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Our people

PM&C has a strong commitment to individual and organisational excellence. We work closely with communities and stakeholders and across all areas of government to provide rigorous and collaborative policy development, implementation and program delivery.

Staff are supported to continue to build a diverse, collaborative, technologically savvy and agile workforce. Our diversity and inclusion agenda is unlocking the full potential of our people. At the same time, our flexible, activity-based work arrangements and widespread adoption of a live briefing system are supporting new ways of working.

Employment performance

At 30 June 2019, PM&C had 2,178 employees, including inactive staff1. This is a small decrease from 2,188 employees at 30 June 2018.

PM&C has a diverse and inclusive workforce. Two-thirds of our workforce are women (67 per cent), 61 per cent of staff are under 45 years old and 14 per cent identify as Aboriginal and/or Torres Strait Islander.

PM&C has staff working across Australia, with 24 per cent of staff located outside Canberra in other capital cities and regional and remote areas. Further information is provided in the tables below.

Table 3.2: All Ongoing Employees Current Report Period (2018–19)

Male

Female

Indeterminate

Total

Full- time

Part- time

Total Male

Full- time

Part- time

Total Female

Full- time

Part- time

Total Indeterminate

NSW

31

31

41

10

51

82

Qld

28

1

29

50

7

57

86

SA

14

14

26

9

35

49

Tas

3

3

2

1

3

6

Vic

6

6

17

2

19

25

WA

22

1

23

48

8

56

79

ACT

483

25

508

839

218

1,057

1,565

NT

57

1

58

96

13

109

167

Overseas

Total

644

28

672

1,119

268

1,387

2,059

Table 3.3: All Non-ongoing Employees Current Report Period (2018–19)

Male

Female

Indeterminate

Total

Full- time

Part- time

Total Male

Full- time

Part- time

Total Female

Full- time

Part- time

Total Indeterminate

NSW

3

3

3

Qld

3

3

3

3

6

SA

1

1

4

4

5

Tas

1

1

1

Vic

1

1

1

1

2

WA

2

2

6

1

7

9

ACT

33

4

37

36

12

48

85

NT

1

1

7

7

8

Overseas

Total

42

4

46

60

13

73

119

Table 3.4: All Ongoing Employees Previous Report Period (2017–18)

Male

Female

Indeterminate

Total

Full- time

Part- time

Total Male

Full- time

Part- time

Total Female

Full- time

Part- time

Total Indeterminate

NSW

39

1

40

44

11

55

95

Qld

33

2

35

58

5

63

98

SA

12

12

30

8

38

50

Tas

2

2

3

1

4

6

Vic

9

9

13

4

17

26

WA

24

1

25

46

11

57

82

ACT

477

23

500

810

218

1,028

1,528

NT

64

4

68

115

20

135

203

Overseas

Total

660

31

691

1,119

278

1,397

2,088

Table 3.5: All Non-ongoing Employees Previous Report Period (2017–18)

Male

Female

Indeterminate

Total

Full- time

Part- time

Total Male

Full- time

Part- time

Total Female

Full- time

Part- time

Total Indeterminate

NSW

1

1

2

1

3

4

Qld

2

2

2

2

4

SA

1

1

2

2

Tas

Vic

1

1

1

WA

4

1

5

5

ACT

23

6

29

30

11

41

70

NT

5

5

8

1

9

14

Overseas

Total

31

7

38

47

15

62

100

Table 3.6: Australian Public Service Act Ongoing Employees Current Report Period (2018–19)

Male

Female

Indeterminate

Total

Full- time

Part- time

Total Male

Full- time

Part- time

Total Female

Full- time

Part- time

Total Indeterminate

SES 3

8

8

3

3

11

SES 2

12

1

13

14

14

27

SES 1

35

1

36

36

10

46

82

EL 2

102

3

105

146

20

166

271

EL 1

214

18

232

332

110

442

674

APS 6

163

4

167

287

74

361

528

APS 5

54

54

149

29

178

232

APS 4

40

40

115

24

139

179

APS 3

15

15

34

1

35

50

APS 2

2

2

2

APS 1

1

1

1

1

2

Other

1

1

1

Total

644

28

672

1,119

268

1,387

2,059

Table 3.7: Australian Public Service Act Non-ongoing Employees Current Report Period (2018–19)

Male

Female

Indeterminate

Total

Full- time

Part- time

Total Male

Full- time

Part- time

Total Female

Full- time

Part- time

Total Indeterminate

SES 3

1

1

1

SES 2

1

1

1

1

2

SES 1

2

1

3

3

EL 2

3

3

5

2

7

10

EL 1

7

7

8

3

11

18

APS 6

11

1

12

18

3

21

33

APS 5

8

1

9

9

2

11

20

APS 4

11

11

15

2

17

28

APS 3

1

1

1

APS 2

2

2

1

1

3

APS 1

Other

Total

42

4

46

60

13

73

119

Table 3.8: Australian Public Service Act Ongoing Employees Previous Report Period (2017–18)

Male

Female

Indeterminate

Total

Full- time

Part- time

Total Male

Full- time

Part- time

Total Female

Full- time

Part- time

Total Indeterminate

SES 3

6

6

2

2

8

SES 2

5

1

6

16

16

22

SES 1

38

1

39

34

8

42

81

EL 2

110

5

115

148

29

177

292

EL 1

212

17

229

326

107

433

662

APS 6

151

4

155

294

69

363

518

APS 5

64

64

136

36

172

236

APS 4

50

2

52

122

25

147

199

APS 3

18

18

36

3

39

57

APS 2

5

5

4

1

5

10

APS 1

1

1

1

1

2

Other

1

1

1

Total

660

31

691

1,119

278

1,397

2,088

Table 3.9: Australian Public Service Act Non-ongoing Employees Previous Report Period (2017–18)

Male

Female

Indeterminate

Total

Full- time

Part- time

Total Male

Full- time

Part- time

Total Female

Full- time

Part- time

Total Indeterminate

SES 3

1

1

1

SES 2

1

1

1

SES 1

1

1

2

1

1

3

EL 2

1

2

3

3

EL 1

4

1

5

6

3

9

14

APS 6

10

10

12

2

14

24

APS 5

7

7

6

3

9

16

APS 4

7

1

8

17

4

21

29

APS 3

1

1

3

1

4

5

APS 2

3

3

1

1

4

APS 1

Other

Total

31

7

38

47

15

62

100

Table 3.10: Australian Public Service Act Employees by Full-time and Part-time Status Current Report Period (2018–19)

Ongoing

Non-ongoing

Total

Full-time

Part-time

Total Ongoing

Full-time

Part-time

Total Non-ongoing

SES 3

11

11

1

1

12

SES 2

26

1

27

2

2

29

SES 1

71

11

82

2

1

3

85

EL 2

248

23

271

8

2

10

281

EL 1

546

128

674

15

3

18

692

APS 6

450

78

528

29

4

33

561

APS 5

203

29

232

17

3

20

252

APS 4

155

24

179

26

2

28

207

APS 3

49

1

50

1

1

51

APS 2

2

2

1

2

3

5

APS 1

1

1

2

2

Other

1

1

1

Total

1,763

296

2,059

102

17

119

2,178

Table 3.11: Australian Public Service Act Employees by Full-time and Part-time Status Previous Report Period (2017–18)

Ongoing

Non-ongoing

Total

Full-time

Part-time

Total Ongoing

Full-time

Part-time

Total Non-ongoing

SES 3

8

8

1

1

9

SES 2

21

1

22

1

1

23

SES 1

72

9

81

2

1

3

84

EL 2

258

34

292

1

2

3

295

EL 1

538

124

662

10

4

14

676

APS 6

445

73

518

22

2

24

542

APS 5

200

36

236

13

3

16

252

APS 4

172

27

199

24

5

29

228

APS 3

54

3

57

3

2

5

62

APS 2

9

1

10

1

3

4

14

APS 1

1

1

2

2

Other

1

1

1

Total

1,779

309

2,088

78

22

100

2,188

Table 3.12: Australian Public Service Act Employment Type by Location Current Report Period (2018–19)

Ongoing

Non-ongoing

Total

NSW

82

3

85

Qld

86

6

92

SA

49

5

54

Tas

6

1

7

Vic

25

2

27

WA

79

9

88

ACT

1,565

85

1,650

NT

167

8

175

Overseas

Total

2,059

119

2,178

Table 3.13: Australian Public Service Act Employment Type by Location Previous Report Period (2017–18)

Ongoing

Non-ongoing

Total

NSW

95

4

99

Qld

98

4

102

SA

50

2

52

Tas

6

6

Vic

26

1

27

WA

82

5

87

ACT

1,528

70

1,598

NT

203

14

217

Overseas

Total

2,088

100

2,188

Table 3.14: Australian Public Service Act Indigenous Employment Current Report Period (2018–19)

Total

Ongoing

292

Non-ongoing

15

Total

307

Table 3.15: Australian Public Service Act Indigenous Employment Previous Report Period (2017–18)

Total

Ongoing

318

Non-ongoing

17

Total

335

Table 3.16: Details of the Accountable Authority During the Reporting Period (2018–19)

Name

Position

Period as Accountable Authority

Dr Martin Parkinson

Secretary

01/07/2018 to 30/06/2019

Inclusion and diversity

PM&C has a holistic Inclusion and Diversity Strategy that aims to foster a culture reflective of the diversity of the Australian community. PM&C’s commitment to inclusion and diversity reflects the importance we place on our people and on creating a workplace culture in which every staff member is valued and respected for their contribution.

PM&C’s Inclusion and Diversity Strategy is designed to:

  • communicate the rationale for becoming a more inclusive and diverse workplace
  • set clear expectations of leadership behaviours to promote inclusion and diversity
  • establish clear actions to be taken over the next two years to build on our progress.

The strategy is monitored by the PM&C Inclusion and Diversity Committee. Chaired by the Secretary, the Committee promotes inclusion and diversity initiatives within PM&C. It includes members from the Executive Board, Diversity Champions, executive-level representatives from diverse backgrounds and two external representatives.

Within PM&C, diversity and inclusion initiatives are led by a Deputy Secretary Diversity Champion, supported by six SES champions and staff networks, for the following diversity groups:

  • Gender—Women’s Network
  • Indigenous—Aboriginal and Torres Strait Islander Employee Network
  • Disability—Disability Employee Network
  • Lesbian, Gay, Bisexual, Transgender, Intersex and Queer—LGBTIQ+ Network
  • Culturally and Linguistically Diverse—CALD Network
  • Reconciliation Action Plan—Reconciliation Action Plan Working Group.

The champions and staff networks support and celebrate difference and foster ideas for valuing diversity and optimising inclusion.

Secretaries Equality and Diversity Council

PM&C convenes the Secretaries Equality and Diversity Council, a quarterly meeting of all Australian Public Service (APS) departmental secretaries and two external members. Their aim is to create a more diverse and inclusive APS. The Secretaries Equality and Diversity Council has led work on:

  • APS-wide equality and diversity strategies, including the Gender Equality Strategy, the Commonwealth Aboriginal and Torres Strait Islander Employment Strategy and the Disability Employment Strategy
  • APS workplace responses to domestic and family violence
  • removing barriers to employment and progression for people with disability, people from CALD backgrounds, people who identify as part of the LGBTI community, and Aboriginal and Torres Strait Islander peoples
  • transformative cultural change, through a project focused on understanding the drivers and strategies for promoting inclusive work practices across the APS.

Case study: Supporting PM&C’s LGBTIQ+ workforce

In 2019, at the annual Australian LGBTI Inclusion Awards, PM&C was recognised for its work and achievements in LGBTIQ+ inclusion. The Department was recognised as a Gold Employer for LGBTI inclusion and also received the Achievement Award for Most Improved Employer after achieving a 344 per cent increase in our Australian Workplace Equality Index (AWEI) score from the previous years.

The AWEI is an evidence-based benchmarking instrument that is used to assess workplaces on their LGBTIQ+ inclusion initiatives.

In 2018, the Department received an AWEI score of 39 (out of 200) for LGBTIQ+ inclusion. This result drove PM&C to undertake a substantial body of work at all levels to improve the inclusivity of LGBTIQ+ staff at PM&C.

PM&C’s People Branch and LGBTIQ+ Employee Network collaborated to develop and launch the Gender Affirmation and Transitioning Policy, which provides guidance for managers and colleagues and for staff members undergoing the process to affirm their gender.

The LGBTIQ Employee Network coordinated a joint submission to the Independent Review of the APS from LGBTIQ+ networks across the APS and other PM&C employee networks to ensure the LGBTIQ+ voice is represented in policy advice on how the APS will operate in the future.

The network also worked with the Australian Public Service Commission to revise the APS Census for an improved LGBTIQ+ perspective throughout. In 2019, for the first time, the APS Census includes questions on being ‘out at work’. This is an important metric to measure inclusion and wellbeing of staff in the APS.

This was followed up with strong messaging from leaders across PM&C to embed the understanding that all employees are respected and valued for their capabilities and experience, regardless of sexual orientation or gender identity.

PM&C’s 2019 AWEI score of 173 (out of 200), Gold Employer status and Achievement Award for Most Improved Employer place us in the higher ranks of inclusive employers in Australia. These results position PM&C as a workplace of inclusion and respect in the public eye. They show the success of our collective approach to improving inclusion and diversity—one where the process was owned and driven by staff at all levels. The result was the product of a clear commitment from senior leaders to champion LGBTIQ+ inclusion at PM&C, a proactive and vibrant LGBTIQ+ Employee Network, and dedicated enabling support from corporate services.

Aboriginal and Torres Strait Islander peoples

Reconciliation

On 4 March 2019, PM&C launched its ‘Stretch’ Reconciliation Action Plan (RAP) 2018–2020. The RAP outlines the next steps for PM&C to continue embedding reconciliation as part of the fabric of our organisation and to lead the APS through our central role with responsibility for the Australian Government’s Indigenous affairs functions.

PM&C commemorated National Reconciliation Week 2019 with a number of events across the country. In keeping with the theme of ‘Grounded in Truth: Walk Together With Courage’, PM&C hosted a discussion among senior Indigenous and non-Indigenous leaders within PM&C and its portfolio bodies, reflecting on this year’s theme: ‘Family History and Truth Telling’. Almost 100 staff in Canberra participated in the annual Sorry Day Bridge Walk. We also showcased Aboriginal and Torres Strait Islander special guest speakers such as Gail Mabo, Leanne Caton and Michael Long. These events saw staff come together to explore how each of us can contribute to achieving reconciliation in Australia and reflect on the contributions of Aboriginal and Torres Strait Islander peoples and cultures to our shared history.

Indigenous talent attraction and development

During 2018–19, PM&C maintained the commitment to retaining and growing our Aboriginal and Torres Strait Islander workforce. There has been a continued focus on fostering PM&C’s Indigenous leadership pipeline through the delivery of the PM&C Graduate Program, and participation in the Sir Roland Wilson Pat Turner Scholarship and Atlantic Fellows for Social Equity Program. The Indigenous Leadership Program is in development, which will support the recruitment and career progression of Indigenous APS6/EL1 staff. This program is expected to launch in early 2020.

National Aborigines and Islanders Day Observance Committee (NAIDOC)

PM&C acknowledges the history, culture and achievements of Aboriginal and Torres Strait Islander peoples. As part of this, our NAIDOC Week 2018 events celebrated Aboriginal and Torres Strait Islander peoples and communities. NAIDOC Week 2018 internal events included panel discussions on business and entrepreneurship and the importance of the leadership of Aboriginal and Torres Strait Islander women; and a block party hosted by the Aboriginal and Torres Strait Islander Employee Network. PM&C also hosted NAIDOC Week Awards, at which we recognised five PM&C employees and two PM&C teams who demonstrated outstanding performance in the provision of policies, programs and services that impact positively on Aboriginal and Torres Strait Islander peoples and communities.

Celebrating International Women’s Day

To celebrate International Women’s Day, PM&C’s Women’s Network hosted Magistrate Louise Taylor, the eighth permanent Magistrate of the ACT Magistrates Court and the ACT’s first Aboriginal judicial officer. The fourth and final event of PM&C’s Coaching and Performance Speaker Series shone a spotlight on Australian and APS women under the theme ‘More Powerful Together’.

Secretary Martin Parkinson joined Frances Adamson, Secretary of the Department of Foreign Affairs and Trade, and UN Women Samoa’s Mele Maualaivao on an International Women’s Day panel hosted by the UN Women National Committee Australia.

Flexible work

To further embed and support the transformation journey towards an inclusive and diverse workplace, PM&C supports a number of policies and programs to support flexible work:

  • PM&C’s Staying in Touch Policy gives staff who are on long-term leave the opportunity to remain in touch with us
  • All roles are supported by an ‘If Not, Why Not’ flexible work strategy, which enables all employees to access mutually beneficial flexible working arrangements
  • We have implemented the Working Your Way policy, which seeks to stimulate innovation, collaboration and thought via more flexible, activity-based work environments.

Workplace response to domestic and family violence policy

In 2018–19, PM&C continued to support the Australian Government’s National Plan to Reduce Violence against Women and their Children 2010–2022 by providing workplace responses to staff affected by domestic and family violence.

PM&C is committed to addressing domestic and family violence as a workplace issue. The first departmental Domestic and Family Violence Policy was launched in 2016. In 2019, PM&C is reviewing the current policy based on feedback from staff, emerging research and developments in best-practice approaches, and supporting this with the delivery of face-to-face domestic and family violence training.

Recruitment

PM&C is committed to recruiting staff through a range of entry pathways. In 2018–19 we ran seven specialist recruitment programs:

  • the PM&C Graduate Program
  • the Indigenous Australian Government Development Program
  • the Indigenous Apprenticeship Program
  • the Australian Indigenous Graduate Pathway
  • the NextStep Traineeship Program
  • the GradAccess Graduate Program
  • the Australian Government ICT Graduate Program.

Employment arrangements

The terms and conditions of employment for non-SES employees are covered by the PM&C Enterprise Agreement 2017–2020. Individual flexibility arrangements are also made with non- SES employees where this meets the genuine needs of PM&C and the employee. The terms and conditions of employment for substantive SES employees are provided by individual section 24(1) determinations made under the Public Service Act 1999. A number of section 24(1) determinations for non-SES employees are also in force. Data on employment arrangements for all departmental staff is provided at Table 3.17.

Table 3.17: Australian Public Service Act Employment Arrangements Current Report Period (2018–19)*

SES

Non-SES

Total

Enterprise Agreement

-

1,976

1,976

Section 24(1) determination

126

20

146

Individual flexibility arrangement

-

55

55

Total1

126

2,051

2,177

1 These figures include both ongoing and non-ongoing employees but do not include the Secretary.

PM&C currently maintains multiple pay scales as a consequence of the 2013 machinery of government changes. Minimum and maximum salary rates by classification across these pay scales as at 30 June 2019 are listed in Table 3.18. PM&C is transitioning to a single salary structure and pay scale by 1 August 2020. Performance pay was not paid to any PM&C employee in 2018–19.

Table 3.18: Australian Public Service Act Employment Salary Ranges by Classification Level (Minimum/Maximum) Current Report Period (2018–19)*

Minimum salary

Maximum salary

SES 3

$352,084

$397,857

SES 2

$263,971

$292,721

SES 1

$199,824

$232,806

EL 2

$118,384

$148,907

EL 1

$99,619

$122,513

APS 6

$78,652

94,000

APS 5

$71,354

$80,851

APS 4

$64,057

$73,253

APS 3

$57,151

$65,586

APS 2

$50,179

$60,084

APS 1

$44,339

$52,490

Other

Total

$44,339

$397,857

* Secretary excluded—the Secretary’s remuneration is determined by the Remuneration Tribunal.

Executive remuneration

Remuneration for Senior Executive Service (SES) employees is governed by the Australian Public Service Commission’s Executive Remuneration Management Policy and PM&C’s SES Performance Framework. The Framework integrates PM&C’s leadership qualities and Transformation Agenda, performance behaviours and expectations, recognition of and investment in developing ‘high- potential’ senior leaders, and a clear and transparent approach to remuneration.

PM&C’s SES pay point structure provides accountability and transparency around SES remuneration. Movement within the pay points is not automatic and reflects sustained and/or exceptional performance. Pay point movements are determined annually by the Executive Board for SES Band 1s and SES Band 2s, and by the Secretary for SES Band 3s. In 2018, PM&C changed its practice of providing SES employees with a fortnightly Executive Vehicle Allowance (EVA). EVA is now rolled into base salary, meaning the allowances now paid to the SES are minimal and specific to individual circumstances. PM&C does not pay performance bonuses.

Remuneration for the Secretary and statutory office holders is determined by the Remuneration Tribunal. Remuneration for other highly paid staff within PM&C is governed by Part 6 of the Commonwealth entities Executive Remuneration Reporting Guide for Annual Reports.

Executive remuneration is reported below in compliance with the recently amended Public Governance, Performance and Accountability Amendment (Reporting Executive Remuneration) Rules 2018 (PGPA Rule). The remuneration disclosed in these tables is determined on an accrual basis in line with financial statements and differs from actual remuneration, which is prepared on a cash basis. Because of this, the Secretary’s remuneration here differs from that amount disclosed under the Remuneration Tribunal Determination.

During the reporting period to 30 June 2019, PM&C had 16 executives who met the definition of key management personnel (KMP). Their names, length of term as KMP and remuneration details are in Tables 3.19 and 3.21. In addition, aggregated remuneration information for 172 senior executives and one other highly paid staff member is shown in Tables 3.22 and 3.23. Where possible, the remuneration of secondees into PM&C in Senior Executive roles is captured in the tables.

Table 3.19: Key management personnel (KMP) details for the reporting period

Name

Position

Term as KMP

ANDERSON, Ian

Deputy Secretary

Full year

BAXTER, Roslyn

A/g Deputy Secretary

13 weeks (cumulative period of acting)

DUGGAN, Simon

Deputy Secretary

32 weeks (cumulative period of acting and promotion 17 January 2019)

FOSTER, Stephanie

Deputy Secretary

Full year

GRIGGS, Raymond

Associate Secretary

Commenced 2 October 2018

GRUEN, David

Deputy Secretary

Full year

HATFIELD DODDS, Lin

Deputy Secretary

31 weeks (on secondment from 4 February 2019)

LARKINS, Alison

Deputy Secretary

Commenced 8 April 2019

MCKINNON, Allan

Deputy Secretary

15 weeks (on temporary transfer from 14 October 2018)

MILLAR, Caroline

Deputy Secretary

Commenced 26 September 2018

PARKINSON, Martin

Secretary

Full year

STERLAND, Barry

Deputy Secretary

22 weeks (on secondment from 3 December 2018)

TONGUE, Andrew

Deputy Secretary

Full year (long-term leave from 3 September 2018)

TRESSLER, Charlotte

Chief Financial Officer / Chief Operating Officer

Separated 31 May 2019

WILLIAMSON, David

Deputy Secretary

Full year

WOOD, Paul

Chief Financial Officer / Chief Operating Officer

Commenced 20 May 2019

Table 3.20: Key management personnel (KMP) summary remuneration for the reporting period ($)

Base salary

4,170,242

Bonuses

Other benefits and allowances

14,148

Total short-term benefits

4,184,390

Superannuation contribution

615,566

Total post-employment benefits

615,566

Long service leave

210,676

Total other long-term benefits

210,676

Termination benefits

Total remuneration

5,010,632

Table 3.21: Key management personnel (KMP) detailed remuneration for the reporting period ($)

Short-term benefits

Post-employment benefits

Other long-term benefits

Termination benefits

Total remuneration

Name

Base salary

Bonuses

Other benefits and allowances

Superannuation contribution

Long service leave

Other long- term benefits

ANDERSON, Ian

341,644

936

49,634

5,884

398,098

BAXTER, Roslyn

81,626

234

12,283

94,143

DUGGAN, Simon

206,349

529

32,690

12,458

252,027

FOSTER, Stephanie

484,194

936

62,953

45,530

593,613

GRIGGS, Raymond

300,888

1,371

47,041

7,844

357,145

GRUEN, David

382,175

936

66,352

26,580

476,043

HATFIELD DODDS, Lin

182,712

540

33,094

4,348

220,693

LARKINS, Alison

89,280

12,845

783

102,908

MCKINNON, Allan

86,827

245

14,120

2,263

103,454

MILLAR, Caroline

261,063

706

43,351

6,907

312,027

PARKINSON, Martin

747,433

5,228

33,283

16,966

802,910

STERLAND, Barry

144,803

396

26,535

11,873

183,607

TONGUE, Andrew

181,225

936

69,543

35,870

287,573

TRESSLER, Charlotte

251,988

871

36,233

4,932

294,024

WILLIAMSON, David

394,553

284

71,132

28,162

494,131

WOOD, Paul

33,484

4,476

276

38,236

Total

4,170,242

14,148

615,566

210,676

5,010,632

Note: Due to rounding, totals may differ to the sum of individual items.

Table 3.22: Senior Executive remuneration for the reporting period ($)

Short-term benefits

Post-employment benefits

Other long-term benefits

Termination benefits

Total remuneration

Band

Number of senior executives

Average base salary

Average bonuses

Average other benefits and allowances

Average superannuation contribution

Average long service leave

Average other long-term benefits

Average termination benefits

Average total remuneration

$0 – $220,000

92

90,769

1,143

13,587

3,727

2,110

111,336

$220,000 – $245,000

17

193,616

1,682

30,212

9,252

234,762

$245,000 – $270,000

26

204,971

1,335

31,937

17,898

256,140

$270,000 – $295,000

15

216,345

4,273

36,822

23,398

280,837

$295,000 – $320,000

10

231,659

3,383

41,510

27,813

304,366

$320,000 – $345,000

8

259,028

2,755

42,035

26,724

330,542

$345,000 – $370,000

4

277,680

2,973

48,123

30,380

359,156

Total

172

149,513

1,746

23,780

11,220

1,129

187,388

Table 3.23: Other highly paid staff remuneration for the reporting period ($)

Short-term benefits

Post-employment benefits

Other long-term benefits

Termination benefits

Total remuneration

Band

Number of other highly paid staff

Average base salary

Average Bonuses

Average other benefits and allowances

Average superannuation contribution

Average Average long service other long-

leave term benefits

Average other long-term benefits

Average termination benefits

Average total remuneration

$220,000 – $245,000

1

180,919

35,426

4,546

220,891

Total

1

180,919

35,426

4,546

220,891

Performance pay and other benefits

Employees may access a range of salary sacrifice benefits, including additional superannuation and leased motor vehicles.

PM&C did not offer performance pay to staff in 2018–19.

Performance Management Framework

This year PM&C increased its focus on initiatives to support the performance management framework. Key initiatives included targeted training and strengthened resources and practical information, along with the provision of specific coaching, advice and support for managers to empower timely resolution of performance concerns.

PM&C is also developing a comprehensive toolkit on performance management for managers. The new toolkit will promote a positive performance culture, further support early intervention and provide guidance to managers to assist them to positively apply PM&C’s framework. It will provide managers with a series of practical guides, templates and checklists. The toolkit was released during July 2019.

Learning and development

In 2018–19, PM&C delivered an expanded learning and development program to drive transformation for PM&C and to equip our staff with the skills they need for the future. This program has included face-to-face learning sessions and guest speakers across a range of subjects such as wellbeing, economics, writing, performance, communication, leadership, policy and digital literacy. Employees can also access learning on demand through Learnhub, Lynda.com, studies assistance and coaching services.

PM&C is committed to building practical management expertise. The delivery of the Practical Management Workshop Series commenced with short, sharp sessions for middle managers on coaching for high performance, facilitating challenging conversations, managing workload and practising inclusive leadership.

To recognise leadership potential, employees have the opportunity to apply for unique development programs, study awards and scholarships. In 2018–19 we took a considered approach to aligning these opportunities to organisational priorities and potential to positively represent our organisation. We are proud to support our employees in the JAWUN APS Secondment Program, Atlantic Fellows for Social Equity Program, the Sir Roland Wilson PhD Scholarship and the Pat Turner Scholarship.

Footnotes

  1. An employee is ‘inactive’ where they are on long-term (paid or unpaid) leave or on temporary transfer to another agency for a period of 12 weeks or more