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Management of human resources


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 opportunities for growth and development to our staff and by deploying the current workforce in a way that makes best use of their skills.

Talent identification and management

Each April, we hold the Awards of Excellence to recognise the work and achievements of staff who excelled in achieving our agency’s objectives. For more details about our objectives, see Role and Functions. For more details about award winners, see Feature article: Awards of excellence for going above and beyond below.

Our Chair also presents an additional award to an individual or team that exemplifies Australian Public Service values and has made a significant contribution to the work of the agency.


Awards of Excellence for going above and beyond

The 2017 Chair’s awards were presented to Nicole Patterson and the Communications Section.

Nicole Patterson

Ms Patterson was recognised for the trust she has built across the agency, which enables us to build trust with our external stakeholders. Ms Patterson approaches her work in the Planning, Performance and Parliamentary section ethically and professionally, with enthusiasm and energy. She provides exceptional services to internal clients and navigates some of the agency’s most challenging processes expertly, helping us maintain our reputation as a trusted, relevant and expert institution that provides efficient and effective administration. Her knowledge and willingness to assist others makes Ms Patterson an exemplary and highly valued member of the agency.

Communications Section

The Communications Section supports our agency’s purpose by adding value to everyday business activities through strategic communications advice and direction, and by maintaining effective internal and external communication channels. Over the past five years the team has developed solid processes and sound channels for communication, while working daily across all areas of the agency to deliver targeted communication. From agency culture to high profile scheme developments, the Communications Section ensures staff, clients and stakeholders are engaged and informed.

The other 2017 Awards of Excellence for achieving our agency’s objectives were presented to:

Efficient and effective administrationEngaged, active and compliant clientsSecure and enduring infrastructureA trusted, relevant and expert institution
  • Cherie Ellison
  • Emissions Reduction Fund Crediting Coordination team
  • Renee Snowden-Coleman
  • Small-scale Renewable Energy Scheme Operations team
  • Anthea Murphy
  • Cross-agency Geospatial Data Analysis team
  • Jessica Feeney
  • Deregulation, Legislation and Governance team

Image acknowledgment: George Novinic, for Clean Energy Regulator. Awards of Excellence ceremony, Australian Capital Territory.

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Training and development

Training and developing our staff is important to us. Learning and development opportunities allow staff to build on their competency and capability to effectively perform their role and deliver on agency objectives.

In 2016–17 we provided financial support and study leave to 21 staff completing tertiary qualification study that is relevant to their employment at our agency and the wider Australian Public Service. We also supported two employees to undertake the Executive Masters of Public Administration through the Australia and New Zealand School of Government.

We continue to support staff participation in numerous external workshops, seminars and conferences to further their understanding of specific industries, our clients or areas of professional interest. In addition, a range of technical and business training occurred across our agency to support the rollout of new business processes and systems.

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Regulatory officer development

In 2016–17 we continued our regulatory officer development program. As at 30 June 2017, 158 staff had participated in the program. The program builds fundamental knowledge and capability for staff in regulatory officer roles, to enable them to successfully perform their duties and contribute to achieving business outcomes specifically in a regulatory context.

This year we piloted a recognition pathway to an industry-recognised qualification. We anticipate this will contribute to an improved regulatory capability within our agency.

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Workforce profile

As at 30 June 2017 our agency had 335 employees, comprising 315 ongoing and 20 non-ongoing employees.

Appendix G provides details of our workforce profile by level, gender, full-time and part-time, ongoing and non-ongoing, and diversity.

Graph 7: Workforce profile by level and gender as at 30 June 2017 (by headcount)
Graph 7: Workforce profile by level and gender as at 30 June 2017 (by headcount)
ClassificationFemaleMaleGrand total
Grand Total168167335
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Graduate recruitment and development

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 2017 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.

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Access and equity

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Workplace diversity

We are committed to supporting diversity in our workplace, and providing an environment free from discrimination, patronage and favouritism.

We support this by:

  • implementing our Indigenous Traineeship Program
  • participating in the Department of the Environment and Energy Indigenous Network
  • establishing our Women in Clean Energy Regulator Network
  • establishing the LGBTIQ and non-Anglo background staff reference groups
  • holding specific events to celebrate and engage with workplace diversity (such as Harmony Day)
  • participating in events such as the International Women’s Day luncheon
  • encouraging flexible working arrangements, including reduced hours and job-sharing
  • providing reasonable adjustment to support people with a disability
  • providing appropriate facilities, including a prayer room and parent’s room
  • providing mandatory training for bullying and harassment prevention, and
  • maintaining our network of workplace harassment contact officers.

Appendix G details the representation of equal opportunity employment target groups in our workforce profile.

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Access to information

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:

  • System/platform–our business and technical owners of current web-based applications are required to assess accessibility compliance, and define ways to support people whose specific accessibility needs are not met. They are also required to consider accessibility in future development work.
  • Content–all new or revised content published in existing agency systems will be accessible, where possible, and within the limitations of the given web-based system/platform.
  • Documents–all new or revised documents will be provided in multiple formats, where possible, with enhanced accessibility.
  • Media–we make transcripts available for new or revised multimedia presentations where possible. This includes videos, sound recordings or other multimedia presentations.
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Employment conditions

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.

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Enterprise Agreement

Our employees are covered by the Clean Energy Regulator Enterprise Agreement 2016–19, which commenced on 13 January 2016, with a nominal expiry date of 5 January 2019.

This is the first single Enterprise Agreement to cover our employees, replacing our two previous legacy agreements from the former Department of Climate Change and Energy Efficiency and the former Office of the Renewable Energy Regulator.

This agreement covers all employees except those on individual flexibility arrangements, our Senior Executive Service (SES) and Chair.

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Individual determinations under the Public Service Act

At 30 June 2017, terms and conditions for our 11 Senior Executive Service (SES) officers were outlined in individual determinations under section 24(1) of the Public Service Act 1999, made by the Chair.

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Individual flexibility arrangements

At 30 June 2017, 11 non-SES employees were covered under individual flexibility arrangements.

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Appointment of Chair

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

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Remuneration and benefits

The details of our remuneration and process for salary advancement are in our Enterprise Agreement.

Appendix G 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:

  • individual flexibility agreements
  • health and wellbeing programs
  • coaching and mentoring
  • learning and development opportunities
  • studies 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.
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Performance pay

In 2016–17 no agency employee was awarded performance pay.

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Performance management

In 2016–17 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 2016–19. This agreement aligns the performance management cycle with the financial year and eligible employees receive salary advancement on 1 July each year.

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Work health and safety

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.

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As part of our commitment to providing a safe working environment, we delivered the following initiatives in 2016–17:

  • a network of qualified first aid officers and three fully equipped first aid rooms for employees
  • a network of trained mental health first aid officers
  • a network of trained workplace harassment contact officers
  • trained rehabilitation case managers available to assist staff
  • early intervention initiatives
  • an Employee Assistance Program (EAP) to provide confidential counselling to employees and their immediate family members, and
  • wellbeing program for staff including:
    • performance management training to support managers and employees for their end-of-cycle performance discussions
    • posture and flexibility classes, and
    • voluntary influenza vaccinations.
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There was a six per cent reduction in detected security breaches during 2016–17. We recorded a total of 29 security breaches, all of which were minor. This follows a 38 per cent reduction in breaches during 2015–16, and a 25 per cent reduction in 2014–15. This continued reduction reflects ongoing efforts to increase awareness and compliance across our agency. We maintained compliance with the mandatory requirements of the Protective Security Policy Framework and will be reporting full compliance for 2016–17.

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Facilities and accommodation

In 2016–17 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 maintained a 6-star energy rating for our office

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.

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Asset management

Our agency’s asset management framework encompasses several elements to ensure we strategically invest in and maintain assets necessary for effective delivery of our outcome. The framework includes:

  • internal governance through the internal budget process and Project Portfolio Board, to ensure investment decisions regarding assets are subject to sound investment principles and can deliver benefits to our agency
  • asset management policies that articulate sound asset management principles and responsibilities, and
  • annual reviews of the asset register including stocktakes and impairment testing.

We manage current and non-current assets in accordance with the Chief Executive’s Instructions and relevant accounting standards. During 2016–17 we undertook the following asset related activities:

  • a full stocktake of our asset base and we engaged an independent expert to conduct a valuation of our agency’s assets (excluding intangibles) in accordance with the requirements of Australian Accounting Standards Board (AASB) 13 Fair Value Measurement, and
  • asset impairment testing and review of useful life (‘re-life’ assessment) of our assets, including information and communications technology (ICT) and non-ICT property, plant and equipment, intangibles and software assets under construction, as required by the following Australian Accounting Standards:
    • AASB 116 Property, Plant and Equipment
    • AASB 136 Impairment of Assets, and
    • AASB 138 Intangible Assets .

The results are reported in the financial statements. For more details, see Section 6: Finances.

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