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 Management and accountability

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Our people

Having highly effective staff is central to achieving the department's objectives. Our ongoing success depends on attracting and retaining employees who are skilled, outward-looking, engage effectively with risk and respond well to shifting priorities. As our external environment evolves and the needs of the department change, our employee capabilities are reviewed to keep pace with what we need to achieve.

Staff profile

As at 30 June 2018, the department had 1463 employees engaged in ongoing functions. Information is provided in Table 12.

Table 12: Staffing trends at 30 June 2017 and 2018
Ongoing 1,723 1,282
Non ongoing 337 126
Irregular/intermittent/casual 68 55
Average age (years) 38 39
Average length of AGD service (years) 3.9 5.4
Proportion female (%) 67.2 67.5
Proportion male (%) 32.8 32.5
Proportion part time (%) 16.7 18.6
Proportion Indigenous (%) 1.6 1.7
Proportion with a disability (%) 1.1 1.6
Proportion from a non-English-speaking background (%) 4.5 4.1
SES 184 162
EL1 and 2 equivalent 731 497
APS 1–6 equivalent 1,213 804
Total excluding casuals 2,060 1,408
Note: Classifications are based on substantive positions.

Staff turnover and retention

During 2017–18, the department's ongoing staff separation rate was seven per cent. The rate includes all separations for ongoing employees and consists of terminations, redundancies, resignations and retirements. It does not include movement of ongoing employees to other agencies or machinery-of-government transfers.

Table 13 provides the full-time equivalent figures for substantive classifications (with the exception of casuals) for 2017 and 2018. Figure 2 shows staff totals by gender and location as at 30 June 2018 and 2017 (in brackets).

Table 13: Staffing by classification as at 30 June 2017 and 2018
Substantive Classification Females Males 2017
Females Males 2018
Cadet 2.0 0.0 2.0 0 0 0
APS 1-2 5.0 6.2 11.2 5.2 3.9 9.1
APS 3 31.8 17.6 49.4 32.2 14.8 47
Graduate 32.0 16.0 48.0 18 7 25
APS 4 175.4 58.0 233.4 128.7 41.8 170.5
APS 5-6 534.5 227.6 762.1 344.3 128.9 473.2
Executive Level 1 279.3 148.7 428.0 171.7 107.7 279.4
Executive Level 2 160.6 94.5 255.1 114.4 65.8 180.2
SES1 72.2 63.3 135.5 67 53.6 120.6
SES2 7.0 23.9 30.9 4 20.9 24.9
SES3 3.0 4.0 7.0 1 4 5
Total 1,302.9 660.6 1,963.5 886.5 448.4 1,334.9
Notes: Figures include all APS full-time equivalent employees with the exception of casuals.

Figure 3: Staff totals by gender and location as at 30 June 2018 (2017)

Map of Australia showing state and territory boundaries. Each state and territory has staff total numbers relating to gender for 2018 and then 2017 in brackets. Total staff 1,463 (1,965). WA females 27 (22), males 10 (9). NT females 7 (16), males 0 (4). QLD females 38 (31), males 18 (19). NSW females 78 (209), males 41 (87). ACT females 714 (923), males 347 (508). Vic females 101 (82), males 47 (23). SA females 20 (16), males (6). Tas females 2 (2), males 1 (1). Overseas 5 (7).

Staff remuneration

Salary ranges related to employment classification, consistent with the relevant enterprise agreement, are provided in Table 14.

Table 14: Salary ranges as at 30 June 2018
Classification Salary range under Schedule 1 of the Attorney-General's Department Enterprise Agreement 2016 (employees other than AGS employees) Salary under Schedule 2 of the Attorney-General's Department Enterprise Agreement 2016
(AGS employees)
Salary ranges under Section 24(1) determinations
SES Band 3 n/a n/a $262,338 - $366,108
SES Band 2 n/a n/a $194,487 - $310,927
SES Band 1 n/a n/a $147,806 - $268,234
Executive Level 2 $121,638 - $195,906 $117,096 - $199,614 n/a
Executive Level 1 $99,970 - $137,000 $92,415 - $141,986 n/a
APS Level 6 $82,506 - $118,179 $74,774 - $126,072 n/a
APS Level 5 $72,551 - $84,262 $63,036 - $115,566 n/a
APS Level 4 $65,044 - $81,955 $50,643 - $80,794 n/a
APS Level 3 $58,362 - $69,647 $49,669 - $67,990 n/a
Graduate APS $57,930 - $59,376 $57,930 - $68,384 n/a
APS Level 2 $52,265 - $57,956 $45,730 - $64,114 n/a
APS Level 1 $46,182 - $51,038 $41,455 - $51,038 n/a
Cadet APS (practical training) $45,276 - $50,037 n/a n/a
Cadet APS (full-time study) $24,702 n/a n/a

Note: Where a salary level for a particular classification appearing in column two or three exceeds the maximum salary applicable to a classification set out in Schedule 1 or 2, respectively, of the AGD Agreement, this is the result of an employee in receipt of supplementary salary under an IFA under clause 3.55 of the AGD Agreement or through their salary being maintained on movement from another agency under clause 3.13 or 3.14 of the AGD Agreement.

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SES remuneration

Remuneration for the department's SES employees is established through collective and individual determinations made under section 24(1) of the Public Service Act 1999. The two collective determinations in place covering SES employees are for AGS (other than casual SES employees) and other than AGS employees. In addition, five casual SES employees in AGS are covered by individual determinations made under section 24(1) of the Public Service Act 1999.
Salary levels for SES employees are generally set at rates within a salary band applicable to each SES classification. At 30 June 2018, there were 154 SES employees covered by the collective section 24(1) determinations.

Employment programs

The Graduate Development Program recruits and develops high-calibre graduates for two streams; policy and legal practice. Graduates from a range of academic backgrounds are attracted to the program. The program supports the department by building future leadership and technical capability.

The graduate program has three stages of learning: gaining confidence in the department and the APS, building capability and developing future technical capability and leadership skills. The program allows graduates to transition to practising lawyers and into policy, legal and project officer roles. The program builds capability through on-the-job employee development and through their exposure to networks and external expertise. The program is supported by supervisors and mentors who play a vital role in coaching and developing graduates.

The department has ranked in the top 75 Graduate Development Programs for the last six years by the Australian Association of Graduate Employers and has continued to improve its ranking each year. Our program continues to perform well compared with other graduate programs in the public and private sectors.

In January 2018, 35 graduates completed the 2017 graduate program. As a result of machinery-of-government changes, 12 of the 2017 graduates transferred to the Department of Home Affairs in December 2017.

In February 2018, 37 graduates commenced the 2018 program. This cohort includes one Indigenous graduate recruited through the APSC Indigenous graduate recruitment campaign.

At the end of 2017, two participants successfully completed the 2016-17 Indigenous Australian Government Development Program and six participants commenced the 2017-18 program. The 15-month program includes on-the-job learning, exposure to the Indigenous Employee Network and other department networks and education through a Diploma in Government qualification. The department partners with the Department of Jobs and Small Business to deliver this program.

Diverse workforce

The department has a culture that embraces diversity, flexibility and inclusion. We recognise and promote a diverse workforce that is innovative, productive and delivers better organisational outcomes. Our Flexibility and Inclusion Action Plan outlines the practical measures we take to create a culture where staff can contribute and develop their careers to their full potential regardless of age, race, background or gender.
Under the direction of the Diversity Council and Diversity Committee, our employee-led networks cover matters related to women, disability, cultural and linguistic diversity, Indigenous and LGBTI identification. These networks support and promote inclusion in the department through a variety of events, initiatives and advice on departmental policy.
Further information is available on the department's website.

Diversity strategy

The department's Diversity Strategy demonstrates the commitment to a culture that values respect, fosters inclusiveness and embraces the unique skills and qualities of employees.
As a member of the APS Secretaries Equality and Diversity Council, we actively work to create an inclusive and respectful workplace for everyone. We continually promote the importance of an inclusive, diverse and flexible culture for the benefit of employees and the work they do.

Gender equality

Our Gender Equality Action Plan is guided by the Balancing the future: The Australian Public Services gender equality strategy 2016–19. The plan has five action areas to meet gender equality targets for the department, including a target of 50:50 at the SES Band 2 level by 2021. This plan and our Flexibility and Inclusion Action Plan are designed to inspire an open and inclusive culture.

Supporting Indigenous employees

Our Reconciliation Action Plan 2017-19 commenced in August 2017 with a two-year vision to improve engagement and retention opportunities for Aboriginal and Torres Strait Islander peoples. The plan's principles, outlined by Reconciliation Australia, include relationships, respect and opportunities. This is further supported by the Secretary's foundation membership as a Male Champion of Change.

Our Indigenous Employee Network is a source of counsel to the department on workplace issues affecting Aboriginal and Torres Strait Islander employees. Network members assist in organising special events and activities, such as NAIDOC Week and Reconciliation Week.

Our SES-level Indigenous champion advocates for Aboriginal and Torres Strait Islander employees and is a member of the Indigenous Champions Network, led by the Department of Human Services.

Supporting employees with disability

The National Disability Strategy 2010–20 sets out a 10-year, national policy framework to improve the lives of people with disability, promote participation and create an inclusive society. A high-level, two-yearly report tracks progress against each of the six outcome areas of the strategy and shows how people with a disability are faring. These reports are available on the Department of Social Services website.

Under the direction of the As One: Making it Happen, APS Disability Employment Strategy 2016–19, the department will develop a Disability Action Plan during 2018-19. A working group was established in 2018 with representatives from each business group.

We continue to participate in the RecruitAbility recruitment scheme that allows applicants with disability, who have opted in to the scheme and meet the minimum requirements of an advertised role, to advance to a further stage in the selection process. Merit remains the basis for engagement and promotion.

The department is a gold member of the Australian Network on Disability and we were a major sponsor of the national conference held in May 2018. This partnership has improved our ability to identify and remove barriers that might prevent employees with disability or a long-term medical or mental health condition from achieving full participation at work, including job mobility and career development.

Multicultural access and equity

We improve our understanding of Australia's culturally and linguistically diverse populations in order to reflect those needs in the development and delivery of policy, programs and services, both within the department and within Australian communities.

The department's Multicultural Access and Equity Plan commenced in December 2017. The plan is a commitment to multicultural access and inclusion in the way we work and in the outcomes we deliver. The plan fulfils our obligations under the Australian Government Multicultural Access and Equity Policy.

Further information is available on the Attorney-General's Department website.

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Supporting LGBTI staff

For the last two years the department has participated in the Australian Workplace Equality Index. The index is Australia's definitive national benchmark on lesbian, gay, bisexual, transgender and intersex (LGBTI) workplace inclusion. The survey and assessment is conducted by Pride in Diversity of which the department is a member. The index gauges the overall effectiveness of LGBTI inclusion and identifies opportunities to improve our culture of inclusion.

Learning and development

Our strategic workforce plan, Broader Horizons – Agile, Global, Diverse, details the workforce we need now and into the future. Our learning programs and activities align with the plan to strengthen workforce capability by using the experience-exposure-education model.

Our priority this year was to strengthen leadership and middle manager capability through the Manager Essentials Program, Coaching for Performance and the Confident Leaders Mentoring Program. Learning programs include tools and resources available to all employees.

This year, our learning and development calendar included inductions, core skills training and activity based learning. We support portfolio agencies by offering training opportunities to their employees.

Our employees can access study assistance and scholarship programs to complete studies and gain formal qualifications. The department provides support in the forms of financial reimbursement and study leave.

Performance management

The department's performance management framework facilitates effective performance conversations. We support performance and development to ensure we have the skills and capabilities needed as an organisation into the future. This is outlined in our strategic workforce plan, Broader Horizons: Agile, Global, Diverse. Our Program for Performance Improvement applies to all employees and includes mid-cycle and quarterly check-ins, as well as an end-of-cycle review and rating. We also encourage regular, informal performance conversations.

Following a review of our performance management framework in 2017, we simplified and consolidated policy to clarify roles and responsibilities, which has increased the capability and personal accountability of individuals for their professional development. A workshop for managers, Managing Underperformance, was developed to assist managers identify and address employee and team underperformance and provide practical solutions to assist them in their roles.


Following an ANAO report on managing performance in the Australian Public Service, probation for new employees was re-introduced in October 2017. Probation is now a condition of engagement for all new ongoing and non-ongoing employees whose contracts exceed 12 months.

Workplace agreements

The Attorney-General's Department Enterprise Agreement 2016 (AGD Agreement) provides the remuneration and conditions for all non-SES employees. The AGD Agreement provides different salary structures and other remuneration provisions for AGS employees. This reflects the arrangements formerly in place under previous enterprise agreements.

The AGD Agreement allows individual flexibility arrangements (IFAs) for remuneration arrangements, superannuation, working hours, leave, allowances, overtime rates and penalty rates. As at 30 June 2018, 1299 employees were covered by the AGD Agreement; 88 of these employees were covered by IFAs.

Non-salary benefits

The department, through its industrial arrangements with employees, permits employees to package their remuneration to combine monetary and non-monetary benefits. The main non-salary benefits include a motor vehicle accessed through novated lease arrangements and additional salary sacrificed superannuation contributions.

Performance pay

Employees within AGS may earn or be awarded performance pay in accordance with the AGD Agreement (for non-SES employees) or the determination made under s24(1) of the Public Service Act 1999, which provides for the remuneration and other conditions to apply to SES employees within AGS. There are three types of performance-based bonuses:

  • Net production bonus: employees designated as a Lawyer or Paralegal with a fee earning target are eligible to receive a net production bonus equivalent to 20 per cent of the employee's net production above their net production target. The bonus is paid where the employee's overall performance is assessed as at least 'satisfactory' under the performance management program.
  • Discretionary bonus: AGS has a pool of funds of up to $150,000 per year available to award to employees who are eligible for the net production bonus. The bonus is paid at the Secretary's discretion, having regard to any other bonuses the employee may be entitled to receive, the employee's responsibilities and their overall contribution. The pool of funds is not required to be expended each year.
  • Percentage-of-salary bonus: outposted lawyers, graduate APS employees and other roles as determined by the Secretary are eligible to earn up to 10 per cent of their salary in a percentage-of-salary bonus. The bonus is paid where the employee's overall performance is assessed as above 'satisfactory' under the performance management program.
Table 15: Performance payments made in 2017–18 to AGS staff
Classification Number of employees who received performance pay Aggregate amount of performance pay Average amount of performance pay Range of performance payments
SES Band 3 2 $72,664 $36,332 $32,665 - $40,000
SES Band 2 15 $420,766 $28,051 $1,783 - $42,123
SES Band 1 77 $1,041,755 $13,529 $73 - $42,729
Executive Level 2 68 $758,471 $11,154 $331 - $40,899
Executive Level 1 39 $317,184 $8,133 $37 - $39,865
APS 6 48 $275,450 $5,739 $34 - $20,877
APS 5 16 $48,343 $3,021 $278 - $14,259
APS 4 1 $2,449 $2,449 N/A
APS 3 0 N/A N/A N/A
Graduate APS 13 $24,000 $1,846 $1,000 - $3,000
APS 2 0 N/A N/A N/A
Total 279 $2,961,082 $110,254 $34 - $42,729
Note: AGS performance bonuses are typically paid in August and September of each year, based on performance in the previous financial year. The data in the table above reflects payments made in 2017-18 for performance in 2016-17. This includes payments for individuals who commenced with or left AGS during the financial year. The average amount of performance pay is the average for those who received a bonus. The range of performance pay is the range for those who received a bonus.

Work health and safety

The department is committed to providing and maintaining a safe and healthy workplace for all employees and meeting our obligations under the Work Health and Safety Act 2011 (Cth) (WHS Act) and the Safety, Rehabilitation and Compensation Act 1988.

The department's National Health and Safety Committee met four times during 2017–18.

Reporting incidents and enforcement measures under the WHS Act

No notifiable incidents were reported under section 38 of the WHS Act.

No enforcement measures or improvement notices were issued under Part 10 of the WHS Act being Improvement Notices, Prohibition Notices, Non-disturbance Notices, Remedial Action and Injunctions.

No enforceable undertakings under Part 11 of the WHS Act applied to the department's operations.

Other initiatives

Our Mental Health Wellbeing Program commenced in October 2017. The program is a structured model for assessing and identifying psychological wellbeing risks and guides training, early intervention support and wellbeing assessments. The program promotes resilience, mental health and vicarious trauma training as well as comprehensive wellbeing assessments and complements and expands existing mental health support initiatives. A Mental Health Matters intranet page was published in December 2017 providing a dedicated source of information, resources and programs related to mental health.

We maintain an Employee Assistance Program that provides free, confidential and professional counselling services for employees and their family members. Services include trauma and critical incident debriefing to help resolve work and other issues that may affect an employee's work performance or wellbeing. Our trained health and safety representatives conduct workstation assessments and external providers complete more complex assessments. During 2017–18, 237 workstation assessments were conducted; 51 of these were conducted by health and safety representatives.

Influenza vaccinations were available in April and May 2018 with 737 employees electing to receive the vaccination (47 per cent of total staff). Financial reimbursement options for eyesight testing, quit smoking solutions, and equipment for health and wellbeing remain available to employees under the health and wellbeing program.

Workers' compensation performance

Our focus in 2017–18 remained on preventing psychological injury claims by implementing early intervention support. The department continues to perform well in managing worker's compensation claims. The worker's compensation premium for 2017-18 was 0.55 per cent of payroll costs, which compares favourably to the scheme average premium of 1.23 per cent.

Compliance with the Carer Recognition Act 2010

The department promotes an awareness and understanding of the Statement for Australia's Carers. The statement is on the department's intranet. The department is cognisant of, and has regard to, the statement in reviewing internal human resources policies. The department's human resource policies are consistent with the statement.

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Asset management, purchasing and grants

Asset management

Management of the department's assets is governed by the Secretary's Instructions on asset management and aligns with government best practice. The department maintains an asset register, asset management policies and a capital management plan. A rolling annual stocktake is carried out to maintain the accuracy of the information in the asset register. The department's fixed assets include office fit outs, purchased and internally developed software, computer equipment, infrastructure and centrally held library materials.


Our procurement policies and practices reflect the principles in the Commonwealth Procurement Rules (CPRs). We focus on:

  • value for money
  • encouraging competition
  • the efficient, effective, economical and ethical use of government resources
  • accountability and transparency
  • compliance with other Australian Government policies.

A central procurement hub within the department provides advice to employees undertaking procurement and contract management activities. The hub undertakes quality assurance testing of procurement activities and periodically reviews procurement-related documentation and training material to ensure consistency with the CPRs and other policies. The department uses a procurement module within its financial management information system to enhance administrative workflows and procurement compliance.

Small-to-medium enterprises

The department supports small business participation in the Australian Government procurement market. Small and medium enterprises and small enterprise participation statistics are available on the Department of Finance website.

The department recognises the importance of ensuring that small businesses are paid on time. The results of the Survey of Australian Government Payments to Small Business are available on the Treasury's website.

The department supports the use of small and medium enterprises through:

  • an electronic invoice processing system used to facilitate on-time payment performance
  • use of Commonwealth Contracting Suite template contracts for low- and high-risk procurements
  • compliance with the government's Supplier Pay on Time or Pay Interest Policy
  • small and medium enterprises being able to request payment by credit card for procurements valued at $10,000 or less.


Annual reports contain information about actual expenditure on contracts for consultancies. Information on the value of contracts and consultancies is available on the AusTender website.

The department engages consultants where it lacks specialist expertise or when independent research, review or assessment is required. Consultants are typically engaged to investigate or diagnose a defined issue or problem; carry out defined reviews or evaluations and provide independent advice, information and develop creative solutions to assist in the department's decision-making. Prior to engaging consultants, the department takes into account the skills and resources required for the task, the skills available internally and the cost effectiveness of engaging external expertise. The decision to engage a consultant is made in accordance with the Public Governance, Performance and Accountability Act 2013 and related regulations including the CPRs and relevant internal policies.

During 2017–18, the department entered into 11 new consultancy contracts, involving total actual payments of $1.678m (inclusive of GST). In addition, five ongoing consultancy contracts were active, involving total actual payments of $443,956 (inclusive of GST).

Table 16: Expenditure on consultancy
Financial year 2016–17 2017–18
Expenditure ($m) 3.632 2.122*
*Does not include consultancies for functions that transferred to the Department of Home Affairs under the Administrative Arrangements Orders of 20 December 2017 and 10 May 2018.


During 2017–18, all department contracts contained clauses that provided for ANAO access to the supplier's premises for any purpose associated with the contract or any review of the supplier's performance under the contract.

During 2017–18, the department had no contracts in excess of $10,000 that were exempt from being reported on AusTender on the basis that they would disclose matters exempt under the Freedom of Information Act 1982.

Advertising and market research

Under section 311A of the Commonwealth Electoral Act 1918, the department is required to disclose payments of $13,200 or more (inclusive of GST) to specific types of organisations. These organisations are advertising agencies, market research organisations, polling organisations, media advertising organisations and direct mail organisations.

During 2017-18, the department conducted two advertising campaigns; the National Firearms Amnesty Campaign and the National Security Campaign (see Table 17). These campaigns have moved to the Department of Home Affairs as part of the machinery-of-government changes. Further information on advertising campaigns is available on the department's website and in the reports on Australian Government advertising prepared by the Department of Finance. Those reports are available on the Department of Finance website.

There were no payments to polling organisations or direct mail organisations.

Table 17: Payments to advertising, market research and other designated organisations
Name of organisation Payment ($) Purpose Key
Identity Care Aust & NZ Ltd 50,500 Biometrics and ID Security B
Orima Research Pty Ltd 56,973 CERT Expansion B
Tobias and Tobias Pty Ltd 178,076 CERT Awareness Raising B
Whereto Research Based Consulting 68,181 National Security Hotline B
Mitchell & Partners Australia 74,953 Stay Smart Online Week: non-campaign government advertising C
Mitchell & Partners Australia 13,232 Non-campaign government advertising C
Mitchell & Partners Australia 476,232 National Firearms Amnesty Campaign: pre-amnesty advertising C
Mitchell & Partners Australia 5,060,702 National Security Campaign advertising C

A: Paid to a creative advertising agency to develop advertising campaign.
B: Paid to a market research organisation.
C: Paid to a media advertising organisation for placing government advertising (both campaign and non-campaign) in the media.

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The department manages its grants programs in accordance with the Australian Government's legislative framework, the Commonwealth Grant Rules and Guidelines and the department's grant management procedures. Information on grants awarded by the department for the period 1 July 2017 to 31 December 2017 is available on our website. Information on grants awarded by the department for the period 1 January 2018 to 30 June 2018 is available on the Australian Government Grant Connect website.

During 2017-18, the department published information for 22 grant programs, being:

  • Australia-New Zealand Counter-Terrorism Committee*
  • Community Legal Services Program
  • Countering Violent Extremism to Prevent Terrorism*
  • Ex gratia assistance - New Zealand citizens*
  • Expensive Commonwealth Criminal Cases Fund
  • Family Relationships Services Program
  • Financial assistance towards legal costs and related expenses
  • Financial assistance towards legal costs and related expenses - expenses for witnesses to the Royal Commission into Institutional Responses to Child Sexual Abuse
  • Financial assistance towards legal costs and related expenses - expenses for witnesses to the Royal Commission into the Protection and Detention of Children in the Northern Territory
  • Financial assistance towards legal costs and related expenses - expenses for witnesses to the Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry
  • Grants to Australian Organisations Program
  • Human Trafficking and Slavery Prevention*
  • Indigenous Legal Assistance Program
  • Legal support services for survivors engaging with the Commonwealth redress scheme for survivors of institutional child sexual abuse
  • Native Title Respondents Scheme
  • One-off grant to maintain the Commonwealth Sentencing Database
  • One-off grant for a Risk and Resilience Program in security, disaster and emergency management*
  • One-off grant for a National Awareness Campaign on Police Officer Mental Wellbeing*
  • Payments for the provision of community legal services - legal advice service supporting the Royal Commission into Institutional Responses to Child Sexual Abuse
  • Payments for the provision of community legal services -  legal advice supporting the Royal Commission into the Protection and Detention of Children in the Northern Territory
  • Protecting the rights of older Australians
  • Safer Communities Fund*.

*Transferred to the Department of Home Affairs in accordance with the Administrative Arrangements Order of 20 December 2017.

Ecologically sustainable development

In 2017–18, we continued to mitigate the effects of our impact on the environment through:

  • electronic document management systems and web-based information-sharing tools that reduce or eliminate the need to print and retain paper copies of documents
  • videoconferencing to reduce the need for local, interstate and international travel
  • identifying and implementing ways to improve the energy efficiency of our facilities
  • ensuring that new leases entered into comply with the Australian Government's energy policy
  • procuring energy-efficient equipment and lighting solutions, including a smart lighting system that activates only when work areas are occupied
  • recycling facilities in all work areas.

The integration of energy-efficiency practices into our organisation and planning processes allows us to reduce our energy costs and decrease the consumption of resources.

The Sustainability Network

The department's Sustainability Network has continued to champion environmentally friendly work practices and initiatives. The Sustainability Network provides the leadership, motivation and information to raise awareness and increase participation in these work practices and initiatives. Activities include:

  • promoting and encouraging environmentally sustainable work practices
  • raising awareness and understanding of environmental issues
  • providing information about environmental initiatives
  • providing a forum for staff to discuss sustainable work practices.

In 2017-18, the Sustainability Network partnered with Industry Superannuation Property Trust to offer all staff a free re-usable coffee cup to reduce the department's waste.

Freedom of information

Information publication scheme

Entities subject to the Freedom of Information Act 1982 are required to publish information to the public as part of the Information Publication Scheme. This requirement is in Part II of the FOI Act and has replaced the former requirement to publish a Section 8 statement in an annual report. The Section 8 statement and a plan showing the information we publish in accordance with the scheme requirements is available on the department's website.

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