 116 | 159 | 23 | 182 |
Women | 85 | 15 | 100 | 153 | 17 | 170 |
Unspecified3 | 1 | – | 1 | – | – | 0 |
Total non-ongoing | 190 | 27 | 217 | 312 | 40 | 352 |
Total APS employees | ||||||
Men | 9,179 | 219 | 9,398 | 9,304 | 222 | 9,526 |
Women | 6,506 | 980 | 7,486 | 6,943 | 981 | 7,924 |
Unspecified3 | 3 | 1 | 4 | 3 | 1 | 4 |
Total | 15,688 | 1,200 | 16,888 | 16,250 | 1,204 | 17,454 |
Notes:
Figures in this table show substantive headcount numbers. Figures include paid and unpaid employees.
- Some 30 June 2019 figures have been adjusted from what was reported in the Defence Annual Report 2018–19 to account for retrospective transactions.
- Part-time employees are those with weekly hours less than the standard hours. It does not relate to employees in part-time positions.
- Figures include employees who have identified as indeterminate, intersex or unspecified.
30 June 20191 | 30 June 2020 | |||||||
Men | % | Women | % | Men | % | Women | % | |
Navy permanent2 | ||||||||
Trained force | ||||||||
Officers | 2,109 | 14.8% | 561 | 3.9% | 2,199 | 14.6% | 621 | 4.1% |
Other ranks | 7,452 | 52.5% | 2,042 | 14.4% | 7,508 | 50.0% | 2,162 | 14.4% |
Training force | ||||||||
Officers | 613 | 4.3% | 202 | 1.4% | 692 | 4.6% | 230 | 1.5% |
Other ranks | 933 | 6.6% | 291 | 2.0% | 1,269 | 8.4% | 344 | 2.3% |
Total Navy | 11,107 | 78.2% | 3,096 | 21.8% | 11,668 | 77.7% | 3,357 | 22.3% |
Army permanent2 | ||||||||
Trained force | ||||||||
Officers | 4,577 | 15.5% | 904 | 3.1% | 4,608 | 15.6% | 942 | 3.2% |
Other ranks | 17,882 | 60.6% | 2,740 | 9.3% | 17,726 | 59.8% | 2,823 | 9.5% |
Training force | ||||||||
Officers | 768 | 2.6% | 249 | 0.8% | 770 | 2.6% | 228 | 0.8% |
Other ranks | 1,855 | 6.2% | 593 | 2.0% | 2,011 | 6.8% | 466 | 1.6% |
Total Army | 25,190 | 85.4% | 4,319 | 14.6% | 25,217 | 85.1% | 4,408 | 14.9% |
Air Force permanent2 | ||||||||
Trained force | ||||||||
Officers | 3,372 | 23.5% | 1,028 | 7.2% | 3,436 | 23.8% | 1,060 | 7.3% |
Other ranks | 6,709 | 46.8% | 1,866 | 13.0% | 6,418 | 44.5% | 2,006 | 13.9% |
Training force | ||||||||
Officers | 603 | 4.2% | 240 | 1.7% | 615 | 4.3% | 257 | 1.8% |
Other ranks | 277 | 1.9% | 244 | 1.7% | 415 | 2.9% | 231 | 1.6% |
Total Air Force | 10,961 | 76.4% | 3,378 | 23.6% | 10,884 | 75.4% | 3,554 | 24.6% |
ADF permanent2 | ||||||||
Trained force | ||||||||
Officers | 10,058 | 17.3% | 2,493 | 4.3% | 10,243 | 17.3% | 2,623 | 4.4% |
Other ranks | 32,043 | 55.2% | 6,648 | 11.5% | 31,652 | 53.6% | 6,991 | 11.8% |
Training force | ||||||||
Officers | 1,976 | 3.4% | 665 | 1.1% | 2,038 | 3.4% | 710 | 1.2% |
Other ranks | 3,181 | 5.5% | 987 | 1.7% | 3,836 | 6.5% | 995 | 1.7% |
Total ADF permanent | 47,258 | 81.4% | 10,793 | 18.6% | 47,769 | 80.8% | 11,319 | 19.2% |
ADF Gap Year | ||||||||
Navy | 53 | 9.4% | 74 | 13.1% | 67 | 11.3% | 92 | 15.5% |
Army | 199 | 35.2% | 82 | 14.5% | 208 | 35.0% | 78 | 13.1% |
Air Force | 73 | 12.9% | 84 | 14.9% | 66 | 11.1% | 84 | 14.1% |
Total ADF Gap Year | 325 | 57.5% | 240 | 42.5% | 341 | 57.3% | 254 | 42.7% |
Reserves2,3 | ||||||||
Navy | 2,584 | 9.5% | 760 | 2.8% | 2,823 | 9.8% | 809 | 2.8% |
Army | 15,947 | 58.6% | 2,818 | 10.4% | 16,648 | 57.6% | 2,984 | 10.3% |
Air Force | 4,041 | 14.8% | 1,065 | 3.9% | 4,413 | 15.3% | 1,201 | 4.2% |
Total Reserves | 22,572 | 82.9% | 4,643 | 17.1% | 23,884 | 82.7% | 4,994 | 17.3% |
APS2,4 | ||||||||
Total APS | 9,398 | 55.7% | 7,486 | 44.3% | 9,526 | 54.6% | 7,924 | 45.4% |
Notes:
Figures in this table show substantive headcount numbers. Percentage figures are calculated within each section, so that the subtotal for each section adds to 100 per cent. Percentages may not sum due to rounding.
- Some 30 June 2019 figures have been adjusted from what was reported in the Defence Annual Report 2018–19 to account for retrospective transactions.
- Figures exclude employees who do not exclusively identify as either male or female.
- Reserves include all members (Service Categories 5, 4 and 3) and Reservists undertaking continuous full-time service (Service Option C).
- Figures include paid, unpaid, full-time, part-time, ongoing and non-ongoing employees. The 30 June 2020 figures for the APS include 1,172 APS employees who are also counted as Reserve members.
ADF Gap Year program
The ADF Gap Year program aims to give Australian school-leavers and young adults an exposure to the military way of life and the roles and opportunities on offer in the ADF. It is full-time service and referred to as Service Option G in reporting. A total of 593 participants enlisted in the 2019 ADF Gap Year program (Navy, 125; Army, 300; Air Force, 168). A total of 616 participants have enlisted in the 2020 program (Navy, 145; Army, 301; Air Force, 170). As at 30 June 2020, 41 members from the 2019 program and 555 members from the 2020 program (a total of 596) were still participating.
Navy | Army | Air Force | ADF | Total | |||||||||
Men | Women | Indeterminate | Men | Women | Indeterminate | Men | Women | Indeterminate | Men | Women | Indeterminate | ||
2019 Program | |||||||||||||
Participants | 50 | 75 | – | 212 | 88 | – | 78 | 89 | 1 | 340 | 252 | 1 | 593 |
Separated or Reserves (Service Category 2) | 21 | 18 | – | 23 | 8 | – | 9 | 13 | 1 | 53 | 39 | 1 | 93 |
Transferred to permanent ADF | 21 | 40 | – | 134 | 47 | – | 61 | 68 | – | 216 | 155 | – | 371 |
Transferred to Reserves | – | – | – | 48 | 25 | – | 7 | 8 | – | 55 | 33 | – | 88 |
Still participating in 2019 program | 8 | 17 | − | 7 | 8 | – | 1 | − | − | 16 | 25 | − | 41 |
2020 Program | |||||||||||||
Participants | 64 | 81 | – | 221 | 80 | – | 77 | 93 | – | 362 | 254 | – | 616 |
Separated or Reserves (Service Category 2) | 4 | 3 | – | 19 | 8 | – | 9 | 8 | – | 32 | 19 | – | 51 |
Transferred to permanent ADF | 1 | 2 | – | 1 | – | – | 3 | 1 | – | 5 | 3 | – | 8 |
Transferred to Reserves | – | – | – | – | 2 | – | – | – | – | – | 2 | – | 2 |
Still participating in program | 59 | 76 | – | 201 | 70 | – | 65 | 84 | – | 325 | 230 | – | 555 |
Reserve Service protection
The Defence Reserve Service (Protection) Act 2001 (DRSP Act) provides for the protection of ADF Reserve members in their civilian employment and education. The Act mitigates some of the employment and financial disadvantages that Reserve members may face when undertaking Defence service, making service easier to undertake and so enhancing Defence capability.
Under the DRSP Act, employers and education providers are prohibited from discriminating against Reserve members or hindering them from rendering Defence service. A Reserve member rendering Defence service is entitled to be absent from their employment during that service, and must be permitted to resume work after their Defence service ends. Education providers are required to make reasonable adjustments to accommodate a Reserve member’s Defence service. Under the DRSP Act, employers, education providers and others may be subject to criminal prosecution or civil penalties. An affected person may bring an action for compensation or an injunction in a court, or Defence may bring such an action on behalf of the affected person.
Since April 2019, telephone calls regarding Reserve service protection issues have been directed through the 1800-DEFENCE call centre. This service provides ADF Reservists and employers with extended access to advice, and Defence with accurate data collection on phone enquiries regarding issues related to the DRSP Act. Access to the call centre function proved particularly valuable during Operation BUSHFIRE ASSIST 2019–2020, when the call centre was operating for extended hours.
Between 1 July 2019 and 15 June 2020, 324 calls were received regarding enquiries related to the DRSP Act. Of these, 45 enquiries were resolved at the time of contact through the provision of general information regarding protections and obligations provided by the DRSP Act; 279 complex enquiries were referred to Employer Support and Service Protection staff for specific advice; 274 enquiries were resolved within nine business days; and the remaining enquiries are still open at the time of this report.
The number of enquiries in 2019–20 is commensurate with the number of enquiries reported for 2018–19.
Visit
https://www.transparency.gov.au/annual-reports/department-defence/reporting-year/2019-20-57