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Our people

PM&C maintained a strong commitment to individual and organisational excellence. We worked closely with communities, stakeholders and across all areas of government to provide robust, compelling and evidence-based advice to the Prime Minister and to the APS as the convening agency.

We invested in our people, fostered and actively promoted an inclusive and diverse workplace, and focused heavily on developing new and technologically savvy ways of working, particularly during the COVID-19 pandemic, to allow for wide-scale working-from-home arrangements.

Employment performance

Table 3.3: All Ongoing Employees Current Report Period (2019–20)*

Male

Female

Indeterminate

Total

Full time

Part time

Total male

Full time

Part time

Total female

Full time

Part time

Total indeterminate

NSW

1

0

1

1

0

1

0

0

0

2

Qld

0

0

0

0

0

0

0

0

0

0

SA

1

0

1

0

0

0

0

0

0

1

Tas

0

0

0

0

0

0

0

0

0

0

Vic

0

0

0

0

0

0

0

0

0

0

WA

0

0

0

0

0

0

0

0

0

0

ACT

315

13

328

541

99

640

0

0

0

968

NT

0

0

0

0

0

0

0

0

0

0

External territories

0

0

0

0

0

0

0

0

0

0

Overseas

0

0

0

0

0

0

0

0

0

0

Total

317

13

330

542

99

641

0

0

0

971

*Staffing data in the ‘Employment performance’ section includes the Secretary.

Table 3.4: All Non-Ongoing Employees Current Report Period (2019–20)

Male

Female

Indeterminate

Total

Full time

Part time

Total male

Full time

Part time

Total female

Full time

Part time

Total indeterminate

NSW

0

0

0

0

0

0

0

0

0

0

Qld

0

0

0

0

0

0

0

0

0

0

SA

0

0

0

0

0

0

0

0

0

0

Tas

0

0

0

0

0

0

0

0

0

0

Vic

0

0

0

0

0

0

0

0

0

0

WA

0

0

0

0

0

0

0

0

0

0

ACT

27

5

32

41

11

52

0

0

0

84

NT

0

0

0

0

0

0

0

0

0

0

External territories

0

0

0

0

0

0

0

0

0

0

Overseas

0

0

0

0

0

0

0

0

0

0

Total

27

5

32

41

11

52

0

0

0

84

Table 3.5: All Ongoing Employees Previous 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

0

31

41

10

51

0

0

0

82

Qld

28

1

29

50

7

57

0

0

0

86

SA

14

0

14

26

9

35

0

0

0

49

Tas

3

0

3

2

1

3

0

0

0

6

Vic

6

0

6

17

2

19

0

0

0

25

WA

22

1

23

48

8

56

0

0

0

79

ACT

483

25

508

839

218

1,057

0

0

0

1,565

NT

57

1

58

96

13

109

0

0

0

167

External territories

0

0

0

0

0

0

0

0

0

0

Overseas

0

0

0

0

0

0

0

0

0

0

Total

644

28

672

1,119

268

1,387

0

0

0

2,059

Table 3.6: All Non-Ongoing Employees Previous 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

0

0

0

3

0

3

0

0

0

3

Qld

3

0

3

3

0

3

0

0

0

6

SA

1

0

1

4

0

4

0

0

0

5

Tas

1

0

1

0

0

0

0

0

0

1

Vic

1

0

1

1

0

1

0

0

0

2

WA

2

0

2

6

1

7

0

0

0

9

ACT

33

4

37

36

12

48

0

0

0

85

NT

1

0

1

7

0

7

0

0

0

8

External territories

0

0

0

0

0

0

0

0

0

0

Overseas

0

0

0

0

0

0

0

0

0

0

Total

42

4

46

60

13

73

0

0

0

119

Table 3.7: Australian Public Service Act Ongoing Employees Current Report Period (2019–20)

Male

Female

Indeterminate

Total

Full time

Part time

Total male

Full time

Part time

Total female

Full time

Part time

Total indeterminate

SES 3

5

0

5

3

0

3

0

0

0

8

SES 2

6

0

6

8

0

8

0

0

0

14

SES 1

23

0

23

13

5

18

0

0

0

41

EL 2

47

4

51

81

11

92

0

0

0

143

EL 1

97

3

100

175

43

218

0

0

0

318

APS 6

77

5

82

134

21

155

0

0

0

237

APS 5

33

0

33

68

9

77

0

0

0

110

APS 4

11

0

11

38

10

48

0

0

0

59

APS 3

17

0

17

21

0

21

0

0

0

38

APS 2

0

0

0

1

0

1

0

0

0

1

APS 1

0

1

1

0

0

0

0

0

0

1

Other

1

0

1

0

0

0

0

0

0

1

TOTAL

317

13

330

542

99

641

0

0

0

971


Table 3.8: Australian Public Service Act Non-Ongoing Employees Current Report Period (2019–20)

Male

Female

Indeterminate

Total

Full time

Part time

Total male

Full time

Part time

Total female

Full time

Part time

Total indeterminate

SES 3

0

0

0

0

0

0

0

0

0

0

SES 2

1

0

1

1

0

1

0

0

0

2

SES 1

0

0

0

0

0

0

0

0

0

0

EL 2

1

0

1

3

0

3

0

0

0

4

EL 1

3

1

4

9

1

10

0

0

0

14

APS 6

12

0

12

14

2

16

0

0

0

28

APS 5

7

0

7

5

2

7

0

0

0

14

APS 4

3

0

3

8

1

9

0

0

0

12

APS 3

1

0

0

1

2

3

0

0

0

3

APS 2

0

4

4

0

3

3

0

0

0

7

APS 1

0

0

0

0

0

0

0

0

0

0

Other

0

0

0

0

0

0

0

0

0

0

TOTAL

27

5

32

41

11

52

0

0

0

84

Table 3.9: Australian Public Service Act Ongoing Employees Previous 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

0

8

3

0

3

0

0

0

11

SES 2

12

1

13

14

0

14

0

0

0

27

SES 1

35

1

36

36

10

46

0

0

0

82

EL 2

102

3

105

146

20

166

0

0

0

271

EL 1

214

18

232

332

110

442

0

0

0

674

APS 6

163

4

167

287

74

361

0

0

0

528

APS 5

54

0

54

149

29

178

0

0

0

232

APS 4

40

0

40

115

24

139

0

0

0

179

APS 3

15

0

15

34

1

35

0

0

0

50

APS 2

0

0

0

2

0

2

0

0

0

2

APS 1

0

1

1

1

0

1

0

0

0

2

Other

1

0

1

0

0

0

0

0

0

1

TOTAL

644

28

672

1,119

268

1,387

0

0

0

2,059

Table 3.10: Australian Public Service Act Non-Ongoing Employees Previous 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

0

0

0

1

0

1

0

0

0

1

SES 2

1

0

1

1

0

1

0

0

0

2

SES 1

0

0

0

2

1

3

0

0

0

3

EL 2

3

0

3

5

2

7

0

0

0

10

EL 1

7

0

7

8

3

11

0

0

0

18

APS 6

11

1

12

18

3

21

0

0

0

33

APS 5

8

1

9

9

2

11

0

0

0

20

APS 4

11

0

11

15

2

17

0

0

0

28

APS 3

1

0

1

0

0

0

0

0

0

1

APS 2

0

2

2

1

0

1

0

0

0

3

APS 1

0

0

0

0

0

0

0

0

0

0

Other

0

0

0

0

0

0

0

0

0

0

TOTAL

42

4

46

60

13

73

0

0

0

119

Table 3.11: Australian Public Service Act Employees by Full-time and Part-time Status Current Report Period (2019–20)

Ongoing

Non-ongoing

Total

Full time

Part time

Total ongoing

Full time

Part time

Total non-ongoing

SES 3

8

0

8

0

0

0

8

SES 2

14

0

14

2

0

2

16

SES 1

36

5

41

0

0

0

41

EL 2

128

15

143

4

0

4

147

EL 1

272

46

318

12

2

14

332

APS 6

211

26

237

26

2

28

265

APS 5

101

9

110

12

2

14

124

APS 4

49

10

59

11

1

12

71

APS 3

38

0

38

1

2

3

41

APS 2

1

0

1

0

7

7

8

APS 1

0

1

1

0

0

0

1

Other

1

0

1

0

0

0

1

TOTAL

859

112

971

68

16

84

1,055

Table 3.12: Australian Public Service Act Employees by Full-time and Part-time Status Previous Report Period (2018–19)

Ongoing

Non-ongoing

Total

Full time

Part time

Total ongoing

Full time

Part time

Total non-ongoing

SES 3

11

0

11

1

0

1

12

SES 2

26

1

27

2

0

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

0

1

51

APS 2

2

1

2

1

2

3

5

APS 1

1

1

2

1

0

0

2

Other

1

0

1

0

0

0

1

TOTAL

1,763

296

2,059

102

17

119

2,178

Table 3.13: Australian Public Service Act Employment type by location Current Report Period (2019–20)

Ongoing

Non-ongoing

Total

NSW

2

0

2

Qld

0

0

0

SA

1

0

1

Tas

0

0

0

Vic

0

0

0

WA

0

0

0

ACT

968

84

1,052

NT

0

0

0

External territories

0

0

0

Overseas

0

0

0

Total

971

84

1,055

Table 3.14: Australian Public Service Act Employment type by location Previous 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

External territories

0

0

0

Overseas

0

0

0

Total

2,059

119

2,178

Table 3.15: Australian Public Service Act Indigenous Employment Current Report Period (2019–20)

Total

Ongoing

20

Non-ongoing

1

Total

21

Table 3.16: Australian Public Service Act Indigenous Employment Previous Report Period (2018–19)

Total

Ongoing

292

Non-ongoing

15

Total

307

Table 3.17: Details of Accountable Authority during the reporting period Current Report Period (2019–20)

Period as the Accountable Authority or member within the reporting period

Name

Position title / Position held

Date of commencement

Date of cessation

Dr Martin Parkinson

Secretary

1 July 2019

30 August 2019

Ms Stephanie Foster

Secretary

31 August 2019

1 September 2019

Mr Philip Gaetjens

Secretary

2 September 2019

30 June 2020

Inclusion and diversity

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 employee is valued and respected for their contribution.

PM&C’s Inclusion and Diversity Committee progressed inclusion and diversity initiatives within the Department. The committee provided strategic advice on the Department’s inclusion and diversity agenda, as well as alignment of diversity initiatives with business goals. The committee chaired by the Secretary, included members from the Executive Board and PM&C’s Inclusion and Diversity Champions.

Diversity and inclusion initiatives were driven by the Deputy Secretary Inclusion and Diversity Champion, and were supported by seven Executive Champions and staff-led employee networks:

  • Gender Champion—Women’s Network
  • Indigenous Champion—Mara Network (Aboriginal and Torres Strait Islander)
  • Wellbeing Champion–Wellbeing Network
  • Ability Champion—Ability Network (Disability)
  • Pride Champion—Pride Network (Lesbian, Gay, Bisexual, Transgender, Intersex and Queer (LGBTIQ))
  • Culturally and Linguistically Diverse (CALD) Champion—CALD Network
  • Reconciliation Champion—Reconciliation Action Plan Working Group.

The Champions and employee networks supported and celebrated difference and developed ideas for valuing diversity and fostering inclusion. The networks provided visible leadership and support, facilitated effective consultation and advanced issues that matter to staff.

Inclusion and diversity workforce information, including but not limited to information relating to PM&C’s staff with a disability, is publicly reported in the APS statistical bulletin.

Case study: Supporting PM&C's Inclusion and Diversity Networks

In 2019–20, PM&C’s Inclusion and Diversity Networks and their Executive Champions helped the Department achieve its commitment to a workplace in which all employees are valued regardless of their gender, culture, sexuality or abilities. The seven networks played a vital role in promoting diversity and inclusion issues across the Department.

In July 2019, the PM&C Indigenous Affairs Group became a new executive agency—the National Indigenous Australians Agency (NIAA)—within the PM&C portfolio.

PM&C took this opportunity to build on the strengths and achievements of the existing Inclusion and Diversity Networks to establish new networks to reflect the priorities, needs and identities of the members of the NIAA. PM&C Corporate supported the new networks during the transition by:

  • extending the roles of current Network Chairs over the transition period
  • releasing all-staff communications on the transition
  • conducting an online membership drive
  • providing ongoing advice on corporate priorities
  • supporting regular cross-network meetings.

The PM&C Communications team developed new branding for each network and Executive Champion.

In November 2019, PM&C held its first Love Your Networks Day—an internal Fair Day event designed to showcase the new networks. Staff were able to meet with network representatives, become a network member and make a personal pledge to promote inclusion and diversity at PM&C. The event was opened by the Inclusion and Diversity Champion and was supported by the Executive Champions, who proudly promoted their networks.

PM&C People Branch representatives braved the sun and heat to host a barbecue to raise money for Marymead—a not-for-profit organisation that delivers a range of family support services to children, young people and their families. The event supported local business Krofne—a Canberra-based bakery that creates employment opportunities for teens and adults with special needs. The event was a huge success, resulting in great engagement from staff and new network members, and it was a fantastic opportunity to promote the great work of the networks.

The Love Your Networks Day event was also used to launch the newly established PM&C Wellbeing Network and welcome the dedicated Wellbeing Champion. The Wellbeing Network was established to assist PM&C become a mentally healthy workplace and ensure all PM&C employees are supported to balance work and mental health challenges as they arise.

PM&C employees participating in a Fair for Love Your Networks Day held on 14 November 2019 in the courtyard of the Andrew Fisher Building, Barton.
Love Your Networks Day held on 14 November 2019 in the courtyard of the Andrew Fisher Building, Barton.

Secretaries Equality and Diversity Council

Until February 2020, PM&C convened the Secretaries Equality and Diversity Council—a quarterly meeting of all APS departmental secretaries and two external members whose aim was to create a more diverse and inclusive APS. It 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 LGBTIQ community, and Aboriginal and Torres Strait Islander peoples
  • transformative cultural change through inclusive work practices.

In early 2020, members recognised that there had been a significant shift in how the APS deals with inclusion and diversity. In line with recommendations from the APS reform agenda, members agreed that inclusion and diversity must now be incorporated into the core strategic decision-making body of the APS in order to drive better outcomes.

Members subsequently agreed to elevate matters of inclusion and diversity to the Secretaries Board and that the newly established Chief Operating Officers Committee would be leveraged to drive inclusion and diversity at an operational level across the APS. The Secretary thanked external members Professor Tom Calma AO and Ms Kathryn Fagg AO for their time on the council.

Aboriginal and Torres Strait Islander peoples

National Aborigines and Islanders Day Observance Committee (NAIDOC)

Every year NAIDOC Week gives all staff at PM&C the opportunity to celebrate the history, culture and achievements of Aboriginal and Torres Strait Islander peoples.

Once again this year, our NAIDOC Week events gave us an opportunity to build community among Indigenous and non-Indigenous staff and encourage collaboration on Indigenous issues within the Department. The week’s events began with a Flag Raising Ceremony at One National Circuit, Barton. The Flag Raising Ceremony incorporated the raising of three flags—the Australian Flag, the Aboriginal Flag and the Torres Strait Islander Flag—by staff and Indigenous community members. Afterwards, staff took part in various NAIDOC craft events and the annual APS NAIDOC touch football carnival, NAIDOC Block Party and NAIDOC Happy Hour, held by NIAA ACT Region ATSIEN (Aboriginal and Torres Strait Islander Employee Network) in collaboration with the PM&C Inclusion and Diversity Networks.

PM&C and NIAA held a joint NAIDOC Staff Awards event. The NAIDOC Staff Awards recognise employees who have gone above and beyond to make a positive impact on the lives of Aboriginal and Torres Strait Islander peoples. The event, jointly hosted by the PM&C Secretary and the NIAA CEO, was widely attended by both PM&C and NIAA staff, who enjoyed the opportunity to celebrate the achievements of their peers.

Awards were given to two individual employees and five teams from across the two organisations. Recipients demonstrated outstanding performance in the provision of policies, programs and services that impact positively on Aboriginal and Torres Strait Islander peoples and communities. Staff were treated to a didgeridoo performance by Dunghutti and Gamilaroi man Chaydin Reid; and a selection of Indigenous foods from local Indigenous catering company Ribanas Catering.

Reconciliation

On 4 March 2019, PM&C launched its ‘Stretch’ Reconciliation Action Plan (RAP) 2018–2020, which outlined the next steps for embedding reconciliation within the Department. Following the creation of the NIAA as a new executive agency in July 2019, a new RAP Working Group was established to drive the deliverables that remained applicable to PM&C. The RAP Working Group worked diligently to implement the RAP under the guidance of the PM&C RAP Champion.

PM&C commemorated National Reconciliation Week (NRW) 2020 in new and unique ways as a result of changes to the working environment brought about by the COVID-19 pandemic. The PM&C Reconciliation Champion opened the week with a virtual commitment to ongoing reconciliation. PM&C employees then had an opportunity to attend various virtual activities, including watching Indigenous-made films, attending virtual Ngunawal (Canberra, Nation) language workshops and joining the RAP Virtual Book Club.

PM&C also recognised NRW by producing the PM&C NRW2020 Video Series. The series features employees from PM&C, NIAA, the National Bushfire Recovery Agency and the Australian Public Service Commission, as well as guests from the public sector, including Karen Mundine, Chief Executive Officer of Reconciliation Australia. The video series highlighted the NRW theme, ‘In This Together’, while demonstrating collaboration, respect and understanding during times of uncertainty and change.

Indigenous talent attraction and development

During 2019–20, PM&C maintained its commitment to retaining and growing our Aboriginal and Torres Strait Islander workforce through the delivery of the PM&C Graduate Program and participation in the Sir Roland Wilson Pat Turner Scholarship. PM&C also committed to several Affirmative Measures recruitment rounds to address the under-representation of Aboriginal and Torres Strait Islander Australians in the APS.

Flexible work

Workplace flexibility gives employees choice about how, when and where they work in consultation with their manager and taking into account operational requirements—for example, they can choose to work outside standard business hours or work from home for a portion of their week. Flexible work can help to stimulate greater innovation, collaboration and productivity.

Flexible work is an important lever for employee wellbeing, inclusivity and productivity at PM&C. The Department has had an ‘if not, why not’ approach to flexible work for several years. During that time we have developed flexible options that benefit both our people and PM&C outcomes. Flexible work in PM&C is underpinned by modern IT infrastructure that enables activity-based and remote working, including by ensuring that all staff have personal laptops.

Because of our early adoption of flexible work practices, we were well prepared to deal with the social distancing challenges arising from the COVID-19 pandemic. When physical distancing was introduced in March 2020, PM&C had the necessary technical capacity and policies in place to allow us to rapidly move our workforce out of the office. Thanks to our fully integrated IT systems, strong people management frameworks and work health and safety guidance, staff were able to seamlessly continue to deliver critical outcomes for the Prime Minister, the Cabinet and the Australian people while working from home. For PM&C managers, this period was a masterclass in leading teams remotely, while confirming that it is possible to be just as effective regardless of whether you are working flexibly or from the office. In an internal staff pulse survey run in May 2020, most respondents reported that levels of productivity and wellbeing were maintained, or in some cases improved, while working flexibly as a result of the pandemic compared with levels prior to COVID-19.

Workplace response to domestic and family violence policy

In 2019–20, 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 employees affected by domestic and family violence.

On 25 November 2019, PM&C participated in the International Day for the Elimination of Violence Against Women, taking the opportunity to launch its revised Family, Domestic and Intimate Partner Policy. The seminar featured keynote speaker Natasha Stott Despoja AO, the founding Chair of Our Watch, who shared her message on the need for changed attitudes and behaviours towards domestic violence both in Australia and internationally. Ms Stott Despoja was joined for a question and answer session by Mirjana Wilson, CEO of the Canberra Domestic Violence Crisis Service. Attendees also heard from a community member who works as a Voices for Change Advocate, who shared her lived experience of domestic violence, providing staff with real-life examples of the complexities surrounding different forms of domestic violence.

The seminar provided an opportunity to understand the complex issues associated with domestic violence and its impact on those who experience it. The event raised money for local women’s refuge Karinyah House.

Recruitment

PM&C continued its commitment to recruiting staff through a range of entry pathways. In 2019–20, we ran two specialist recruitment programs and participated in five external programs:

  • PM&C Graduate Program (internal)
  • Indigenous Australian Government Development Program
  • Indigenous Apprenticeship Program
  • Australian Indigenous Graduate Pathway
  • Domestic Policy Group Summer Intern Program (internal)
  • Australian Government ICT Graduate Program
  • APSC Centralised Specialist Streams - Economist, Data and STEM.

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 were provided by individual section 24(1) determination made under the Public Service Act 1999. One section 24(1) determinations was in place covering a number of non-SES employees. Data on employment arrangements for all departmental staff is provided at Table 3.18 below.

Table 3.18: Australian Public Service Act Employment Arrangements Current Report Period (2019–20)

SES

Non-SES

Total

Enterprise agreement

0

989

989

Section 24(1) determination

65

15

80

Individual flexibility arrangement

0

30

30

Note- Non-SES employees covered by individual flexibility arrangements and Section 24(1) determinations are also included in the enterprise agreement total.

Table 3.19: Australian Public Service Act Employment Salary Ranges by Classification Level (Minimum/Maximum) Current Report Period (2019–20)

Minimum salary

Maximum salary

SES 3

$352,084

$397,857

SES 2

$263,971

$292,721

SES 1

$199,824

$232,806

EL 2

$125,115

$148,907

EL 1

$107,494

$122,513

APS 6

$83,647

$94,000

APS 5

$75,626

$80,851

APS 4

$68,495

$73,253

APS 3

$62,967

$65,586

APS 2

$56,384

$60,084

APS 1

$48,006

$52,490

Other

0

0

Minimum/maximum range

$48,006

$397,857

Executive remuneration

Remuneration for SES employees is governed by the Australian Public Service Commission’s Executive Remuneration Management Policy and PM&C’s SES Performance Framework. The refreshed framework sets out the behaviours and performance expectations for SES, in line with the PM&C Performance Model, and outlines a clear and transparent approach to remuneration through the SES pay point structure.

Movement within the pay points is not automatic—it reflects sustained and/or exceptional performance. Pay point movements were determined by the Executive Board for SES Band 1 and SES Band 2; and by the Secretary for SES Band 3.

In light of the challenging economic outlook and community expectations flowing from the COVID-19 pandemic, the Government announced a stay on increases to remuneration, entitlements and allowances for SES employees from March 2020 until the resolution of challenges arising from the COVID-19 pandemic.

Executive Vehicle Allowance (EVA) was a component of base salary, meaning allowances paid to the SES are minimal and specific to individual circumstances. PM&C did not pay performance bonuses.

Remuneration for the Secretary and statutory office holders was determined by the Remuneration Tribunal. Remuneration for other highly paid staff within PM&C was governed by Part 6 of the Commonwealth entities executive remuneration reporting guide for annual reports.

Executive remuneration is reported in accordance with the Public Governance, Performance and Accountability Amendment (Reporting Executive Remuneration) Rules 2019. 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 2020, PM&C had 13 individuals who met the definition of key management personnel (KMP). Their names, length of term as KMP and remuneration details are in Tables 3.20 and 3.21. In addition, aggregated remuneration information for 112 senior executives is shown in Table 3.23. During the period, PM&C had no other highly paid staff who met the disclosure threshold for reporting.

Table 3.20: Key management personnel (KMP) details for the reporting period

Name

Position

Term

BISHOP, Theresa L

Deputy Secretary

29/07/19 - 13/10/19

DUGGAN, Simon J

Deputy Secretary

Full year

EDWARDS, Caroline A

Deputy Secretary

25/11/19 -30/05/20

FOSTER, Stephanie C*

Deputy Secretary

Full year

GAETJENS, Philip G

Secretary

02/09/19 - 30/06/20

GILMARTIN, Tomas N

Chief Operating Officer

30/03/20 - 30/06/20

GRUEN, David

Deputy Secretary

01/07/19 - 10/12/19

LARKINS, Alison D

Deputy Secretary

01/07/19 - 08/11/19

MILLAR, Caroline J

Deputy Secretary

Full year

PARKINSON, Martin

Secretary

01/07/19 - 30/08/19

PATTERSON, Cath

A/g Deputy Secretary

Long-term acting 24/02/20 - 30/06/20

WILLIAMSON, David C

Deputy Secretary

01/07/19 - 09/08/19

WOOD, Paul

Chief Operating Officer

1/07/19 - 29/03/20

*Ms Foster acted in the role of Secretary and Associate Secretary at various times throughout 2019-20

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

Base salary

3,311,442

Bonuses

0

Other benefits and allowances

20,035

Total short-term benefits

3,331,478

Superannuation contribution

466,808

Total post-employment benefits

466,808

Long service leave

107,304

Other long-term benefits

0

Total other long-term benefits

107,304

Termination benefits

880,414

Total remuneration

4,786,004

Table 3.22: Information about remuneration for key management personnel

Short-term benefits

Post-employment benefits

Other long-term employee benefits

Termination benefits

Total remuneration

NAME

Position

Base salary

Bonuses

Other benefits and allowances

Superannuation contribution

Long-service leave

Other long-term benefits

BISHOP, Theresa L

Deputy Secretary

97,452

0

11,502

12,513

1,005

0

0

122,471

DUGGAN, Simon J

Deputy Secretary

402,374

0

0

67,473

13,869

0

0

483,715

EDWARDS, Caroline A

Deputy Secretary

108,807

0

0

19,190

3,198

0

0

131,196

FOSTER, Stephanie C

Deputy Secretary

493,695

0

0

71,442

30,083

0

0

595,220

GAETJENS, Philip G

Secretary

740,375

0

833

97,939

21,219

0

0

860,366

GILMARTIN, Tomas N

Chief Operating Officer

98,580

0

7,700

14,026

1,056

0

0

121,362

GRUEN, David

Deputy Secretary

194,471

0

0

29,881

8,844

0

0

233,197

LARKINS, Alison D

Deputy Secretary

144,675

0

0

18,840

1,670

0

0

165,185

MILLAR, Caroline J

Deputy Secretary

389,229

0

0

64,572

11,658

0

0

465,459

PARKINSON, Martin

Secretary

168,147

0

0

4,976

5,237

0

880,414

1,058,773

PATTERSON, Cath

A/g Deputy Secretary

141,284

0

0

17,887

2,846

0

0

162,017

WILLIAMSON, David C

Deputy Secretary

48,071

0

0

7,734

1,351

0

0

57,155

WOOD, Paul

Chief Operating Officer

284,284

0

0

40,336

5,268

0

0

329,888

Total

3,311,442

0

20,035

466,808

107,304

0

880,414

4,786,004

Table 3.23: Information about remuneration for senior executives

Short-term benefits

Post-employment benefits

Other long-term employee 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

72

93,047

0

481

12,377

3,736

0

0

109,642

$220,000 - $245,000

3

204,347

0

22

26,600

4,759

0

0

235,728

$245,000 - $270,000

9

218,426

0

33

30,813

10,035

0

0

259,306

$270,000 - $295,000

13

229,246

0

325

35,495

10,373

0

6,986

282,425

$295,000 - $320,000

3

255,671

0

0

39,938

8,151

0

0

303,760

$320,000 - $345,000

4

282,179

0

21

43,859

8,502

0

0

334,561

$345,000 - $370,000

4

254,029

0

291

41,909

8,767

0

52,208

357,203

$370,000 - $395,000

4

319,067

0

879

51,083

11,274

0

0

382,302

Total

112

146,844

0

392

21,223

5,777

0

2,675

176,913

Performance pay and other benefits

PM&C did not offer performance pay to staff in 2019–20.

Employees had access to a range of monetary benefits such as salary sacrifice of additional superannuation and leased motor vehicles; and non-monetary benefits such as flexible work arrangements and generous leave entitlements.

Performance Management Framework

In 2019–20, PM&C implemented a new Performance Management Framework that supported a high-performance culture consistently over time, and in line with our organisational priorities and the Department’s strategic objectives. The framework used a strengths-based approach to performance—we focused on leveraging and developing our strengths; and identifying actions we could take to improve weaknesses. This strengths-based approach supported our employees to strive for excellence and for managers to get the best out of their teams.

Learning and development

In 2019–20, PM&C delivered the EL2 Leadership Forum, which connected EL2 officers as a leadership cohort and explored perspectives on leadership, innovation, global trends and people management. Across the APS, leadership has typically been focused at the senior executive level. However, it is typically the EL2 cohort that drives cultural practices, change management and strategic direction.

In 2018–19, PM&C expanded the Practical Management Workshop Series with new modules, including on recruitment, working together and performance appraisals. In addition, in response to the COVID-19 pandemic, we delivered a module on leading remote teams. These short, focused workshops are developed and delivered in-house. In late 2019, we launched a new Coaching Panel, with independent career advisory coaches contracted to provide one-on-one advice, knowledge and guidance to staff on all aspects of career development.

Our learning and development program was supported by the addition of The Learning Continuum, which provided a range of recommended learning opportunities on the PM&C intranet linked to our Performance Model. In 2019–20, we were proud to deliver bespoke training on Mental Health Conversations and look forward to adding our next bespoke training—Beyond Indigenous Cultural Competency—to our learning and development program. Our program continued to be supported by our Guest Speaker Series, Learnhub and Lynda.com. PM&C also supported employees via Studies Assistance.