Skip Ribbon Commands
Skip to main content
Sign In

Management of human resources

The Clean Energy Regulator regards the skills and commitment of the people who work in the agency as an important part of its secure and enduring infrastructure.

To this end, the agency's approach to managing its staff reflects the importance of attracting, retaining and developing a skilled and diverse workforce.

During 2014–15 the agency implemented its People Plan—Workforce 2016 to better align agency capabilities and planning for future workforce needs. Many of the associated activities, outlined below, contributed to building the agile workforce the agency needs to meet future challenges.

Talent identification and management

Skills census

An agency-wide skills census conducted during the year enhanced agency understanding of the skills and capabilities of all staff. The process also helped identify opportunities for career development and staff movement across the agency. It assisted the Clean Energy Regulator to identify targeted solutions for capability gaps and allocate appropriately skilled resources to achieve the best results.

Excellence awards

Each April, the Clean Energy Regulator holds Awards of Excellence to recognise and award staff who excel in achieving the agency's objectives. The awards categories directly link to the objectives of:

  • engaged, active and compliant clients
  • efficient and effective administration
  • a trusted, relevant and expert institution, and
  • secure and enduring infrastructure

An additional Chief Executive Officer's award is presented to an individual or teams that exemplify Australian Public Service values and have made a significant contribution to the agency's work.

 

FEATURE

Chief Executive Officer's award

The 2015 Chief Executive Officer's award was awarded to Ms Julie Steele from the Renewables and Carbon Farming Division for her work on the release of the new REC Registry in 2014. Ms Steele was acknowledged as a staff member whose achievements embody excellence across all four award categories.

Ms Steele was a key member of the team that managed the delivery of the redesign of the REC Registry, which delivered administrative effectiveness for the agency as well as significant improvements for our clients (see page 61). Ms Steele was recognised for her dedication and tireless work to ensure the delivery of a quality product that supports the administration of the complex legislation in all areas of the Renewable Energy Target.

Ms Steele's contribution has been widely acknowledged by colleagues and clients alike.

Training and development

In 2014–15 the Clean Energy Regulator provided financial support and study leave to 29 staff completing tertiary qualifications. The agency also supported participation in numerous external workshops, seminars and conferences.

Several internal training courses were conducted during 2014–15 that helped build staff skills, knowledge and capability across the agency. In addition to these internal training courses, all new starters (ongoing, non-ongoing and contractors) undertook mandatory training on security, fraud and ethics, work health and safety, and record keeping.

Regulatory officer development

An important part of the agency's capability development this year was establishing and piloting a regulatory officer development programme. The programme builds fundamental knowledge and capability for staff in regulatory officer roles to enable them to successfully perform their duties and contribute to the achievement of business outcomes, specifically in a regulatory context. The programme will be delivered to all staff in regulatory officer roles from July 2015.

An external service provider was engaged to assist in the development of this programme.

Leadership development

All Clean Energy Regulator supervisors and managers completed a management and leadership development programme during 2014–15. The programme recognises the outcomes of previous staff surveys that identified the need to create better leadership capability across the agency. It aimed to build the skills and knowledge that support people management, capability development, output management, judgement, and risk and change management.

Two staff members also participated in the Australian Public Service Commission Career Development Assessment Centre and one staff member participated in the Australia and New Zealand School of Government Executive Master of Public Administration.

Staff survey

The agency ran its third annual all staff survey from October to November 2014, with a response rate of 83 per cent, up from 23 per cent in 2013. There has been steady improvement in agency performance since the first staff survey in 2012. In particular improvement was identified in leadership performance following the roll out of the Management and Leadership Training and enhanced internal communications activities. Areas for further improvement focus around work-life balance, identifying career progression opportunities and performance management. Overall staff engagement remained steady in 2014, while satisfaction and commitment increased.

Figure 9: Comparison of staff engagement, satisfaction and commitment as measured through the 2014, 2013, 2012 staff survey

Figure 9: Comparison of staff engagement, satisfaction and commitment as measured through the 2014, 2013, 2012 staff survey 

Figure 9: Comparison of staff engagement, satisfaction and commitment as measured through the 2014, 2013, 2012 staff survey
Key Outcome Measure201420132012
Engagement757575
Satisfaction656362
Commitment/Loyalty656464

Workforce planning

SNAPSHOT

As at 30 June 2015, the Clean Energy Regulator had a total of 329 staff

Workforce profile

As at 30 June 2015, the Clean Energy Regulator had a total of 329 staff, comprising 309 ongoing and 20 non-ongoing positions. Appendix C provides details of the Clean Energy Regulator's workforce profile by level, gender, full-time and part-time, ongoing and non-ongoing, and diversity.

Figure 10: Workforce profile by level and gender as at 30 June 2015

Figure 10: Workforce profile by level and gender as at 30 June 2015 

Figure 10: Workforce profile by level and gender as at 30 June 2015
Level2014-15femalemale
Graduate422
APS1000
APS2000
APS3413
APS421147
APS5644222
APS6824636
EL1915536
EL2492128
SES Band 1945
SES Band 2413
Total328186142

Graduate recruitment and development

The agency's recently established online recruitment system, called eRecruit, was used to recruit four graduates in 2014–15.

The agency's Graduate Development Programme provides a range of professional and personal development opportunities to attract graduates with qualifications and experience highly relevant to the agency's work.

Job roles and career development

This year detailed work descriptions, known as job roles, have been developed for each role in the agency to capture the responsibilities, skills, knowledge, experience and qualifications required to deliver the work of the agency. This also allows the agency to identify staff expertise which can be shared during periods of increased volumes of work

to maximise overall performance. At the same time it identifies opportunities for staff through cross-skilling and career development. The detailed job roles were made accessible to all agency staff so they can identify career aspirations to support their career path development.

The agency also offers various avenues for staff movement to increase staff engagement and help build career paths through opportunities. For example, job rotations at the Manager and General Manager levels are planned for implementation from July 2015.

The Clean Energy Regulator introduced an online Register of Interest this year for staff interested in new or different job roles. This helps retain longer-term employees seeking new challenges, and enables the agency to respond to environmental changes in an agile manner.

Monthly human resources scorecards were also developed during the year. The scorecards provide several details including staff numbers, leave, diversity and attendance records. The scorecards enable the agency to identify trends by providing analysis of its workforce. This leads to a more informed management cohort and assists them in managing their teams.

Access and equity

The Clean Energy Regulator is committed to encouraging diversity in its workforce. Appendix C details the representation of equal opportunity employment target groups in the agency's workforce profile.

The Clean Energy Regulator is committed to making its online services and information accessible to as many people as possible, and is implementing the Australian Government's Web Accessibility National Transition Strategy (WANTS).

The agency has also produced fact sheets in seven different languages for agents and installers under the Renewable Energy Target.

Employment conditions

Terms and conditions for all Clean Energy Regulator staff 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

As at 30 June 2015 (excluding 11 Senior Executive Staff and the Chief Executive Officer) the Clean Energy Regulator had:

  • 280 staff engaged under the former Department of Climate Change and Energy Efficiency Enterprise Agreement 2011–14, and
  • 36 staff engaged under the former Office of the Renewable Energy Regulator Enterprise Agreement 2011–14.

The Clean Energy Regulator is currently bargaining for a new agency enterprise agreement. This revised agreement will see all staff working under one set of employment terms and conditions. During 2014–15 the agency developed its bargaining position in in accordance with the Australian Government Public Sector Bargaining Policy. The Clean Energy Regulator has consulted widely with all staff, including bargaining representatives, during the development of the draft agreement content. The agency plans to put a new enterprise agreement to vote next financial year.

Remuneration and benefits

Appendix C provides details of the salary ranges available under the enterprise agreements. Progression through the available salary points is determined by the results of annual performance assessments.

Non-salary benefits available under the enterprise agreements included:

  • individual flexibility agreements
  • health and wellbeing programmes
  • coaching and mentoring
  • support for carers who are required to travel for work-related purposes
  • learning and development opportunities
  • study assistance (study leave and financial assistance)
  • options for flexible hours and time off in lieu, and
  • flexible working conditions such as part-time employment, job sharing and working from home.

Terms and conditions for the Clean Energy Regulator's 11 Senior Executive Service officers are in individual determinations under section 24(1) of the Public Service Act 1999, made by the Clean Energy Regulator's Chief Executive Officer or by the secretary of the department that originally engaged the officer. Appendix C provides details of the salary ranges available for Senior Executive Service officers.

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

Performance pay

In 2014–15, 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 recognised by advancement consistent with conditions outlined in the relevant enterprise agreements.

Performance management

In 2014–15, the agency sustained the 'Continuing Conversations' approach for performance management. This approach emphasises the importance of individuals and their managers having ongoing conversations about performance throughout the year.

The agency is now reviewing its performance management framework, system and policies to align with the new Australian Public Service Commissioner's Amendment (Performance Management) Direction 2014.

New eCareer system

The Clean Energy Regulator is committed to harnessing automated solutions to improve the efficiency and effectiveness of its operations. An online strategic talent management system called eCareer was introduced in July 2014.

The system supports the delivery of human resource functions across the agency, including capability management, performance management and learning and development. It is facilitating process improvements including automating the performance management process and aspects of the agency's training calendar and course coordination. eCareer has also facilitated the skills census mentioned earlier. This new capability informs the agency's Register of Interest and recruitment strategies, and enables an agile workforce.

Security

There was a 25 per cent reduction in security breaches from 2013–14 to 2014–15. While some minor security breaches were discovered throughout the year, the number of reported security breaches declined during the 12 months as the agency's security culture continued to mature.

Facilities and accommodation

New equipment purchased this year substantially reduced the requirement for maintenance and the overall costs to the agency.

In addition, the agency reviewed accommodation and facilities business processes and reporting this year to improve the level of service and comfort of agency staff.

Clean Energy Regulator staff members.  

Image acknowledgment: Lindi Heap Photography. Clean Energy Regulator staff members.

Documents on this page Documents on this page

Was this page useful?

LEAVE FEEDBACK
preload-image-only preload-image-only preload-image-only preload-image-only preload-image-only preload-image-only preload-image-only preload-image-only preload-image-only