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Management of human resources

The Clean Energy Regulator's human resources management strategies cover:

  • workforce planning
  • skills and capability
  • career and talent
  • wellbeing
  • performance management
  • recruitment
  • learning and development
  • security
  • accommodation and facilities.

These strategies provide an effective framework for attracting, developing and managing staff to achieve the agency's objectives.

Key people management outcomes for 2013–14 included:

  • implementing a workforce planning framework to drive actions to attract, retain and develop a targeted, skilled and diverse workforce
  • commencing the development of a health and safety management framework incorporating all relevant policies and guidelines, in line with the agency's commitment to the objectives of the Work, Health and Safety Act 2011
  • piloting a management and leadership development programme to be undertaken by Executive Level and Senior Executive Service officers
  • implementing a new capability framework and an enhanced performance management system
  • facilitating behavioural, organisational and cultural change by progressing the recommendations from the 2013 staff survey.

Employment conditions

Terms and conditions for all Clean Energy Regulator officers are governed by enterprise agreements, individual section 24(1) determinations in accordance with the Public Service Act 1999, and decisions of the Remuneration Tribunal.

Enterprise agreements

At 30 June 2014, the Clean Energy Regulator had 333 officers engaged under two enterprise agreements:

  • 295 officers engaged under the Department of Climate Change and Energy Efficiency Enterprise Agreement 2011–14
  • 38 officers engaged under the Office of the Renewable Energy Regulator Enterprise Agreement 2011–14.

The Clean Energy (Consequential Amendments) Act 2011 makes provision for both enterprise agreements to remain in operation until 30 June 2014. The Clean Energy Regulator formally commenced enterprise bargaining for a new agency enterprise agreement on 12 June 2014.

Appendix A provides details of the salary ranges available under the enterprise agreements in 2012–13 and 2013–14. Progression through the available salary points was determined by the results of annual performance assessments.

Non-salary benefits available under the enterprise agreements included:

  • individual flexibility agreements
  • health and wellbeing programs
  • coaching and mentoring
  • support for carers who are required to travel for work-related purposes
  • learning and development opportunities
  • first aid certificate and fire warden training
  • options for flexible hours and time off in lieu
  • flexible working conditions such as part-time employment, job sharing and working from home.


Terms and conditions for the nine Senior Executive Service officers of the Clean Energy Regulator are contained in individual section 24(1) determinations made by the secretary of the department that originally engaged the officer or by the Chief Executive Officer of the Clean Energy Regulator. Appendix A provides details of the salary ranges available for Senior Executive Service officers in 2012–13 and 2013–14.

The position of Chief Executive Officer is a statutory appointment with conditions of employment determined by the Remuneration Tribunal.

Performance pay

In 2013–14, no performance pay in the form of one-off bonuses was awarded to the Clean Energy Regulator's Senior Executive Service officers.

For non-Senior Executive Service officers, 'fully effective' or 'superior' performance was rewarded by advancement through the pay points available under the agency's enterprise agreements.

Performance management

The Clean Energy Regulator's performance management approach embeds performance management into the agency's everyday operations, supporting effective performance management practices across the agency, alleviating the stress associated with formal performance discussions, and preventing surprises at the end of the performance cycle.

By linking individual performance agreements to the agency's organisational objectives and business plans, the approach also achieves greater alignment between individual performance and the achievement of the agency's outcomes.

In 2013–14, the end-of-performance-cycle process was revised to ensure consistency in the recognition of performance and transparency in decision-making. This was achieved by:

  • reviewing and establishing performance expectations across the agency in line with the Australian Public Service Commission Integrated Leadership System
  • introducing a process whereby ratings to recognise exceptional performance throughout the year are supported by a business case that is scrutinised by a review panel, and the review panel's outcomes are communicated to officers in writing.

The revised process resulted in more consistent application of the performance ratings and performance-related pay progression while recognising exceptional performance.

Workforce profile

At 30 June 2014, the Clean Energy Regulator had a total of 343 officers: 329 ongoing and 14 non-ongoing. Appendix A provides details of the Clean Energy Regulator's workforce profile for 2012–13 and 2013–14.

Learning and development

To assist officers from across the agency to build their skills, knowledge and capability, the Clean Energy Regulator developed and delivered several internal training courses during 2013–14. The courses focused on priority areas identified through feedback from officers, survey results and input from managers.

Topics included:

  • effective communication
  • performance management
  • conflict resolution
  • emotional intelligence
  • engaging with difficult clients
  • resilience
  • preparing for a new position within the agency
  • the Australian Public Service Values and Code of Conduct
  • project management
  • writing skills
  • teamwork.

In addition, all officers and contractors undertook mandatory training on protective security, fraud and ethics, work health and safety, and record keeping, through an online training system.

A management and leadership development programme was piloted from March to June 2014 and will now be rolled out in the second part of 2014. All Clean Energy Regulator supervisors and managers will be required to complete the programme, which is aimed at developing skills and knowledge that support people management, capability development, output management, judgement, and risk and change management.

The Clean Energy Regulator is committed to supporting external opportunities for development that ensure the agency's officers are well equipped to perform their roles and develop their careers. In 2013–14, the agency provided financial support and study leave to officers completing tertiary qualifications and supported participation in external workshops, seminars and conferences.

Recognising the importance of developing the skills, knowledge and networks required to lead at the agency, cross-agency, national and global levels, four of the agency's executive officers took part in executive learning and development programmes in 2013–14:

  • two participated in the Australian Public Service Commission Career Development Assessment Centre
  • one participated in the Australian Public Service Commission Senior Executive Service Band 1 Leadership Program
  • one participated in the Australia and New Zealand School of Government Executive Master of Public Administration.

Graduate development programme

The Clean Energy Regulator's graduate development programme provides graduates with a range of professional and personal development opportunities. The programme benefits the agency by developing officers who have qualifications and experience that are highly relevant to the work of the Clean Energy Regulator.

Over a period of ten months, graduates gain valuable experience through three workplace rotations, and participate in learning and development that includes courses tailored to the work of the agency and courses related to working in the broader Australian Public Service.

The graduates complete a Diploma of Government through the Australian Public Service Commission's whole-of-government graduate development programme. This includes undertaking a major project on a topic specific to the Clean Energy Regulator's business.

After completing the programme, graduates are placed in permanent positions with the Clean Energy Regulator.

Access and equity

The Clean Energy Regulator is committed to ensuring access and equity in all aspects of its business.

The Clean Energy Regulator website offers access to translating and interpreting services and to the National Relay Service for people with hearing or sight impairment. The Clean Energy Regulator is working towards meeting Level AA conformance with the Australian Government's Web Content Accessibility Guidelines by 31 December 2014.

The Clean Energy Regulator's Multicultural Plan for 2013–15 demonstrates the agency's commitment to delivering equitable outcomes for all Australians, regardless of their cultural and linguistic backgrounds. In 2013–14, the agency had fact sheets for the Small-scale Renewable Energy Scheme translated into community languages. Two fact sheets are now available online:

  • Agent's Guide to Creating and Selling Small-scale Technology Certificates, in Arabic, Chinese (simplified and traditional), Hindi and Urdu
  • Financial Benefits for Installing Solar Water Heaters or Solar Panels, in Arabic, Chinese (simplified and traditional), Greek and Italian.

The Clean Energy Regulator is also committed to encouraging diversity in its workforce. Appendix A shows how equal opportunity employment target groups were represented in the Clean Energy Regulator's workforce profile in 2012–13 and 2013–14.

Excellence awards

The Clean Energy Regulator Awards of Excellence were held in April 2014 to recognise and award officers who have excelled in achieving the objectives of the Clean Energy Regulator.

The awards are held annually to celebrate the achievements of officers and teams who have excelled in one of the following five categories:

  • client service delivery
  • markets, including Australia's carbon market and the Renewable Energy Target market
  • innovation in compliance, awareness, education and regulation
  • data provision, integrity and reporting
  • the Clean Energy Regulator values (accountability, integrity, professionalism, responsiveness and empowerment) in the delivery of work on a day-to-day basis.

An additional Chief Executive Officer Award is presented to teams or officers who exemplify the Australian Public Service values and have made a significant contribution to the work of the Clean Energy Regulator. The 2014 Chief Executive Officer Award was presented to an officer of the Finance and Procurement Section, Operations Division.

The Clean Energy Regulator Awards highlight the collective efforts across the agency and the commitment to excellence that makes us well positioned to support our clients and stakeholders into the future.

– Anne T Brown

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