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Workforce management

Capability development

In 2018–19, the Entity has continued to invest in developing our workforce capability. Our long-term Manager Academy project, aimed at developing and refreshing the skills of our managers, continued to deliver targeted solutions to current and future management challenges. This included the delivery of management basics training to new managers, unconscious bias training, quality communication e-learning and workshops, and facilitated conversations with senior executives.

Other 2018–19 capability development initiatives included:

  • development and delivery of Fair Work Act legislative training to frontline staff
  • provision of e-learning or face-to-face training in areas such as judgment and decision-making, mental health first aid, family and domestic violence, fraud awareness and the Child Safe Framework
  • supporting staff to undertake formal accredited courses through our study assistance scheme
  • providing a continuing professional development program to maintain the technical knowledge and professional development of staff
  • enhancing the development pathway for new starters through an improved induction experience
  • providing all employees with access to an online learning platform containing self-paced courses to cost-effectively enable employees to upskill at a time and place convenient to them.

Employee engagement

The Entity has high engagement levels between staff, supervisors and the agency, and generally performs well in the Australian Public Service (APS) Employee Census, being consistently above the average for other medium-sized agencies, regulatory agencies and the APS overall.

Our staff report believing strongly in the purpose of the Entity and feel supported to develop new and innovative ways of working. Our higher-than-average engagement levels reflect an ongoing commitment to our branch level Census Action Plans, and encouragement of flexible work so that staff are supported to achieve work-life balance.

Ethics and values

The APS Values, Code of Conduct and Employment Principles promote responsible public administration. They underpin our positive workplace culture — one that encourages and recognises high performance, insightful leadership and inclusion.

Information on the APS Values, Code of Conduct and Employment Principles is available on our intranet, included in induction training for new staff, mandatory training for existing staff and incorporated in employee performance plans.

Diversity and inclusion

We value diversity and inclusion and recognise the positive contribution made by employees from diverse backgrounds.

In 2018–19, our commitment to an inclusive and flexible workplace continued through:

  • implementation of our new Diversity and Inclusion Strategy and Diversity and Inclusion Action Plan 2018–21
  • implementation of our new Gender Equality Action Plan 2018–21
  • providing online training to increase diversity awareness for the following diversity groups — Gay, Lesbian, Bisexual, Transgender and Intersex; Aboriginal and Torres Strait Islander; Multi-Cultural and People with Disability
  • development of resources to support and promote the take-up of flexible work arrangements
  • review of the Domestic and Family Violence Policy, and support mechanisms for employees experiencing family or domestic violence confirmed to include access to up to 20 days paid leave per calendar year, and a large increase in the number of trained Domestic and Family Violence Contact Officers
  • maintaining and promoting a register of multilingual staff willing to assist customers from diverse backgrounds
  • sponsorship of employee networks including our Gay, Lesbian, Bisexual, Transgender and Intersex Network; Gender Equality Network; Aboriginal and Torres Strait Islander Peoples Network; and Disability Network
  • publication of a suite of resources to support our employee networks, including operational guidelines and templates
  • our practice of briefing both male and female counsel; we briefed female counsel 31 times and male counsel 31 times
  • continued accreditation by White Ribbon Australia as a workplace that takes active steps to prevent and respond to violence against women
  • accreditation by the Australian Breastfeeding Association as a Breastfeeding Friendly Workplace
  • participation in the Australian Network on Disability Stepping Into Internships Program, which facilitates paid internships for university students with disability
  • participation in the Red Cross Next Generation Leadership Program, which places humanitarian visa holders in Australian workplaces to gain experience in leadership and advocacy
  • publication of a diversity and culture calendar to celebrate and raise awareness of the diversity within our workplace and communities.

Disability reporting

Since 1994, non-corporate Commonwealth entities have reported on their performance as a policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy. In 2007–08, reporting on the employer role was transferred to the APSC’s State of the Service reports and the APS Statistical Bulletin. These reports are available on the APSC’s website. From 2010–11, entities have no longer been required to report on these functions.

The Commonwealth Disability Strategy has been overtaken by the National Disability Strategy 2010–20, which sets out a 10-year national policy framework to improve the lives of people with disability, promote participation and create a more inclusive society. A high-level two-yearly report will track progress against each of the six outcome areas of the strategy and present a picture of how people with disability are faring. The first of these progress reports was published in 2014 and can be found on the Department of Social Services website.

Remuneration and employment conditions

The FWO Enterprise Agreement 2016–19 (the agreement) came into effect on 19 October 2016. Under the agreement, there was a 3% salary increase on commencement, a 2% increase on 19 October 2017 and a further 1% increase in 2018.

The agreement covers APS1–EL2 employees and provides access to a range of leave, flexible working arrangements, allowances and other benefits. It also provides for an Agency Consultative Forum, which facilitates staff consultation on workplace matters.

Information on rights and obligations under the agreement and associated policies is available on our intranet.

Employee workplace agreements, common law contracts, and individual flexibility agreements by classification, at 30 June 2019 and 30 June 2018

Classification

2019 enterprise agreement

2018 enterprise agreement

2019 common law contract

2018 common law contract

2019 individual flexibility agreement

2018 individual flexibility agreement

2019 total

2018 total

APS1

0

0

0

0

0

0

0

0

APS2

5

5

0

0

0

0

5

5

APS3

106

99

0

0

0

0

106

99

APS4

118

119

0

0

0

0

118

119

APS5

295

288

0

0

0

0

295

288

APS6

167

162

0

0

2

0

169

162

EL1

104

99

0

0

0

0

104

99

EL2

32

34

0

0

3

3

35

37

SES Band 1

0

0

10

10

0

0

10

10

SES Band 2

0

0

4

3

0

0

4

3

Total

827

806

14

13

5

3

846

822

Our remuneration policy operates in accordance with parameters that apply across the APS. As per a common law agreement, a performance bonus of $20,000 was paid to one SES B1 employee in 2018–19.

Salary ranges by classification, at 30 June 2019

Classification

Salary ranges

APS1

$49,814 – $51,766

APS2

$56,443 – $61,772

APS3

$63,461 – $68,402

APS4

$70,610 – $76,589

APS5

$78,668 – $83,347

APS6

$85,166 – $97,905

EL1

$108,302 – $116,881

EL2

$124,809 – $178,602

SES Band 1

$212,026 – $249,111

SES Band 2

$264,446 – $283,635

Non-salary staff benefits can include:

  • professional membership fees
  • parking allocation at work
  • a mobile phone and laptop
  • airline lounge membership.

Executive remuneration reporting

During the reporting period ended 30 June 2019, the Entity had seven executives who meet the definition of key management personnel (KMP). Their names and the length of term as KMP are summarised below.

Name, position and length of term of Key Management Personnel

Name

Position

Term as KMP

Sandra Parker

Fair Work Ombudsman

Part year – Appointed 15 July 2018

Mark Bielecki

Registered Organisations Commissioner

Full year

Mark Scully

Deputy FWO, Corporate

Full year

Michael Campbell

Deputy FWO, Operations

Full year

Kristen Hannah

Deputy FWO, Strategic Engagement & Communications

Full year

Natalie James

Fair Work Ombudsman

Part year – End of appointment 14 July 2018

Jeremy O’Sullivan

Chief Counsel*

Part year – Appointed 1 April 2019

*The position of Chief Counsel was not part of the Corporate Board prior to the appointment of Mr O’Sullivan in April 2019.

The remuneration and other benefits for the positions of Fair Work Ombudsman and the Registered Organisations Commissioner are set by the Remuneration Tribunal. All other KMP are remunerated through common law contracts that reference elements of the entity’s Enterprise Agreement and the policies of the entity.

In the notes to the financial statements for the period ending 30 June 2019, the Entity disclosed the following KMP remuneration expenses.

KMP remuneration expenses

2019

$’000

Short-term employee benefits

1719

Post-employment benefits

284

Other long-term employee benefits

60

Total key performance management personnel remuneration expenses

2063

In accordance with the PGPA Rule, this information is further disaggregated as shown in the table below:

Disaggregated KMP remuneration expenses

Short-term benefits

Post-employment benefits

Other long-term benefits

Total Remuneration

Name

Position

Base

salary

Other benefits and allowances

Superannuation contributions

Long service leave

Sandra Parker

Fair Work Ombudsman

361,699

-

65,857

12,635

440,191

Mark Bielecki

Registered Organisations Commissioner

338,752

-

52,168

11,726

402,646

Michael Campbell

Deputy FWO, Operations

278,326

33,014

51,695

10,783

373,818

Mark Scully

Deputy FWO, Corporate

262,710

33,014

45,542

10,343

351,609

Kristen Hannah

Deputy FWO, Strategic Engagement & Communications

260,540

33,014

47,102

10,267

350,923

Jeremy O’Sullivan

Chief Counsel

94,616

11,640

19,832

3854

129,942

Natalie James

Fair Work Ombudsman

11,895

-

1769

410

14,074

Total

1,608,538

110,682

283,965

60,018

2,063,203

During the reporting period ended 30 June 2019, the Entity had 11 other senior executives who did not meet the definition of a KMP. The remuneration of these senior executives is disclosed in remuneration bands in Table 2.7.4 and remuneration within each band is calculated as an average.

The average amounts for the relevant category are based on the number of senior executives within the relevant band, not the full-time equivalent.

Remuneration of senior executives

Short-term benefits

Post-employment benefits

Other long-term benefits

Average

total remuneration

Remuneration band

Number of senior executives

Average base

salary

Average

other benefits and allowances

Average superannuation contributions

Average

long service leave

$0-$220,000

1

93,132

10,827

17,214

3620

124,793

$245,001-$270,000

1

184,750

27,911

32,750

8282

253,693

$270,001-$295,000

2

212,206

29,478

35,897

8449

286,031

$295,001-$320,000

4

229,766

28,688

40,834

8893

308,181

$320,001-$345,000

3

240,326

30,060

44,983

9434

324,803

Work health and safety

In 2018–19, the Health and Wellbeing Framework 2018-2020 was implemented. The purpose of the Framework is to support, develop and embrace employee psychological and physical wellbeing, with the strategic focus on prevention, early intervention, and rehabilitation and injury management. Key initiatives aim to raise awareness, increase capability and provide appropriate support.

Initiatives included:

  • hazard and risk identification, assessment, removal or mitigation, management, and evaluation
  • regular review of health and safety-related policies, guides and fact sheets (e.g. the Children and Young People in the Workplace Policy, the Domestic and Family Violence Policy, Field Visit Risk Assessment Guide, and the Self-Care Guide for frontline staff)
  • ongoing commitment of the Health and Safety Committee, including Health and Safety Representatives, who advised and consulted with the broader agency on workplace health and safety policy-related matters, reviewed trends in claim and incident data, and contributed to broader workplace health and safety initiatives
  • provision of work health and safety training and information. Training has included WHS Responsibilities for FWO Officers, and Managing Unreasonable Complainant Conduct. Information was disseminated via the intranet and through targeted communications such as the quarterly WHS Executive Update to assist managers to meet their WHS obligations
  • provision of training, webinars and information to promote wellbeing initiatives and encourage employees to actively look after their health (includes Practical Resilience training, ‘New Year – New You’ intranet articles and Mental Health First Aid training)
  • programs in support of staff health and wellbeing included the 10,000 Steps Challenge to encourage physical activity, Speed Networking to encourage better relationships and communication, and RUOK? Day activities to support mental health in the workplace
  • an influenza vaccination program
  • workstation assessments (office and home) to promote good ergonomic practices and prevent body stressing injuries
  • flexible working arrangements
  • access to services through our employee assistance provider. Specialist and confidential support can be provided for a range of personal issues for individuals and work issues for people leaders
  • early intervention and rehabilitation case management services.

During 2018–19, one new workers’ compensation claim was accepted and the average weeks of incapacity per accepted claim remains low at 6.8 weeks, compared to the Commonwealth average of 13.7 weeks. The agency’s initiatives and commitment to early intervention, rehabilitation, return to work principles and ongoing education continues to provide a safe and rewarding workplace for our employees.

Work health and safety incident reporting

Under section 38 of the Work Health and Safety Act 2011, we are required to notify Comcare of any deaths, serious injury or illness, or dangerous incidents arising out of our work. There were two notifiable incidents reported to Comcare in 2018–19. Both related to lift malfunctions and were also reported to Worksafe Victoria.

Under Schedule 2, Part 3 of the Work Health and Safety Act 2011, we are required to report on any investigations undertaken by Comcare or any notices we received under Part 10 of the Work Health and Safety Act 2011. There were no investigations conducted or notices received during 2018–19.

Property and environmental management

In 2018–19, we enhanced our commitment to environmental sustainability by replacing our internal combustion engine motor vehicle fleet with new hybrid battery-powered electric and petrol combustion vehicles.

Our other initiatives to reduce waste, energy and water consumption, and greenhouse emissions included:

  • establishing an employee Green Team to consider and promote additional ways the Entity and its staff can reduce their environmental impact
  • sensor lighting in offices, with a timer mechanism switching lighting off when rooms are not occupied
  • participating in Earth Hour 2019, which involved turning off all non-essential lighting in our 23 tenancies on 30 March 2019
  • using video conferencing and technology as a sustainable alternative to travel
  • print-on-demand and setting default printing properties to duplex and black and white
  • using recycled copy paper and engaging scheduled document destruction and recycling of cardboard/paper to reduce our environmental footprint
  • continuing to replace paper-based processes with digital solutions
  • participating in programs to recycle toner cartridges and mobile phones
  • providing organic matter and recycling bins in addition to general waste kitchen bins in our office accommodation
  • participating in disposable coffee cup recycling in selected offices.