We regard the skills and commitment of our people as an important part of our ‘secure and enduring infrastructure’, one of our agency objectives.
To this end, our approach to managing our people reflects the importance of attracting, retaining and developing a skilled and diverse workforce.
We foster an environment where resources and expertise are shared to maximise business outcomes and manage increased volume and complexity. We achieve this by providing our staff with opportunities for growth and development and by deploying the current workforce in a way that makes best use of their skills.
We have two formal recognition programs to celebrate the outstanding efforts and contributions of employees, while promoting our culture, values and purpose. These are based on set criteria and occur each year.
Each year, Commonwealth departments and agencies are invited by the National Australia Day Council to celebrate Australia Day by awarding an Australia Day Achievement Medallion to acknowledge staff who have displayed an outstanding contribution in the public sector.
For the 2018 Australia Day Awards, Nicole Joffe, Chris Mill and Jane Wardlaw received awards for their contribution to our agency and the wider Australian Public Service.
We also hold an annual Awards of Excellence recognising the work and achievements of our staff. The timing and categories of these awards has been reviewed and updated, and the next awards will be held in October 2018.
Developing our employees is important to us. Our learning and development programs target the development of capabilities for agency roles and individual career pathways.
We implemented an induction program, ‘Boot camp for new starters’, in November 2017. To date 61 employees have completed this program.
We continued to develop regulatory capability through the regulatory officer development program by introducing regulatory practitioner and regulatory manager programs. A total of 64 employees completed at least one of these programs.
In 2017–18 we provided financial support and study leave to 17 employees completing tertiary qualification study relevant to their employment at our agency and the wider Australian Public Service. We also supported 16 employees through a recognition pathway to gain either a Certificate IV in Government or a Diploma of Government.
We continue to develop broad capabilities and have implemented training programs targeting writing skills, business process mapping, and recruitment and performance management. We have also supported employees to attend numerous external workshops, seminars and conferences to further their understanding of specific industries, our clients or areas of professional interest. In addition, we provided a range of technical and business training across our agency to support the rollout of new business processes and systems.
As at 30 June 2018, our agency had 342 employees, comprising 327 ongoing and 15 non-ongoing employees.
Appendix C provides details of our workforce profile by level, gender, full-time and part-time, ongoing and non-ongoing and diversity.
We provide a monthly HR operations report to division, branch and section managers to give them greater visibility of employee data such as approaching leave and annual leave and flex credit balances. These reports help managers plan workloads, recruit, and ensure job roles are covered. Since introducing the reports, we have also seen a decrease in excess annual leave (greater than 40 days) and unscheduled leave. Our unscheduled leave has reduced by 2.2 full-time equivalent staff, from an average of 11.4 days per employee to an average of 9.2 days per employee.
We want our recruitment processes to appoint the best candidate to a role based on merit and alignment with our agency priorities, objectives, values and behaviours.
In support of this, we have developed recruitment principles that observe the:
To improve efficiency in our recruitment, we create merit pools or lists where possible, which we can use within a 12-month period. This enables us to review vacancies with similar duties and draw from the pool or lists, saving time and money. We also share our pools or lists and use other agencies’ merit pools or lists where appropriate.
Other initiatives we have implemented include:
Our graduate development program provides a range of professional and personal development opportunities to attract graduates with qualifications and experience highly relevant to our work.
In 2018 we employed five graduates. We partnered with the Australian Public Service Commission to deliver our graduate training programs. This, coupled with on the job experience, provides our graduates with the skills, knowledge and experience for future leadership roles in the Australian Public Service.
Our Indigenous traineeship program provides new trainees with an engaging program designed to develop their skills. Trainees participate in a range of learning and development activities as well as a mentor and buddy program.
We employed four Indigenous trainees in 2018. Through a partnership with McMillan staff development, our trainees are completing a Certificate III in Government. Trainees have three rotations in our agency, experiencing a variety of work. On successful completion of the program, trainees are placed permanently within our agency.
We are committed to supporting diversity in our workplace, and providing an environment free from discrimination, patronage and favouritism. We support this by:
Appendix C details the representation of equal opportunity employment target groups in our workforce profile.
We make our online services and information accessible to as many people as possible regardless of ability. As per the Digital Service Standard, defined by the Digital Transformation Agency, we focus on ensuring our systems and content are accessible.
Over time all internal and external web-based systems will be upgraded, to conform to the Web Content Accessibility Guidelines (WCAG) 2.0 Level AA standard, or will be replaced with new systems that conform. We have divided our approach into four categories. Within each of these categories we will focus on the four principles of WCAG 2.0 (text alternatives, keyboard access, readability and input assistance). The four categories are:
As part of this approach in 2017–18, we ran a body of work to identify and resolve a number of concerns with targeted areas of content on the website, sourced from direct or anecdotal client feedback, guidance from executive and business areas.
Terms and conditions for agency employees are governed by our Enterprise Agreement (including individual flexibility arrangements made in accordance with the
Fair Work Act 2009 that vary conditions of the agreement), individual section 24(1) determinations in accordance with the
Public Service Act 1999, and decisions of the Remuneration Tribunal.
Our employees are covered by the
Clean Energy Regulator Enterprise Agreement 2016–2019, which commenced on 13 January 2016, with a nominal expiry date of 5 January 2019.
This agreement covers all employees except those on individual flexibility arrangements, our Senior Executive Service (SES) and Chair.
At 30 June 2018, 15 non-SES employees were covered under individual flexibility arrangements.
At 30 June 2018, terms and conditions for our nine Senior Executive Service officers were outlined in individual determinations under section 24(1) of the
Public Service Act 1999, made by the Chair.
The position of Chair is a statutory appointment with conditions of employment determined by the Remuneration Tribunal.
The details of our remuneration and process for salary advancement are in our Enterprise Agreement.
Appendix C provides details of the available salary ranges by classification level. Progression through the available salary points is determined by the results of annual performance assessments.
Non-salary benefits available to our employees include:
In 2017–18, 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 achieving a performance outcome of ‘meets’ or ‘exceeds’ expectations, was recognised by an incremental advancement consistent with conditions outlined in the enterprise agreement.
In 2017–18 we maintained our
Continuing Conversations approach to performance management. This approach emphasises the importance of individuals and their managers having ongoing conversations about performance throughout the year.
We continued to implement our performance management policy, introduced in 2016, that complements the
Clean Energy Regulator Enterprise Agreement 2016–2019. This agreement aligns the performance management cycle with the financial year and eligible employees receive salary advancement on 1 July each year.
We recognise the importance of our legislative obligations under the
Work Health and Safety Act 2011 to prevent work-related injury and illness. Workplace health and safety hazards can be physical or psychological, and they can derive from both office-based and off-site work environments. We articulate our commitment to workplace health and safety through related policy and supporting documents.
As part of our commitment to providing a safe working environment, we delivered the following initiatives in 2017–18:
These initiatives led to the following outcomes in 2017–18:
We maintained compliance with the mandatory requirements of the Protective Security Policy Framework and will be reporting high compliance levels for 2017–18. Ongoing efforts to increase security awareness and compliance across our agency resulted in reduced security breaches this year. We recorded 20 security breaches, all of which were minor. This represents a 31 per cent reduction in detected security breaches in 2017–18, following a six per cent reduction in 2016–17, and a 38 per cent reduction in 2015–16.
In 2017–18 we maintained the appropriate level of facilities for our staff to provide a safe and productive working environment and we maintained our 6-star energy rating under the National Australian Built Environment Rating System.
We renewed the lease on our existing building in May 2017, following an assessment of potential relocation options. This renewed lease expires in May 2022.
Our asset management framework encompasses several elements to ensure we strategically invest in and maintain assets necessary for effective delivery of our purpose. The framework includes:
We manage current and non-current assets in accordance with the Accountable Authority Instructions and relevant accounting standards. During 2017–18 we undertook the following asset-related activities:
The results are reported in the financial statements in
Chapter 5: Finances.
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