PM&C has a strong commitment to individual and organisational excellence. We work closely with communities and stakeholders and across all areas of government to provide rigorous and collaborative policy development, implementation and program delivery.

Staff are supported to continue to build a diverse, collaborative, technologically savvy and agile workforce. Our diversity and inclusion agenda is unlocking the full potential of our people. At the same time, our flexible, activity-based work arrangements and widespread adoption of a live briefing system are supporting new ways of working.

Employment performance

At 30 June 2019, PM&C had 2,178 employees, including inactive staff ⁸. This is a small decrease from 2,188 employees at 30 June 2018.

PM&C has a diverse and inclusive workforce. Two-thirds of our workforce are women (67 per cent), 61 per cent of staff are under 45 years old and 14 per cent identify as Aboriginal and/or Torres Strait Islander.

PM&C has staff working across Australia, with 24 per cent of staff located outside Canberra in other capital cities and regional and remote areas. Further information is provided in the tables below.

⁸ An employee is ‘inactive’ where they are on long-term (paid or unpaid) leave or on temporary transfer to another agency for a period of 12 weeks or more.

Table 3.2: All Ongoing Employees Current Report Period (2018–19)

	Male			Female			Indeterminate			Total
	Full- time	Part- time	Total Male	Full- time	Part- time	Total Female	Full- time	Part- time	Total Indeterminate
NSW	31	–	31	41	10	51	–	–	–	82
Qld	28	1	29	50	7	57	–	–	–	86
SA	14	–	14	26	9	35	–	–	–	49
Tas	3	–	3	2	1	3	–	–	–	6
Vic	6	–	6	17	2	19	–	–	–	25
WA	22	1	23	48	8	56	–	–	–	79
ACT	483	25	508	839	218	1,057	–	–	–	1,565
NT	57	1	58	96	13	109	–	–	–	167
Overseas	–	–	–	–	–	–	–	–	–	–
Total	644	28	672	1,119	268	1,387	–	–	–	2,059

Table 3.3: All Non-ongoing Employees Current Report Period (2018–19)

	Male			Female			Indeterminate			Total
	Full- time	Part- time	Total Male	Full- time	Part- time	Total Female	Full- time	Part- time	Total Indeterminate
NSW	–	–	–	3	–	3	–	–	–	3
Qld	3	–	3	3	–	3	–	–	–	6
SA	1	–	1	4	–	4	–	–	–	5
Tas	1	–	1	–	–	–	–	–	–	1
Vic	1	–	1	1	–	1	–	–	–	2
WA	2	–	2	6	1	7	–	–	–	9
ACT	33	4	37	36	12	48	–	–	–	85
NT	1	–	1	7	–	7	–	–	–	8
Overseas	–	–	–	–	–	–	–	–	–	–
Total	42	4	46	60	13	73	–	–	–	119

Table 3.4: All Ongoing Employees Previous Report Period (2017–18)

	Male			Female			Indeterminate			Total
	Full- time	Part- time	Total Male	Full- time	Part- time	Total Female	Full- time	Part- time	Total Indeterminate
NSW	39	1	40	44	11	55	–	–	–	95
Qld	33	2	35	58	5	63	–	–	–	98
SA	12	–	12	30	8	38	–	–	–	50
Tas	2	–	2	3	1	4	–	–	–	6
Vic	9	–	9	13	4	17	–	–	–	26
WA	24	1	25	46	11	57	–	–	–	82
ACT	477	23	500	810	218	1,028	–	–	–	1,528
NT	64	4	68	115	20	135	–	–	–	203
Overseas	–	–	–	–	–	–	–	–	–	–
Total	660	31	691	1,119	278	1,397	–	–	–	2,088

Table 3.5: All Non-ongoing Employees Previous Report Period (2017–18)

	Male			Female			Indeterminate			Total
	Full- time	Part- time	Total Male	Full- time	Part- time	Total Female	Full- time	Part- time	Total Indeterminate
NSW	–	1	1	2	1	3	–	–	–	4
Qld	2	–	2	2	–	2	–	–	–	4
SA	–	–	–	1	1	2	–	–	–	2
Tas	–	–	–	–	–	–	–	–	–	–
Vic	1	–	1	–	–	–	–	–	–	1
WA	–	–	–	4	1	5	–	–	–	5
ACT	23	6	29	30	11	41	–	–	–	70
NT	5	–	5	8	1	9	–	–	–	14
Overseas	–	–	–	–	–	–	–	–	–	–
Total	31	7	38	47	15	62	–	–	–	100

Table 3-6: Australian Public Service Act Ongoing Employees Current Report Period (2018–19)

	Male			Female			Indeterminate			Total
	Full- time	Part- time	Total Male	Full- time	Part- time	Total Female	Full- time	Part- time	Total Indeterminate
SES 3	8	–	8	3	–	3	–	–	–	11
SES 2	12	1	13	14	–	14	–	–	–	27
SES 1	35	1	36	36	10	46	–	–	–	82
EL 2	102	3	105	146	20	166	–	–	–	271
EL 1	214	18	232	332	110	442	–	–	–	674
APS 6	163	4	167	287	74	361	–	–	–	528
APS 5	54	–	54	149	29	178	–	–	–	232
APS 4	40	–	40	115	24	139	–	–	–	179
APS 3	15	–	15	34	1	35	–	–	–	50
APS 2	–	–	–	2	–	2	–	–	–	2
APS 1	–	1	1	1	–	1	–	–	–	2
Other	1	–	1	–	–	–	–	–	–	1
Total	644	28	672	1,119	268	1,387	–	–	–	2,059

Table 3.7: Australian Public Service Act Non-ongoing Employees Current Report Period (2018–19)

	Male			Female			Indeterminate			Total
	Full- time	Part- time	Total Male	Full- time	Part- time	Total Female	Full- time	Part- time	Total Indeterminate
SES 3	–	–	–	1	–	1	–	–	–	1
SES 2	1	–	1	1	–	1	–	–	–	2
SES 1	–	–	–	2	1	3	–	–	–	3
EL 2	3	–	3	5	2	7	–	–	–	10
EL 1	7	–	7	8	3	11	–	–	–	18
APS 6	11	1	12	18	3	21	–	–	–	33
APS 5	8	1	9	9	2	11	–	–	–	20
APS 4	11	–	11	15	2	17	–	–	–	28
APS 3	1	–	1	–	–	–	–	–	–	1
APS 2	–	2	2	1	–	1	–	–	–	3
APS 1	–	–	–	–	–	–	–	–	–	–
Other	–	–	–	–	–	–	–	–	–	–
Total	42	4	46	60	13	73	–	–	–	119

Table 3.8: Australian Public Service Act Ongoing Employees Previous Report Period (2017–18)

	Male			Female			Indeterminate			Total
	Full- time	Part- time	Total Male	Full- time	Part- time	Total Female	Full- time	Part- time	Total Indeterminate
SES 3	6	–	6	2	–	2	–	–	–	8
SES 2	5	1	6	16	–	16	–	–	–	22
SES 1	38	1	39	34	8	42	–	–	–	81
EL 2	110	5	115	148	29	177	–	–	–	292
EL 1	212	17	229	326	107	433	–	–	–	662
APS 6	151	4	155	294	69	363	–	–	–	518
APS 5	64	–	64	136	36	172	–	–	–	236
APS 4	50	2	52	122	25	147	–	–	–	199
APS 3	18	–	18	36	3	39	–	–	–	57
APS 2	5	–	5	4	1	5	–	–	–	10
APS 1	–	1	1	1	–	1	–	–	–	2
Other	1	–	1	–	–	–	–	–	–	1
Total	660	31	691	1,119	278	1,397	–	–	–	2,088

Table 3.9: Australian Public Service Act Non-ongoing Employees Previous Report Period (2017–18)

	Male			Female			Indeterminate			Total
	Full- time	Part- time	Total Male	Full- time	Part- time	Total Female	Full- time	Part- time	Total Indeterminate
SES 3	1	–	1	–	–	–	–	–	–	1
SES 2	1	–	1	–	–	–	–	–	–	1
SES 1	1	1	2	1	–	1	–	–	–	3
EL 2	–	–	–	1	2	3	–	–	–	3
EL 1	4	1	5	6	3	9	–	–	–	14
APS 6	10	–	10	12	2	14	–	–	–	24
APS 5	7	–	7	6	3	9	–	–	–	16
APS 4	7	1	8	17	4	21	–	–	–	29
APS 3	–	1	1	3	1	4	–	–	–	5
APS 2	–	3	3	1	–	1	–	–	–	4
APS 1	–	–	–	–	–	–	–	–	–	–
Other	–	–	–	–	–	–	–	–	–	–
Total	31	7	38	47	15	62	–	–	–	100

Table 3.10: Australian Public Service Act Employees by Full-time and Part-time Status Current Report Period (2018–19)

	Ongoing			Non-ongoing			Total
	Full-time	Part-time	Total Ongoing	Full-time	Part-time	Total Non-ongoing
SES 3	11	–	11	1	–	1	12
SES 2	26	1	27	2	–	2	29
SES 1	71	11	82	2	1	3	85
EL 2	248	23	271	8	2	10	281
EL 1	546	128	674	15	3	18	692
APS 6	450	78	528	29	4	33	561
APS 5	203	29	232	17	3	20	252
APS 4	155	24	179	26	2	28	207
APS 3	49	1	50	1	–	1	51
APS 2	2	–	2	1	2	3	5
APS 1	1	1	2	–	–	–	2
Other	1	–	1	–	–	–	1
Total	1,763	296	2,059	102	17	119	2,178

Table 3.11: Australian Public Service Act Employees by Full-time and Part-time Status Previous Report Period (2017–18)

	Ongoing			Non-ongoing			Total
	Full-time	Part-time	Total Ongoing	Full-time	Part-time	Total Non-ongoing
SES 3	8	–	8	1	–	1	9
SES 2	21	1	22	1	–	1	23
SES 1	72	9	81	2	1	3	84
EL 2	258	34	292	1	2	3	295
EL 1	538	124	662	10	4	14	676
APS 6	445	73	518	22	2	24	542
APS 5	200	36	236	13	3	16	252
APS 4	172	27	199	24	5	29	228
APS 3	54	3	57	3	2	5	62
APS 2	9	1	10	1	3	4	14
APS 1	1	1	2	–	–	–	2
Other	1	–	1	–	–	–	1
Total	1,779	309	2,088	78	22	100	2,188

Table 3.12: Australian Public Service Act Employment Type by Location Current Report Period (2018–19)

	Ongoing	Non-ongoing	Total
NSW	82	3	85
Qld	86	6	92
SA	49	5	54
Tas	6	1	7
Vic	25	2	27
WA	79	9	88
ACT	1,565	85	1,650
NT	167	8	175
Overseas	–	–	–
Total	2,059	119	2,178

Table 3.13: Australian Public Service Act Employment Type by Location Previous Report Period (2017–18)

	Ongoing	Non-ongoing	Total
NSW	95	4	99
Qld	98	4	102
SA	50	2	52
Tas	6	–	6
Vic	26	1	27
WA	82	5	87
ACT	1,528	70	1,598
NT	203	14	217
Overseas	–	–	–
Total	2,088	100	2,188

Table 3.14: Australian Public Service Act Indigenous Employment Current Report Period (2018–19)

	Total
Ongoing	292
Non-ongoing	15
Total	307

Table 3.15: Australian Public Service Act Indigenous Employment Previous Report Period (2017–18)

	Total
Ongoing	318
Non-ongoing	17
Total	335

Name	Position	Period as Accountable Authority
Dr Martin Parkinson	Secretary	01/07/2018 to 30/06/2019

Inclusion and diversity

PM&C has a holistic Inclusion and Diversity Strategy that aims to foster a culture reflective of the diversity of the Australian community. PM&C’s commitment to inclusion and diversity reflects the importance we place on our people and on creating a workplace culture in which every staff member is valued and respected for their contribution.

PM&C’s Inclusion and Diversity Strategy is designed to:

• communicate the rationale for becoming a more inclusive and diverse workplace
• set clear expectations of leadership behaviours to promote inclusion and diversity
• establish clear actions to be taken over the next two years to build on our progress.

The strategy is monitored by the PM&C Inclusion and Diversity Committee. Chaired by the Secretary, the Committee promotes inclusion and diversity initiatives within PM&C. It includes members from the Executive Board, Diversity Champions, executive-level representatives from diverse backgrounds and two external representatives.

Within PM&C, diversity and inclusion initiatives are led by a Deputy Secretary Diversity Champion, supported by six SES champions and staff networks, for the following diversity groups:

• Gender—Women’s Network
• Indigenous—Aboriginal and Torres Strait Islander Employee Network
• Disability—Disability Employee Network
• Lesbian, Gay, Bisexual, Transgender, Intersex and Queer—LGBTIQ+ Network
• Culturally and Linguistically Diverse—CALD Network
• Reconciliation Action Plan—Reconciliation Action Plan Working Group.

The champions and staff networks support and celebrate difference and foster ideas for valuing diversity and optimising inclusion.

Secretaries Equality and Diversity Council

PM&C convenes the Secretaries Equality and Diversity Council, a quarterly meeting of all Australian Public Service (APS) departmental secretaries and two external members. Their aim is to create a more diverse and inclusive APS. The Secretaries Equality and Diversity Council has led work on:

• APS-wide equality and diversity strategies, including the Gender Equality Strategy, the Commonwealth Aboriginal and Torres Strait Islander Employment Strategy and the Disability Employment Strategy
• APS workplace responses to domestic and family violence
• removing barriers to employment and progression for people with disability, people from CALD backgrounds, people who identify as part of the LGBTI community, and Aboriginal and Torres Strait Islander peoples
• transformative cultural change, through a project focused on understanding the drivers and strategies for promoting inclusive work practices across the APS.

CASE STUDY: Supporting PM&C’s LGBTIQ+ workforce

In 2019, at the annual Australian LGBTI Inclusion Awards, PM&C was recognised for its work and achievements in LGBTIQ+ inclusion. The Department was recognised as a Gold Employer for LGBTI inclusion and also received the Achievement Award for Most Improved Employer after achieving a 344 per cent increase in our Australian Workplace Equality Index (AWEI) score from the previous years.

The AWEI is an evidence-based benchmarking instrument that is used to assess workplaces on their LGBTIQ+ inclusion initiatives.

In 2018, the Department received an AWEI score of 39 (out of 200) for LGBTIQ+ inclusion. This result drove PM&C to undertake a substantial body of work at all levels to improve the inclusivity of LGBTIQ+ staff at PM&C.

PM&C’s People Branch and LGBTIQ+ Employee Network collaborated to develop and launch the Gender Affirmation and Transitioning Policy, which provides guidance for managers and colleagues and for staff members undergoing the process to affirm their gender.

The LGBTIQ Employee Network coordinated a joint submission to the Independent Review of the APS from LGBTIQ+ networks across the APS and other PM&C employee networks to ensure the LGBTIQ+ voice is represented in policy advice on how the APS will operate in the future.

The network also worked with the Australian Public Service Commission to revise the APS Census for an improved LGBTIQ+ perspective throughout. In 2019, for the first time, the APS Census includes questions on being ‘out at work’. This is an important metric to measure inclusion and wellbeing of staff in the APS.

This was followed up with strong messaging from leaders across PM&C to embed the understanding that all employees are respected and valued for their capabilities and experience, regardless of sexual orientation or gender identity.

PM&C’s 2019 AWEI score of 173 (out of 200), Gold Employer status and Achievement Award for Most Improved Employer place us in the higher ranks of inclusive employers in Australia. These results position PM&C as a workplace of inclusion and respect in the public eye. They show the success of our collective approach to improving inclusion and diversity—one where the process was owned and driven by staff at all levels. The result was the product of a clear commitment from senior leaders to champion LGBTIQ+ inclusion at PM&C, a proactive and vibrant LGBTIQ+ Employee Network, and dedicated enabling support from corporate services.

Aboriginal and Torres Strait Islander peoples

Reconciliation

On 4 March 2019, PM&C launched its ‘Stretch’ Reconciliation Action Plan (RAP) 2018–2020. The RAP outlines the next steps for PM&C to continue embedding reconciliation as part of the fabric of our organisation and to lead the APS through our central role with responsibility for the Australian Government’s Indigenous affairs functions.

PM&C commemorated National Reconciliation Week 2019 with a number of events across the country. In keeping with the theme of ‘Grounded in Truth: Walk Together With Courage’, PM&C hosted a discussion among senior Indigenous and non-Indigenous leaders within PM&C and its portfolio bodies, reflecting on this year’s theme: ‘Family History and Truth Telling’. Almost 100 staff in Canberra participated in the annual Sorry Day Bridge Walk. We also showcased Aboriginal and Torres Strait Islander special guest speakers such as Gail Mabo, Leanne Caton and Michael Long. These events saw staff come together to explore how each of us can contribute to achieving reconciliation in Australia and reflect on the contributions of Aboriginal and Torres Strait Islander peoples and cultures to our shared history.

Indigenous talent attraction and development

During 2018–19, PM&C maintained the commitment to retaining and growing our Aboriginal and Torres Strait Islander workforce. There has been a continued focus on fostering PM&C’s Indigenous leadership pipeline through the delivery of the PM&C Graduate Program, and participation in the Sir Roland Wilson Pat Turner Scholarship and Atlantic Fellows for Social Equity Program. The Indigenous Leadership Program is in development, which will support the recruitment and career progression of Indigenous APS6/EL1 staff. This program is expected to launch in early 2020.

National Aborigines and Islanders Day Observance Committee (NAIDOC)

PM&C acknowledges the history, culture and achievements of Aboriginal and Torres Strait Islander peoples. As part of this, our NAIDOC Week 2018 events celebrated Aboriginal and Torres Strait Islander peoples and communities. NAIDOC Week 2018 internal events included panel discussions on business and entrepreneurship and the importance of the leadership of Aboriginal and Torres Strait Islander women; and a block party hosted by the Aboriginal and Torres Strait Islander Employee Network. PM&C also hosted NAIDOC Week Awards, at which we recognised five PM&C employees and two PM&C teams who demonstrated outstanding performance in the provision of policies, programs and services that impact positively on Aboriginal and Torres Strait Islander peoples and communities.

Celebrating International Women’s Day

To celebrate International Women’s Day, PM&C’s Women’s Network hosted Magistrate Louise Taylor, the eighth permanent Magistrate of the ACT Magistrates Court and the ACT’s first Aboriginal judicial officer. The fourth and final event of PM&C’s Coaching and Performance Speaker Series shone a spotlight on Australian and APS women under the theme ‘More Powerful Together’.

Secretary Martin Parkinson joined Frances Adamson, Secretary of the Department of Foreign Affairs and Trade, and UN Women Samoa’s Mele Maualaivao on an International Women’s Day panel hosted by the UN Women National Committee Australia.

Flexible work

To further embed and support the transformation journey towards an inclusive and diverse workplace, PM&C supports a number of policies and programs to support flexible work:

• PM&C’s Staying in Touch Policy gives staff who are on long-term leave the opportunity to remain in touch with us
• All roles are supported by an ‘If Not, Why Not’ flexible work strategy, which enables all employees to access mutually beneficial flexible working arrangements
• We have implemented the Working Your Way policy, which seeks to stimulate innovation, collaboration and thought via more flexible, activity-based work environments.

Workplace response to domestic and family violence policy

In 2018–19, PM&C continued to support the Australian Government’s National Plan to Reduce Violence against Women and their Children 2010–2022 by providing workplace responses to staff affected by domestic and family violence.

PM&C is committed to addressing domestic and family violence as a workplace issue. The first departmental Domestic and Family Violence Policy was launched in 2016. In 2019, PM&C is reviewing the current policy based on feedback from staff, emerging research and developments in best-practice approaches, and supporting this with the delivery of face-to-face domestic and family violence training.

Recruitment

PM&C is committed to recruiting staff through a range of entry pathways. In 2018–19 we ran seven specialist recruitment programs:

• the PM&C Graduate Program
• the Indigenous Australian Government Development Program
• the Indigenous Apprenticeship Program
• the Australian Indigenous Graduate Pathway
• the NextStep Traineeship Program
• the GradAccess Graduate Program
• the Australian Government ICT Graduate Program.

Employment arrangements

The terms and conditions of employment for non-SES employees are covered by the PM&C Enterprise Agreement 2017–2020. Individual flexibility arrangements are also made with non- SES employees where this meets the genuine needs of PM&C and the employee. The terms and conditions of employment for substantive SES employees are provided by individual section 24(1) determinations made under the Public Service Act 1999. A number of section 24(1) determinations for non-SES employees are also in force. Data on employment arrangements for all departmental staff is provided at Table 3.17.

Table 3.17: Australian Public Service Act Employment Arrangements Current Report Period (2018–19)*

	SES	Non-SES	Total
Enterprise Agreement	–	1,976	1,976
Section 24(1) determination	126	20	146
Individual flexibility arrangement	–	55	55
Total1	126	2,051	2,177

1 These figures include both ongoing and non-ongoing employees but do not include the Secretary.

PM&C currently maintains multiple pay scales as a consequence of the 2013 machinery of government changes. Minimum and maximum salary rates by classification across these pay scales as at 30 June 2019 are listed in Table 3.18. PM&C is transitioning to a single salary structure and pay scale by 1 August 2020. Performance pay was not paid to any PM&C employee in 2018–19.

Table 3.18: Australian Public Service Act Employment Salary Ranges by Classification Level (Minimum/Maximum) Current Report Period (2018–19)*

	Minimum salary	Maximum salary
SES 3	$352,084	$397,857
SES 2	$263,971	$292,721
SES 1	$199,824	$232,806
EL 2	$118,384	$148,907
EL 1	$99,619	$122,513
APS 6	$78,652	$94,000
APS 5	$71,354	$80,851
APS 4	$64,057	$73,253
APS 3	$57,151	$65,586
APS 2	$50,179	$60,084
APS 1	$44,339	$52,490
Other	–	–
Total	$44,339	$397,857

* Secretary excluded—the Secretary’s remuneration is determined by the Remuneration Tribunal.

Executive remuneration

Remuneration for Senior Executive Service (SES) employees is governed by the Australian Public Service Commission’s Executive Remuneration Management Policy and PM&C’s SES Performance Framework. The Framework integrates PM&C’s leadership qualities and Transformation Agenda, performance behaviours and expectations, recognition of and investment in developing ‘high- potential’ senior leaders, and a clear and transparent approach to remuneration.

PM&C’s SES pay point structure provides accountability and transparency around SES remuneration. Movement within the pay points is not automatic and reflects sustained and/or exceptional performance. Pay point movements are determined annually by the Executive Board for SES Band 1s and SES Band 2s, and by the Secretary for SES Band 3s. In 2018, PM&C changed its practice of providing SES employees with a fortnightly Executive Vehicle Allowance (EVA).

EVA is now rolled into base salary, meaning the allowances now paid to the SES are minimal and specific to individual circumstances. PM&C does not pay performance bonuses.

Remuneration for the Secretary and statutory office holders is determined by the Remuneration Tribunal. Remuneration for other highly paid staff within PM&C is governed by Part 6 of the Commonwealth entities Executive Remuneration Reporting Guide for Annual Reports.

Executive remuneration is reported below in compliance with the recently amended Public Governance, Performance and Accountability Amendment (Reporting Executive Remuneration) Rules 2018 (PGPA Rule). The remuneration disclosed in these tables is determined on an accrual basis in line with financial statements and differs from actual remuneration, which is prepared on a cash basis. Because of this, the Secretary’s remuneration here differs from that amount disclosed under the Remuneration Tribunal Determination.

During the reporting period to 30 June 2019, PM&C had 16 executives who met the definition of key management personnel (KMP). Their names, length of term as KMP and remuneration details are in Tables 3.19 and 3.21. In addition, aggregated remuneration information for 172 senior executives and one other highly paid staff member is shown in Tables 3.22 and 3.23. Where possible, the remuneration of secondees into PM&C in Senior Executive roles is captured in the tables.

Table 3.19: Key management personnel (KMP) details for the reporting period

Name	Position	Term as KMP
ANDERSON, Ian	Deputy Secretary	Full year
BAXTER, Roslyn	A/g Deputy Secretary	13 weeks (cumulative period of acting)
DUGGAN, Simon	Deputy Secretary	32 weeks (cumulative period of acting and promotion 17 January 2019)
FOSTER,Stephanie	Deputy Secretary	Full year
GRIGGS, Raymond	Associate Secretary	Commenced 2 October 2018
GRUEN, David	Deputy Secretary	Full year
HATFIELD DODDS, Lin	Deputy Secretary	31 weeks (on secondment from 4 February 2019)
LARKINS, Alison	Deputy Secretary	Commenced 8 April 2019
MCKINNON, Allan	Deputy Secretary	15 weeks (on temporary transfer from 14 October 2018)
MILLAR, Caroline	Deputy Secretary	Commenced 26 September 2018
PARKINSON, Martin	Secretary	Full year
STERLAND, Barry	Deputy Secretary	22 weeks (on secondment from 3 December 2018)
TONGUE, Andrew	Deputy Secretary	Full year (long-term leave from 3 September 2018)
TRESSLER, Charlotte	Chief Financial Officer / Chief Operating Officer	Separated 31 May 2019
WILLIAMSON, David	Deputy Secretary	Full year
WOOD, Paul	Chief Financial Officer / Chief Operating Officer	Commenced 20 May 2019

Table 3.20: Key management personnel (KMP) summary remuneration for the reporting period ($)

Base salary	4,170,242
Bonuses	–
Other benefits and allowances	14,148
Total short-term benefits	4,184,390
Superannuation contribution	615,566
Total post-employment benefits	615,566
Long service leave	210,676
Total other long-term benefits	210,676
Termination benefits	–
Total remuneration	5,010,632

	Short-term benefits			Post-employment benefits	Other long-term benefits		Termination benefits	Total remuneration
Name	Base salary	Bonuses	Other benefits and allowances	Superannuation contribution	Long Service leave	Other long term benefits
ANDERSON, Ian	341,644		936	49,634	5,884			398,098
BAXTER, Roslyn	81,626		234	12,283				94,143
DUGGAN, Simon	206,349		529	32,690	12,458			252,027
FOSTER, Stephanie	484,194		936	62,953	45,530			593,613
GRIGGS, Raymond	300,888		1,371	47,041	7,844			357,145
GRUEN, David	382,175		936	66,352	26,580			476,043
HATFIELD DODDS, Lin	182,712		540	33,094	4,348			220,693
LARKINS, Alison	89,280			12,845	783			102,908
MCKINNON, Allan	86,827		245	14,120	2,263			103,454
MILLAR, Caroline	261,063		706	43,351	6,907			312,027
PARKINSON, Martin	747,433		5,228	33,283	16,966			802,910
STERLAND, Barry	144,803		396	26,535	11,873			183,607
TONGUE, Andrew	181,225		936	69,543	35,870			287,573
TRESSLER, Charlotte	251,988		871	36,233	4,932			294,024
WILLIAMSON, David	394,553		284	71,132	28,162			494,131
WOOD, Paul	33,484			4,476	276			38,236
Total	4,170,242		14,148	615,566	210,676			5,010,632

Note: Due to rounding, totals may differ to the sum of individual items

		Short-term benefits		Post-employment benefits	Other long-term benefits		Termination benefits	Total remuneration
Band	Number of senior executives	Average base salary	Average other benefits and allowances	Average superannuation contribution	Average long service leave	Average other long term benefits	Average termination benefits	Average total remuneration
$0 – $220,000	92	90,769	1,143	13,587	3,727		2,110	111,336
$220,000 – $245,000	17	193,616	1,682	30,212	9,252			234,762
$245,000 – $270,000	26	204,971	1,335	31,937	17,898			256,140
$270,000 – $295,000	15	216,345	4,273	36,822	23,398			280,837
$295,000 – $320,000	10	231,659	3,383	41,510	27,813			304,366
$320,000 – $345,000	8	259,028	2,755	42,035	26,724			330,542
$345,000 – $370,000	4	277,680	2,973	48,123	30,380			359,156
Total	172	149,513	1,746	23,780	11,220		1,129	187,388

Table 3.23: Other highly paid staff remuneration for the reporting period ($)

		Short-term benefits		Post-employment benefits	Other long-term benefits		Termination benefits	Total remuneration
Band	Number of other highly paid staff	Average base salary	Average other benefits and allowances	Average superannuation contribution	Average long service leave	Average other long term benefits	Average termination benefits	Average total remuneration
$220,000 – $245,000	1	180,919		35,426	4,546			220,891
Total	1	180,919		35,426	4,546		–	220,891

Performance pay and other benefits

Employees may access a range of salary sacrifice benefits, including additional superannuation and leased motor vehicles.

PM&C did not offer performance pay to staff in 2018–19.

Performance Management Framework

This year PM&C increased its focus on initiatives to support the performance management framework. Key initiatives included targeted training and strengthened resources and practical information, along with the provision of specific coaching, advice and support for managers to empower timely resolution of performance concerns.

PM&C is also developing a comprehensive toolkit on performance management for managers. The new toolkit will promote a positive performance culture, further support early intervention and provide guidance to managers to assist them to positively apply PM&C’s framework. It will provide managers with a series of practical guides, templates and checklists. The toolkit was released during July 2019.

Learning and development

In 2018–19, PM&C delivered an expanded learning and development program to drive transformation for PM&C and to equip our staff with the skills they need for the future. This program has included face-to-face learning sessions and guest speakers across a range of subjects such as wellbeing, economics, writing, performance, communication, leadership, policy and digital literacy. Employees can also access learning on demand through Learnhub, Lynda.com, studies assistance and coaching services.

PM&C is committed to building practical management expertise. The delivery of the Practical Management Workshop Series commenced with short, sharp sessions for middle managers on coaching for high performance, facilitating challenging conversations, managing workload and practising inclusive leadership.

To recognise leadership potential, employees have the opportunity to apply for unique development programs, study awards and scholarships. In 2018–19 we took a considered approach to aligning these opportunities to organisational priorities and potential to positively represent our organisation. We are proud to support our employees in the JAWUN APS Secondment Program, Atlantic Fellows for Social Equity Program, the Sir Roland Wilson PhD Scholarship and the Pat Turner Scholarship.