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Our people

In 2020–21, investing in individual and organisational excellence remained a priority for PM&C. We further embedded the PM&C Performance Framework, clearly describing the behaviours exhibited by high-performing PM&C staff as they work alongside communities and stakeholders and across all areas of government.

We continued to foster a safe, inclusive and respectful workplace, capitalised on lessons learned on flexible working, and maintained our focus on strengthening the responsiveness and adaptability of our workforce.

Employment performance

Table 3.3: All Ongoing Employees Current Report Period (202021)

Male

Male

Male

Female

Female

Female

Indeterminate

Indeterminate

Indeterminate

Total

Full-time

Part-time

Total Male

Full-time

Part-time

Total Female

Full-time

Part-time

Total Indeterminate

NSW

-

-

-

-

-

-

-

-

-

-

Qld

-

-

-

-

-

-

-

-

-

-

SA

-

-

-

-

-

-

-

-

-

-

Tas

-

-

-

-

-

-

-

-

-

-

Vic

-

-

-

-

-

-

-

-

-

-

WA

-

-

-

-

-

-

-

-

-

-

ACT

332

13

345

599

111

710

1

-

1

1056

NT

-

-

-

-

-

-

-

-

-

-

External Territories

-

-

-

-

-

-

-

-

-

-

Overseas

-

-

-

-

-

-

-

-

-

-

Total

332

13

345

599

111

710

1

-

1

1056

Table 3.4: All Non-Ongoing Employees Current Report Period (202021)

Male

Female

Indeterminate

Total

Full-time

Part-time

Total Male

Full-time

Part-time

Total Female

Full-time

Part-time

Total Indeterminate

NSW

-

-

-

-

-

-

-

-

-

-

Qld

-

-

-

-

-

-

-

-

-

-

SA

-

-

-

-

-

-

-

-

-

-

Tas

-

-

-

-

-

-

-

-

-

-

Vic

-

-

-

-

-

-

-

-

-

-

WA

-

-

-

-

-

-

-

-

-

-

ACT

16

3

19

25

6

31

-

-

-

50

NT

-

-

-

-

-

-

-

-

-

-

External Territories

-

-

-

-

-

-

-

-

-

-

Overseas

-

-

-

-

-

-

-

-

-

-

Total

16

3

19

25

6

31

-

-

-

50

Table 3.5: All Ongoing Employees Previous Report Period (201920)

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

1

-

1

-

-

-

2

Qld

-

-

-

-

-

-

-

-

-

-

SA

1

-

1

-

-

-

-

-

-

1

Tas

-

-

-

-

-

-

-

-

-

-

Vic

-

-

-

-

-

-

-

-

-

-

WA

-

-

-

-

-

-

-

-

-

-

ACT

315

13

328

541

99

640

-

-

-

968

NT

-

-

-

-

-

-

-

-

-

-

External Territories

-

-

-

-

-

-

-

-

-

-

Overseas

-

-

-

-

-

-

-

-

-

-

Total

317

13

330

542

99

641

-

-

-

971

Table 3.6: All Non-Ongoing Employees Previous Report Period (201920)

Male

Female

Indeterminate

Total

Full-time

Part-time

Total Male

Full-time

Part-time

Total Female

Full-time

Part-time

Total Indeterminate

NSW

-

-

-

-

-

-

-

-

-

-

Qld

-

-

-

-

-

-

-

-

-

-

SA

-

-

-

-

-

-

-

-

-

-

Tas

-

-

-

-

-

-

-

-

-

-

Vic

-

-

-

-

-

-

-

-

-

-

WA

-

-

-

-

-

-

-

-

-

-

ACT

27

5

32

41

11

52

-

-

-

84

NT

-

-

-

-

-

-

-

-

-

-

External Territories

-

-

-

-

-

-

-

-

-

-

Overseas

-

-

-

-

-

-

-

-

-

-

Total

27

5

32

41

11

52

-

-

-

84

Table 3.7: Australian Public Service Act Ongoing Employees Current Report Period (202021)

Male

Female

Indeterminate

Total

Full-time

Part-time

Total Male

Full-time

Part-time

Total Female

Full-time

Part-time

Total Indeterminate

SES 3

2

-

2

3

-

3

-

-

-

5

SES 2

5

-

5

10

-

10

-

-

-

15

SES 1

23

1

24

21

5

26

-

-

-

50

EL 2

57

2

59

84

17

101

-

-

-

160

EL 1

109

4

113

197

40

237

-

-

-

350

APS 6

69

5

74

141

26

167

-

-

-

241

APS 5

49

-

49

86

15

101

-

-

-

150

APS 4

10

-

10

42

8

50

-

-

-

60

APS 3

8

-

8

14

-

14

-

-

-

23

APS 2

-

-

-

1

-

1

-

-

-

1

APS 1

-

1

1

-

-

-

-

-

-

1

Other

-

-

-

-

-

-

-

-

-

-

Total

332

13

345

599

111

710

-

-

1

1056

Table 3.8: Australian Public Service Act Non-Ongoing Employees Current Report Period (202021)

Male

Female

Indeterminate

Total

Full-time

Part-time

Total Male

Full-time

Part-time

Total Female

Full-time

Part-time

Total Indeterminate

SES 3

-

-

-

-

-

-

-

-

-

-

SES 2

1

-

1

-

-

-

-

-

-

1

SES 1

-

-

-

1

-

1

-

-

-

1

EL 2

2

-

2

2

-

2

-

-

-

4

EL 1

1

-

1

5

-

5

-

-

-

6

APS 6

8

-

8

7

-

7

-

-

-

15

APS 5

1

1

2

2

2

4

-

-

-

6

APS 4

1

-

1

7

2

9

-

-

-

10

APS 3

1

1

2

1

-

1

-

-

-

3

APS 2

1

1

2

-

2

2

-

-

-

4

APS 1

-

-

-

-

-

-

-

-

-

-

Other

-

-

-

-

-

-

-

-

-

-

TOTAL

16

3

19

25

6

31

-

-

-

50

Table 3.9: Australian Public Service Act Ongoing Employees Previous Report Period (201920)

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

-

5

3

-

3

-

-

-

8

SES 2

6

-

6

8

-

8

-

-

-

14

SES 1

23

-

23

13

5

18

-

-

-

41

EL 2

47

4

51

81

11

92

-

-

-

143

EL 1

97

3

100

175

43

218

-

-

-

318

APS 6

77

5

82

134

21

155

-

-

-

237

APS 5

33

-

33

68

9

77

-

-

-

110

APS 4

11

-

11

38

10

48

-

-

-

59

APS 3

17

-

17

21

-

21

-

-

-

38

APS 2

-

-

-

1

-

1

-

-

-

1

APS 1

-

1

1

-

-

-

-

-

-

1

Other

1

-

1

-

-

-

-

-

-

1

Total

317

13

330

542

99

641

-

-

-

971

Table 3.10: Australian Public Service Act Non-Ongoing Employees Previous Report Period (201920)

APS 5

7

-

7

5

2

7

-

-

-

14

APS 4

3

-

3

8

1

9

-

-

-

12

APS 3

-

-

-

1

2

3

-

-

-

3

APS 2

-

4

4

-

3

3

-

-

-

7

APS 1

-

-

-

-

-

-

-

-

-

-

Other

-

-

-

-

-

-

-

-

-

-

TOTAL

27

5

32

41

11

52

-

-

-

84

Table 3.11: Australian Public Service Act Employees by Full-time and Part-time Status Current Report Period (202021)

Ongoing

Non-Ongoing

Total

Full-time

Part-time

Total Ongoing

Full-time

Part-time

Total Non-Ongoing

Total

SES 3

5

-

5

-

-

-

5

SES 2

15

-

15

1

-

1

16

SES 1

44

6

50

1

-

1

51

EL 2

141

19

160

4

-

4

164

EL 1

306

44

350

6

-

6

356

APS 6

210

31

241

15

-

15

256

APS 5

135

15

150

3

3

6

156

APS 4

52

8

60

8

2

10

70

APS 3

23

-

23

2

1

3

26

APS 2

1

-

1

1

3

4

5

APS 1

-

1

1

-

-

-

1

Other

-

-

-

-

-

-

-

Total

932

124

1056

41

9

50

1106

Table 3.12: Australian Public Service Act Employees by Full-time and Part-time Status Previous Report Period (201920)

Ongoing

Non-Ongoing

Total

Full-time

Part-time

Total Ongoing

Full-time

Part-time

Total Non-Ongoing

Total

SES 3

8

-

8

-

-

-

8

SES 2

14

-

14

2

-

2

16

SES 1

36

5

41

-

-

-

41

EL 2

128

15

143

4

-

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

-

38

1

2

3

41

APS 2

1

-

1

-

7

7

8

APS 1

-

1

1

-

-

-

1

Other

1

-

1

-

-

-

1

Total

859

112

971

68

16

84

1055

Table 3.13: Australian Public Service Act Employment type by location Current Report Period (202021)

Ongoing

Non-Ongoing

Total

NSW

-

-

-

Qld

-

-

-

SA

-

-

-

Tas

-

-

-

Vic

-

-

-

WA

-

-

-

ACT

1056

50

1106

NT

-

-

-

External Territories

-

-

-

Overseas

-

-

-

Total

1056

50

1106

Table 3.14: Australian Public Service Act Employment type by location Previous Report Period (201920)

Ongoing

Non-Ongoing

Total

NSW

2

-

2

Qld

-

-

-

SA

1

-

1

Tas

-

-

-

Vic

-

-

-

WA

-

-

-

ACT

968

84

1052

NT

-

-

-

External Territories

-

-

-

Overseas

-

-

-

Total

971

84

1055

Table 3.15: Australian Public Service Act Indigenous Employment Current Report Period (202021)

Total

Ongoing

23

Non-Ongoing

-

Total

23

Table 3.16: Australian Public Service Act Indigenous Employment Previous Report Period (201920)

Total

Ongoing

20

Non-Ongoing

1

Total

21

Inclusion and diversity

Our aim is to represent the Australia we serve. To achieve this, we continue to strengthen the diversity of our workforce ensuring a rich culture that is safe and respectful and reflective of Australian communities. Our work environment supports all employees to confidently bring their whole selves to work and to reach their full potential. We strive for an environment that is both diverse in its talent base and able to foster an inclusive culture where the unique perspectives, creativity and strengths of all employees are valued and can thrive.

This year 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.

Inclusion and diversity initiatives were driven by the Executive Diversity Champion and were supported by 8 Executive Champions and staff-led employee networks:

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

Each network offers a different experience and at the same time builds an awareness of intersectionality so we can better acknowledge and ground the differences among our workforce. 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 Employment Data release.

Case study: Supporting PM&C's inclusion and diversity networks

Throughout the year we focused on practising inclusive leadership at all levels, providing a culturally safe environment, supporting practical actions and accountabilities, and strengthening inclusion and diversity across the Department. We did this by raising awareness and building capability through:

  • peer support
  • observing days of significance through targeted activities
  • raising awareness of important and emerging issues through training, speakers and events
  • strengthening PM&C’s commitment to progressing inclusion and diversity through contributing to our departmental action plans.

Our Diversity Champions and employee networks were also supported to advocate, engage and effect change. Prioritising inclusion and diversity was fundamental to our performance as a Department and delivered robust and informed outcomes representing all Australians.

Our networks form a strong part of PM&C’s culture and demonstrate our commitment to diversity and inclusiveness across our workforce.

In February 2021, PM&C held another Love Your Networks event to reconnect staff following the challenges of a mobilised and disrupted workforce during the height of the COVID-19 pandemic. In June 2021, PM&C held another event to refresh and revitalise following a busy budget period. Both events were internal fair designed to showcase the networks' identities and purposes through entertaining activities and staff talks. The events were well attended and our networks welcomed new members who can offer support, advocacy and connectedness to their peers. Staff were able to meet and talk with network representatives and make personal pledges to progress inclusion and diversity.

At the events, staff heard from special guests such as the Canberra Blind Society (running a blindness simulation); got to pat therapy dogs from the Delta Society of Australia; ate delicious donuts from local business Krofne – a Canberra-based bakery that creates employment opportunities for teens and adults with special needs; and raised money for Marymead – a not-for-profit organisation that delivers a range of family support services to children, young people and their families.

The events, supported by People Branch, were a huge success, resulting in great engagement from staff and new network members. They were fantastic opportunities to promote the great work of the networks.

Aboriginal and Torres Strait Islander peoples

On 2 June, PM&C launched 2 very important action plans as part of our commitment to progress Aboriginal and Torres Strait Islander employment opportunities: the PM&C Innovate Reconciliation Action Plan 2021–2023 (RAP) and the First Nations Action Plan: Culture, Career, Capability. Both action plans are consistent and complementary in providing meaningful and achievable actions to inform the work experience of our current and future Aboriginal and Torres Strait Islander staff. PM&C aims to be a culturally safe and competent employer of choice for First Nations peoples.

PM&C commissioned First Nations artist Lakkari Pitt to develop artwork to rebrand and reinvigorate our First Nations portfolio. The artwork represents empowerment and truth telling and pays tribute to the many different communities and tribes throughout Australia; the special connection and unique relationship Aboriginal and Torres Strait Islander peoples have with Country and land; and change and positive growth. It is a reminder to all in the Department of the need to remain aspirational; to empower people and communities through stewardship; and, importantly, to remain hopeful for the future.

PM&C's Mara Network invited Krystal Hurst of Gillawarra Arts to create a bespoke piece of artwork to gift to the Department. Krystal is a Worimi woman from Taree now living in Canberra, with strong connections to the local community.

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 First Nations 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 3 flags – the Australian Flag, the Aboriginal Flag and the Torres Strait Islander Flag – by staff and Indigenous community members. Throughout the week that followed, staff participated in a variety of interactive and informative workshops such as a Ngunnawal Bush tucker workshop; a Tools and Artefacts Workshop, delivered by Aaron Chatfield from Dreamtime Connections; and cultural weaving and jewellery workshops, delivered by Krystal Hurst from Gillawarra Arts.

The Department hosted a panel event in which participants shared their insights, experiences and hopes for future generations of Aboriginal and Torres Strait Islander peoples.

The Department also invited Tyronne and Jai Bell from Thunderstone Aboriginal Cultural Services to deliver 2 highly sought-after workshops teaching staff how to deliver an Acknowledgement of Country in Ngunnawal language. Throughout the week, teams were invited to purchase NAIDOC Hampers prepared by the PM&C Social Club, putting a COVID-safe spin on the traditional Happy Hour.

Reconciliation

On 2 June 2021, PM&C launched its ‘Innovate’ RAP 2021–2023, which was developed in consultation with staff across the Department, our Mara Network and RAP Working Group members. It provides a framework for PM&C to support the national reconciliation movement and is an important part of our commitment to reconciliation.

The RAP is more than just a document – it outlines actions and deliverables against 3 key areas of focus: relationships, respect, and opportunities. It also provides pathways for each of us to consider how we can contribute to a culturally inclusive and safe workplace and celebrate and respect the knowledge, understandings and experiences of the custodians of the oldest living cultures in the world.

PM&C commemorated National Reconciliation Week 2021 through activities such as a Welcome to Country and Cleansing Ceremony, hosted by Tyrone Bell from Thunderstone Aboriginal and Cultural Services; a video featuring RAP Working Group members on their connection to reconciliation; a launch event for PM&C’s First Nations action plan and RAP; a keynote address by Rachael McPhail; and a barbecue to wrap up the week.

PM&C First Nations Action Plan: Culture, Career, Capability

In 2021 PM&C proudly released the First Nations Action Plan: Culture, Career, Capability. The action plan is in response to the Commonwealth Aboriginal and Torres Strait Islander Workforce Strategy 2020–2024, released by the Australian Public Service Commission in July 2020. The strategy represents the Commonwealth’s continued contribution, as an employer, to the Closing the Gap agenda. It will direct and reinforce work to improve representation of Aboriginal and Torres Strait Islander people in the Australian public sector and is supported by high-level implementation deliverables.

Flexible work

Flexible work continues to be an important driver of employee engagement, wellbeing and productivity, improving our ability to attract and retain a diverse workforce. PM&C has a longstanding approach to providing employees with options about how, when and where they work, underpinned by IT infrastructure enabling activity-based work.

Consideration is given to all flexible work requests and we make genuine attempts to establish mutually beneficial arrangements that support the continued delivery of outcomes for PM&C and meet the needs of individuals and teams.

In 2020–21 PM&C continued to embed lessons learned from the practical experience of our employees working from home during the peak of the COVID-19 pandemic in 2019–20. The PM&C Flexible Work Policy was reviewed in consultation with employees and their representatives. Many employees continued to work in a hybrid capacity, both in the office and from home across their working week.

To ensure that staff have a safe environment and workstation set-up when working away from the office, a comprehensive Working Remotely or from Home Agreement and Checklist is available for staff to complete. Additionally, staff can request an ergonomic assessment conducted by a suitably qualified allied health professional to ensure that their workstation supports good postures and they are engaging in healthy practices such as taking regular breaks, changing posture and performing stretches.

A range of wellbeing support measures have been implemented. For example, we now have a dedicated Coronavirus (COVID-19) Information Portal, which includes links to wellbeing resources such as the Employee Assistance Program, PM&C’s Wellbeing Portal, strategies for staying active and COVID-19 e-learning modules. The portal also includes guidance documents for employees and managers on working flexibly, maintaining contact and communicating regularly to ensure a shared understanding of tasks, expectations and time frames.

Workplace response to domestic and family violence policy

As part of ongoing efforts to support PM&C’s Domestic, Family and Intimate Partner Violence Policy, the Department provides a number of targeted support materials, training and events to raise awareness and build staff capability.

On 25 November 2020, PM&C observed the International Day for the Elimination of Violence against Women by organising a panel discussion hosted by PM&C’s Gender Champion.

The discussion canvassed work by the Office for Women and the National Indigenous Australians Agency to address violence against women; PM&C’s Domestic and Family Violence Training, including what participants may get from the training and how it can be practically applied in the workplace; and the personal perspectives of presenters on other contemporary issues facing women.

Recruitment

PM&C is committed to recruiting staff through a range of entry pathways. In 2020–21 we ran 2 internal programs and participated in 5 external programs:

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

Employment arrangements

In 2020–21 PM&C’s non-SES employees were covered by the Department of the Prime Minister and Cabinet Enterprise Agreement 2017–20 and a determination made under section 24(1) of the Public Service Act 1999, effective from 2 August 2020. Individual flexibility arrangements were made with non-SES employees where they met the genuine needs of PM&C and the employee.

PM&C conducted an enterprise bargaining process in 2021 for a replacement non-SES enterprise agreement. The new agreement will take effect from 2 August 2021.

The employment conditions for substantive SES employees were provided by individual determinations made under section 24(1) of the Public Service Act 1999.

Data on workplace arrangements for PM&C employees is provided at Table 3.17 and Table 3.18 below.

Table 3.17: Australian Public Service Act Employment arrangements Current Report Period (2020–21)

SES

Non-SES

Total

Enterprise agreement

-

1,034

1,034

Section 24(1) determination

72

1,034

1,106

Individual flexibility arrangement

-

25

25

Table 3.18: Australian Public Service Act Employment salary ranges by classification level (Minimum/Maximum) Current Report Period (202021)

Minimum Salary

Maximum Salary

SES 3

$352,084

$397,857

SES 2

$263,971

$292,721

SES 1

$199,824

$232,806

EL 2

$127,617

$151,885

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 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 are usually determined by the Executive Board for SES Band 1 and SES Band 2; and by the Secretary for SES Band 3.

The Government set clear expectations regarding the suspension of increases to remuneration, entitlements and allowances for SES employees until the easing of the challenges arising from the COVID-19 pandemic. The Government took this position in the context of the challenging economic outlook flowing from the COVID-19 pandemic and community expectations. From 26 March 2020, all remuneration increases to SES employees were suspended.

Executive Vehicle Allowance (EVA) was a component of base salary, meaning allowances paid to the SES are minimal and specific to individual circumstances.

Remuneration for the Secretary and statutory office holders was determined by the Remuneration Tribunal. Reporting on remuneration for Key Management Personnel (KMP) and Senior Executives within PM&C is 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. As such, the Secretary’s remuneration here differs from that amount disclosed under the Remuneration Tribunal Determination.

During the reporting period to 30 June 2021, PM&C had 6 individuals who met the definition of Key Management Personnel. Their names, length of term as KMP and remuneration details are in Tables 3.21 and 3.23. In addition, aggregated remuneration information for 125 Senior Executives is shown in Table 3.24. During the period, PM&C had no other highly paid staff who met the disclosure threshold for reporting.

Table 3.19: Key Management Personnel details for the reporting period

Name

Position

Term

DUGGAN, Simon J

Deputy Secretary

Full year

FOSTER, Stephanie C

Deputy Secretary

Full year

FRAME, Alison J

Deputy Secretary

31/08/20 - 30/06/21

GAETJENS, Philip G

Secretary

Full year

GILMARTIN, Tomas N

Chief Operating Officer

Full year

MILLAR, Caroline J

Deputy Secretary

Full year

Table 3.20: Key Management Personnel summary remuneration for the reporting period ($)

Base Salary

2,648,505

Bonuses

-

Other benefits & allowances

57,728

Total Short-term benefits

2,706,233

Superannuation contribution

434,118

Total Post-employment benefits

434,118

Long service leave

63,880

Other long-term benefits

-

Total Other long-term benefits

63,880

Termination benefits

-

Total Remuneration

3,204,231

Table 3.21: 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

DUGGAN, Simon J

Deputy Secretary

370,770

-

647

68,213

10,695

-

-

450,325

FOSTER, Stephanie C*

Deputy Secretary

455,553

-

647

74,672

11,772

-

-

542,644

FRAME, Alison J

Deputy Secretary

328,103

-

24,929

60,768

3,145

-

-

416,945

GAETJENS, Philip G

Secretary

802,446

-

1,612

116,669

24,101

-

-

944,829

GILMARTIN, Tomas N

Chief Operating Officer

342,487

-

29,247

49,469

3,701

-

-

424,904

MILLAR, Caroline J

Deputy Secretary

349,146

-

647

64,326

10,466

-

-

424,584

Total

2,648,505

-

57,728

434,118

63,880

-

-

3,204,231

*Acting Secretary a total of 29 days across the financial year

Table 3.22: Information about remuneration for Senior Executives

Total remuneration bands

Short-term benefits

Post-employment benefits

Other long-term benefits

Termination benefits

Total remuneration

Number of senior executives

Average base salary

Average bonuses

Average other benefits and allowances

Average superannuation contributions

Average long service leave

Average other long-term benefits

Average termination benefits

Average total remuneration

$0 - $220,000

71

84,675

-

321

13,851

1,882

-

-

100,729

$220,001 - $245,000

19

192,246

-

647

35,169

6,296

-

-

234,358

$245,001 - $270,000

13

214,882

-

749

37,169

7,088

-

-

259,888

$270,001 - $295,000

9

227,594

-

738

43,876

6,880

-

-

279,088

$295,001 - $320,000

3

253,659

-

2,083

46,398

7,543

-

-

309,682

$320,001 - $345,000

5

270,116

-

235

51,088

6,406

-

-

327,845

$345,001 - $370,000

2

298,971

-

2,146

47,894

4,816

-

-

353,828

$370,001 - $395,000

1

315,449

-

-

58,436

10,778

-

-

384,663

$395,001 - $420,000

1

330,817

-

3,004

60,740

8,980

-

-

403,542

$495,001 - $520,000

1

361,453

-

552

70,650

14,222

-

52,027

498,904

Total

125

145,789

-

534

25,680

4,045

-

416

176,464

Performance pay

PM&C did not offer performance pay to employees.

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 2020–21, PM&C continued to embed its refreshed Performance Management Framework. The new framework uses a strengths-based approach to support the Department to sustain a high performance culture and to achieve high-quality outcomes. The framework is supported by an updated Performance Policy and relevant guidance that allows employees and managers to confidently understand and apply a strengths-based approach to performance.

Learning and development

The Practical Management Workshop Series continued with a regular cadence of delivery over 2020–21. The series returned to a focus on refreshing the foundational skills required for leading teams and supporting a culture of high performance. This included refreshed delivery of core modules such as coaching, challenging conversations and managing workload.

PM&C delivered a learning and development program with a focus on leadership behaviours and qualities such as influencing, presenting, strategic thinking, adapting, organisation, change and inclusion. PM&C employees continued to supplement professional development with coaching services, our Guest Speaker Series, Learnhub, LinkedIn Learning and the Learning Continuum.

The updated Study Assistance Policy was made available in 2020–21. The updated policy contains clearer guidance for PM&C employees who want to undertake accredited study and for their managers when they are approving applications and supporting their direct reports during periods of study.

PM&C continued to invest in high-potential employees to develop advanced leadership capabilities and public policy experience through scholarships for exceptional qualifications, including the Sir Roland Wilson PhD Scholarship, Pat Turner Scholarship and the Executive Master of Public Administration.