Chapter 5 Our people
This chapter details our staffing profile and workforce strategies.
Our people are our greatest strength and we are committed to ensuring that AIHW’s workplace continues to attract, develop and retain the right people with the right skills.
Employment numbers and categories
As at 30 June 2018, there were 449 people, including contract (labour hire) staff, who worked at the AIHW compared with 386 as at 30 June 2017. Contract staff numbers increased significantly because of higher funding for the AIHW and as a result of the ongoing cap on the number of APS staff we are allowed to employ. We employed 324 active APS staff as at 30 June 2018—compared with 344 active APS staff as at 30 June 2017 (Table 5.1). The number of active full-time equivalent (FTE) APS staff decreased from 318.0 as at 30 June 2017 to 302.8 as at 30 June 2018. The numbers shown in Table 5.1 are for AIHW staff engaged under the Public Service Act 1999 and contract (labour hire) staff.
Table 5.1: Active staff and total staff, 2014–2018
|Staff||30 June 2014||30 June 2015||30 June 2016||30 June 2017||30 June 2018|
|Active APS staff||322||308||310||344||324|
|APS staff on long-term leave||25||31||37||25||23|
|Staff||30 June 2014||30 June 2015||30 June 2016||30 June 2017||30 June 2018|
|Active APS staff||297.4||284.8||286.6||318.0||302.8|
|Total staff (including longterm leave)||319.6||313.9||321.6||358.1||414.0|
Note: ‘Staff on long-term leave’ refers to staff on any form of continuous leave for more than 3 months—for example, long-service leave and maternity leave.
The number of staff on long-term leave of more than 3 months decreased to 23 as at 30 June 2018, compared with 25 a year earlier.
Of our 324 active APS staff as at 30 June 2018:
- 313 (97%) were ongoing employees, which is an increase of 10% compared with 30 June 2017
- the number of non-ongoing employees decreased from 44 in June 2017 to 11 in June 2018
- 83 (26%) employees worked part-time, which is a decrease of 0.3% compared with 30 June 2017 as outlined in Figure 5.1
- 220 (68%) were female as shown in Figure 5.2.
Table 5.2: Staff gender characteristics, 2014–2018
|Staff||30 June 2014||30 June 2015||30 June 2016||30 June 2017||30 June 2018|
|Active APS staff||—||—||—||—||—|
|Person who does not exclusively identify as male or female||—||—||—||—||—|
|Person who does not exclusively identify as male or female||—||—||—||—||—|
|Total all staff (including contractors)||347||339||346||361||426|
Note: Figures relating to gender identity have been updated to omit persons who do not exclusively identify as male or female due to low numbers.
Figure 5.1: Category of staff employment, 2014–2018 (30 June)
Note: staff in all categories except the long-term leave category are ‘active’.
Of our active APS staff as at 30 June 2018, 31% (102 staff) were classified and employed as Executive Level (EL) 1 officers and 27% (86 staff) were employed as APS 6 officers (Figure 5.2).
The percentage of active FTE staff at levels APS 2 to APS 6 was maintained at 54%. EL FTE staff increased slightly to 44% compared with 43% at the same time last year. The most notable changes between the previous and current year relates to EL 1 and APS 6 staff, where the percentages decreased slightly. All other classification levels remained relatively stable.
As at 30 June 2018, 263 (81%) of our active APS staff and 71 (70%) of our contract staff performed statistical work, while 61 (19%) of our active APS staff and 31 (30%) of our contract staff were employed in corporate support work-related functions, including IT, finance, human resources, governance, publishing, media and communications.
We aim to attract and retain talented staff by offering challenging and fulfilling work, competitive salaries, flexible working conditions, excellent learning and development opportunities, and a friendly and inclusive work environment.
Figure 5.2: Active FTE staff by classification level (excluding contract staff), 2014–2018 (30 June)
Staff commencements and turnover
Forty-three new employees began ongoing employment at the Institute during 2017–18 (Table 5.3), of which 18 were in our 2017–18 graduate intake.
A total of 30 ongoing employees left the AIHW during 2017–18; 9 transferred to another APS agency at level, while a further 4 moved to another APS agency as a result of a promotion to a higher classification level. Of the remaining 30 staff, 8 resigned and 9 retired. This equates to a turnover rate of 9.1% for ongoing staff in 2017–18, which is the lowest rate since 2014–15, when it was 9.9%.
Table 5.3: Commencements and separations of ongoing staff, 2017–18
|Ongoing staff as at 30 June 2017||323|
|Total commencing staff||43|
|Subotal separating staff||—|
|Total exiting staff||30|
|Ongoing staff as at 30 June 2018||336|
‘Ongoing staff’ refers to staff employed on an ongoing basis, whether active or on long-term leave.
Staff aged 55 and over who resigned from the APS are counted as having retired.
Ongoing staff as at 30 June 2017 have been updated to accurately reflect staff numbers on that date.
AIHW graduate intake
Our annual graduate intake remains a key strategy for building the AIHW’s workforce capability. We offer excellent employment opportunities for suitable graduates seeking to apply their qualifications in the fields of health and welfare information.
Of the 18 graduates employed in the 2017–18 intake, 9 relocated from interstate. Of the 8 graduates employed in the 2013–14 intake, 6 have remained at the AIHW (Table 5.4).
Table 5.4: Graduate recruitment intake and outcomes, 2013–14 to 2017–18
|Intake and outcomes||2013–14||2014–15||2015–16||2016–17||2017–18|
|Graduate intake (all at APS 4 level)||8||8||21||14||18|
|Graduates remaining at the AIHW as at 30 June 2018||6||5||17||14||18|
Managing performance and behaviour
Our Managing for Performance Policy recognises that regular constructive feedback encourages good performance, enhances continuing development and helps employees and managers communicate with each other informally and regularly about performance matters. The policy also affirms that performance management is a core activity at the AIHW that is embedded in all management functions.
Annual Individual Performance Agreements (IPAs) are designed to align individual performance to our strategic priorities, with the overall aim of improving individual and organisational performance. IPAs also focus on individual learning and development needs and broader APS career development. AIHW policy requires a current IPA to be in place for existing staff, including contractors, by July–August each financial year and, for new employees, within 3 months of their commencement at the Institute.
In 2017–18, the AIHW rolled out a new Executive Leadership Program designed to raise capabilities in both strategic and people/performance management. In addition, programs on mastering feedback, leading and managing small teams and working effectively at level were also provided to staff, to assist in raising and maintaining capabilities to achieve AIHW goals.
We continue to recognise and support the diversity of our staff. Our Enterprise Agreement (EA) provides flexible working and leave arrangements to support employees’ caring responsibilities, religious commitments and attendance at events of cultural significance, including Institute-organised activities that commemorate Indigenous histories, cultures and achievements.
Barry Sandison (left) and Michael Frost (right) celebrating the International Day Against Homophobia, Biphobia, Intersexism and Transphobia (IDAHOBIT) with rainbow biscuits.
In 2017–18, the AIHW established a Pride Network to provide peer support and raise visibility of our lesbian, gay, bisexual, transgender, queer or questioning and intersex (LGBTQI) staff members. In addition, the AIHW launched a new cultural awareness program, which educates staff about the cultural significance of the Ngunnawal people—the Indigenous people of the Canberra region and its first inhabitants. The AIHW also joined the Australian Public Service Commission’s GradAccess program.
Figure 5.3 compares the percentages of AIHW staff with APS staff overall in terms of identifying as being of Aboriginal and/or Torres Strait Islander heritage, having disability, and/or being from a non-English-speaking background. It also displays the percentage of staff who are women, and staff aged 50 and over. The AIHW continues to exceed the APS average for employment of women, but we are below average for employment of staff aged 50 and over, Indigenous staff and staff with disability. As a result, the AIHW will continue to look at strategies to increase representation in each of these diversity areas.
Figure 5.3: AIHW staff diversity groups, 2016–2018 compared with APS overall 2017
Women comprised more than two-thirds of our total active staff (68%). Among our active staff, 50% of substantive Senior Executive Service (SES) staff were women, and women continued to represent 65% of our EL staff.
We maintain a Workplace Diversity Program aimed at ensuring that we:
- recognise, foster and make best use of the diversity of our employees within the workplace
- help employees to balance their work, family and other caring responsibilities
- comply with all relevant anti-discrimination laws.
The Institute monitors progress and reports against strategies outlined in its Reconciliation Action Plan. Three SES members have been appointed to the roles of Disability Champion, Indigenous Champion and Champion of the AIHW Pride Network respectively.
AIHW National Reconciliation Week celebrations.
(Left) Simone Georg, from the AIHW’s Child Welfare Unit presents the findings from her PhD research.
(Right) Ngunawal Elder, Wally Bell opens the ceremony with the Welcome to Country address.
As at 30 June 2018, all non-SES APS staff were employed under the AIHW’s EA. Eight SES staff members were employed under common law contracts.
The AIHW’s current EA began on 19 October 2016 and has a nominal expiry date of 18 October 2019. The EA outlines the terms and employment conditions of non-SES employees of the AIHW. The AIHW intends to begin negotiations for a new EA in May 2019.
Salary ranges based on classification level from our current EA are shown in Table 5.5. The AIHW’s remuneration arrangements do not provide access to, or include, performance pay.
Table 5.5: AIHW EA salary range for APS and EL employees, 30 June 2018
|Level||Salary points ($)
|Salary points ($)
Individual flexibility arrangements
Our EA contains provisions for flexible arrangements to enable tailoring of remuneration and conditions for individual employees in particular circumstances. As at 30 June 2018, 2 non-SES staff had individual flexibility arrangements in place.
SES terms and conditions
The terms and conditions of employment for SES staff, including remuneration, are contained in common law contracts. They provide for salary entitlements as well as non-salary benefits relating to leave arrangements and entitlements, superannuation, salary sacrifice, travel and allowances. As at 30 June 2018, the ranges within which the AIHW Director could set salaries were $168,096 to $194,361 for SES Band 1 and $209,000 to $234,600 for SES Band 2.
Engaging with staff
We recognise the importance of engaging with staff in decisions that affect them. This leads to better service delivery, use of resources, overall performance and staff experiences. Our staff consultative arrangements include several formal committees.
AIHW Consultative Committee
This committee is the principal forum through which formal consultation and discussions on workplace relations matters take place between management and employees.
Consultative Committee processes support the change management and consultation obligations outlined in the Institute’s EA. The committee discusses workplace relations matters in a spirit of cooperation and trust.
The committee met 4 times during 2017–18. A key focus was discussion of proposed changes to a number of human resources policies, accommodation to support the increase in staff numbers and car parking facilities.
Health and Safety Committee
The Institute maintained a Health and Safety Committee during 2017–18 as required by sections 75–79 of the Work Health and Safety Act 2011 (WHS Act). The committee facilitates cooperation between management and employees in initiating, developing and carrying out measures designed to ensure the health and safety of our people at work.
The committee met 4 times during the year and, among other matters, reviewed the mental health strategy, action items required following an audit of the AIHW’s work health and safety (WHS) management system, testing and tagging of electrical and fire safety equipment, and improved technology for staff using multiple computer-based systems.
Learning and Development Advisory Committee
This committee provides strategic direction for, and enables stakeholder input to, the planning and delivery of the AIHW learning and development program across the Institute. The committee comprises representatives from each group at the AIHW. The committee met 3 times during the year, and focussed on establishing a learning management system and learning and development strategy.
Social and fitness
The Institute has an active Social Club, which focuses on social activities and events to help foster a positive and collaborative workplace environment. Membership of the Social Club committee comprises an SES sponsor and staff from the latest graduate intake. Members take the lead in organising the annual staff Christmas party and other events held throughout the year.
AIHW staff enthusiastically participate in a variety of activities promoting health and fitness, including the ABS Fun Run, AIHW Melbourne Cup walking and running races, AIHW birthday soccer matches and lunchtime table tennis, yoga and pilates classes.
(Left) AIHW’s ‘Fern Hill Gliders’ following the ABS Fun Run in May 2018.
(Middle) Annual AIHW birthday soccer match, July 2017.
(Right) The AIHW Choir celebrates the Institute’s 30th birthday in July 2017.
Corporate social responsibility
The Institute continued to foster stakeholder partnerships and engage collaboratively with community organisations by providing pro bono services and making presentations at conferences and seminars.
AIHW staff recognise the importance of giving back to the community by holding a range of events throughout the year to raise funds for charities (e.g. Diversity ACT, Karinya House, Movember Foundation, The Smith Family, the Children’s Medical Research Institute). Staff also continued to contribute to the Red Cross blood donation service, supported by the AIHW’s Enterprise Agreement 2016 which provides paid time off work for this activity.
The AIHW also participates in the Workplace Giving Program, providing a simple and convenient way for employees to donate money to one or more specified deductible gift recipients (DGRs) through the payroll system (including some Indigenous-focused charities).
White Ribbon Workplace Accreditation Program
The AIHW has started work in the White Ribbon Workplace Accreditation Program with the aim of receiving accreditation (with White Ribbon Australia) in 18 months. The world-first program addresses the issue of gender discrimination and domestic violence, and provides organisations with a structured framework to examine current policies, procedures, training and communication. The AIHW believes that all forms of violence are unacceptable and acknowledges that both men and women can be victims and the positive role that men play alongside women in preventing violence against women.
This initiative aligns with our work and helps enhance our position as an employer of choice and socially responsible organisation. Our participation in the program is a significant organisational investment and demonstrates AIHW’s commitment to a safe and healthy workplace. To achieve accreditation, the AIHW must provide evidence to demonstrate that relevant training, policies and practices that have been implemented.
Recognising and building expertise
We recognise and make good use of the high levels of education and skills of our staff, both of which are critical to performing effectively in the complex work of the Institute.
The AIHW values the professional capability of AIHW staff. Most of our staff (79%) work directly on statistical and data-related work: preparing and linking data sets and undertaking data analysis. As at 30 June 2018, a high percentage (over 84%) were tertiary qualified; we had 173 staff with postgraduate qualifications (45 doctorates, 103 masters degrees and 25 graduate diplomas). These figures include staff on long-term leave.
A study assistance scheme is available to reimburse employees for approved courses of study for a recognised qualification relevant to their work at the AIHW. Nineteen staff received assistance for formal study during 2017–18. Areas of study included rehabilitation case management, social science, economics, statistics, public health, nutrition and dietetics, clinical psychology and business administration.
Corporate learning and development program
We continue to invest in the learning and development of all our staff, including formal induction programs for all new employees.
Our program of in-house training sessions complements on-the-job training and helps ensure that staff develop and maintain specialised knowledge and skills. We provided 85 in-house courses in 2017–18 as part of the Institute’s corporate learning and development program. These courses were attended by 1,073 staff (with some staff attending more than 1 course). The 2017–18 program continued to focus on learning activities related to the work of the AIHW, including technical training, written communication, report writing, statistical and data analysis, project management, leadership, and WHS. In addition, the AIHW has made a significant investment in the development of its middle-level managers, with the development of a highly interactive 6-month, modular Executive Leadership Program; more than 50 staff are currently participating in the program.
Staff were also provided with regular opportunities throughout 2017–18 to attend other training courses and seminars relevant to their roles.
The Statistical and Analytical Methods Advisory Committee (SAMAC) holds regular ‘conversations’ which aim to provide a forum for staff to:
- access relevant expertise
- discuss emerging practices and their implications
- share innovative and potentially re-usable practices
- broaden their knowledge of the work of the Institute
- hone their skills in strategic conversation
- develop habits of constructively giving and receiving feedback on analytical issues.
Four conversations were held in 2017–18. The topics discussed included:
- an overview of AIHW’s work on the Data Integration Partnership for Australia
- a focus on the classification system used to report the National Hospitals Mortality Database Diagnosis and Procedure codes
- to map or not to map—when to use choropleth maps and alternative geospatial analyses
- loading data to the SQL Database.
The AIHW Institute Awards recognise exceptional individual and team contributions to the AIHW. In 2017, new criteria for assessing nominations were introduced to recognise excellence in supporting our new strategic goals, and excellence in delivering and/or supporting AIHW services and products. All staff were invited to nominate an employee or team for the awards, with the final decision on successful candidates made by the AIHW Director.
Institute Awards were given out to 9 staff in 2017–18 (Table 5.6).
Table 5.6: Institute Awards, March 2018
|Name||Reason for nomination|
|Jeanie Henchman and Juanita Dawson, Website and Publishing Unit||Jeanie and Juanita were nominated for their exceptional contribution to redeveloping the AIHW website.|
|Jess Carter, People and Facilities Unit||Jess consistently provides sound advice and a high-quality service in her role as Human Resources Officer.|
|Kate Phillips and Karen Mitchell, Governance Unit||The work of the AIHW Ethics Committee has been steadily growing in complexity and volume over recent times and Kate and Karen have managed these changes with aplomb.|
|Kristy Raithel and Rachel Kilo, Child Protection Team||Input from Kristy and Rachel has been keenly sought from other countries on effective ways to collect and collate national data and statistics on child protection. They have worked diligently with states and territories to implement and enhance a new unit record data collection.|
|Scott Guthrie, People and Facilities Unit||Scott has been instrumental in supporting the health and wellbeing of staff. He has gone above and beyond in his dedication in several complex return-to-work cases and provided a supportive environment on their return.|
|Lucinda Macdonald, Health Group||In addition to performing her normal role to a high standard, Lucinda has taken on work to manage the accommodation shortage.|
During the year, 20 staff received service awards. Seventeen staff were recognised for their 10 years of service, while a further 3 staff were recognised for their 20 years of service at the Institute (Table 5.7).
Table 5.7: Staff long-service anniversary recognition, 2017–18
|10 years||10 years||20 years|
|Alison Budd||Ronda Ramsay||Helen Johnstone|
|Ellen Connell||Rachel Reid||Indrani Piers-Caldwell|
|Kristina Da Silva||Ingrid Seebus||Naila Rahman|
|Gary Hanson||Kate Spyby||—|
|Brett Henderson||Nancy Stace-Winkles||—|
|Moira Hewitt||Thomas Watson||—|
|Cherie McLean||Katrina Williams||—|
|David Meere||Qinghe Yin||—|
In April 2018, the AIHW entered into a new MoU with the CIHI for a further 5 years, under which both organisations provide reciprocal exchange of specialised knowledge about business practices and processes, sharing of new initiatives and transfer of expertise, primarily through the temporary exchange of employees. As reported last year, the AIHW was pleased to welcome 2 CIHI employees on secondment to the AIHW, throughout the 2017–18 financial year. The AIHW is currently progressing a staff exchange for 2018–19.
Encouraging work health and safety
We are committed to maintaining a productive and safe work environment for all staff and to meeting our obligations under the WHS Act. Senior managers, supervisors, Health and Safety Representatives, the Health and Safety Committee, and all AIHW staff work cooperatively to ensure that WHS risks are effectively managed.
Initiatives and outcomes
During the year, we continued to focus on early prevention strategies. All staff have sit–stand workstations; upon commencement, new staff are provided workstation assessments.
The Institute also introduced several other initiatives during the year to raise knowledge and capabilities in managing WHS across the AIHW. Table 5.8 provides a summary of these key WHS initiatives undertaken during 2017–18.
Table 5.8: Key WHS initiatives, 2017–18
|Mastering feedback||4 courses, 48 attendants|
|Handling challenging calls||1 course, 13 attendants|
|Cultural appreciation||2 courses, 33 attendants|
|Health and Safety Representative refresher training||1 course, 1 attendant|
|Workplace harassment contact officer training||2 courses, 7 attendants|
|Leading and managing small teams||1 course, 13 attendants|
|Mental health first aid training||2 courses, 27 attendants|
|Mental Health Week||Online learning modules and seminar to raise awareness on mental health.|
|Wellbeing support||Intranet page detailing support services to assist staff.|
|Release of Mental health strategy||Designed to raise awareness and support staff who may be affected by mental health issues.|
|White Ribbon Australia Accreditation||Participation in a program to gain accreditation with White Ribbon Australia (refer to the section ‘White Ribbon Workplace Accreditation Program’).|
|Employee Assistance Program||Staff utilisation rate: 8.2% (for 1 March 2017 to 28 February 2018).|
|Flu vaccinations||252 vaccinations were administered to staff (representing 59% of total active staff and contractors in April 2017).|
|Discounted gym membership||55 staff members are current members.|
|Yoga, pliates and meditation||These are programs managed by staff.|
Rehabilitation management system
As the AIHW is considered a ‘low-risk’ agency, consistent with Comcare’s Guidelines for Rehabilitation Authorities 2012, an annual audit was not required. The AIHW continues to meet the applicable criteria of the system and conform with the expectation and practices of the guidelines.
Incidents and compensation
Despite the active promotion and implementation of various prevention measures, some workplace incidents/injuries occurred.
In 2017–18, 3 new compensation claims were lodged with Comcare (2 accepted, 1 currently pending decision), which is the same number of new claims reported in 2016–17, compared with 5 claims lodged in 2015–16 (3 accepted and 2 denied), 4 claims lodged and accepted in 2014–15 and 3 claims lodged (2 accepted) in 2013–14.
Of the 2017–18 claims, all 3 were for physical conditions.
Notifiable incidents and investigations
Under the WHS Act, the AIHW is required to notify Comcare (the regulator) when incidents occur that involve the death of a person, a serious injury or illness, or a dangerous incident as detailed in the WHS Act.
No incidents were notified to Comcare during the year.
Workplace inspections and Comcare investigations and audits
During the year, our Health and Safety Representatives and staff responsible for facilities carried out 4 workplace inspections. These inspections occur about a fortnight before Health and Safety Committee meetings to enable findings and recommendations to be considered and actioned. Changes made during 2017–18 were minor, such as the removal of trip hazards, an audit of fire and safety equipment, environmental measures (such as adjustments to the air conditioning) and improvements to technology to support broader WHS.
No investigations by Comcare were conducted in 2017–18. No directions, notices, offences or penalties were served against the AIHW under the WHS Act.
An audit of the AIHW WHS management system was conducted by Comcare in August 2017. The AIHW was found to be highly compliant in the practical management of all WHS functions; however, it was found that existing practices were not adequately documented in formal processes. Action has been taken to ensure the AIHW complies in these areas.
Accommodation and energy efficiency
In Canberra, the AIHW operated from a single office building during 2017–18, located at 1 Thynne Street, Bruce. The AIHW is in the fourth year of a 15-year lease on a purpose-built 3-storey building. The building is designed to achieve a 4.5-star National Australian Built Environment Rating System (NABERS) rating.
In May 2018, the AIHW signed a new 3-year lease on our Sydney-based office, which continues to operate from Level 9, 1 Oxford Street, Darlinghurst. The new lease includes a reduction of office space from 959 square metres to approximately 574 square metres. The revised office space accommodates up to 35 staff.
Tables 5.9 and 5.10 provide more information on our efforts to reduce AIHW’s impact on the environment.
Ecological sustainable development
We uphold the principles of ecologically sustainable development outlined in the Environment Protection and Biodiversity Conservation Act 1999 and are committed to making a positive contribution to achieving the objectives of the legislation (see tables 5.9 and 5.10). Section 516A(6) of the Act requires the AIHW to report on environmental matters, including ecologically sustainable development.
Table 5.9: Ecologically sustainable development reporting, 30 June 2018
|Reporting area||Activities undertaken by the AIHW|
|Legislation administered during 2017–18 accords with the principles of ecologically sustainable development||The AIHW does not administer legislation.|
|The effect of the AIHW’s activities on the environment||The AIHW’s key environmental impacts relate to the consumption of energy and goods, and waste generated by staff in the course of business activities. Table 5.10 includes available information on energy consumption and recycling of waste.|
|Measures taken to minimise the impact of AIHW activities on the environment in our main office in Canberra||
Provision of amenities for staff who ride bicycles to work.
Use of energy-efficient lighting, including the installation of light-emitting diode lighting in selected areas.
Purchasing 10% GreenPower electricity.
Purchasing only energy-efficient equipment that is Energy Star compliant.
‘Shutting-down’ multifunctional devices when they are left idle for long periods.
Movement-activated lighting that turns off after 20 minutes of no movement being detected.
Double-glazed windows to increase the efficiency of heating and cooling.
Installation of a modern, efficient air-conditioning system.
Installation of a rainwater tank system to supply the toilets, urinals and external taps.
Recycling of toner cartridges and paper.
Purchasing only paper with at least 50% recycled content for printing and copying.
Re-use of stationery items such as ring binders.
Recycling bins in AIHW kitchens for collection of organic waste for worm farming.
Printing of our publications using ‘print-on-demand’ processes uses paper sourced from sustainably managed, certified forests in accordance with ISO14001 Environmental Management Systems and ISO9001 Quality Management Systems.
|Mechanisms for reviewing and improving measures to minimise the impact of the AIHW on the environment||During 2017–18, the AIHW worked to comply with benchmark environmental impact indicators at 1 Thynne St, which is designed to achieve a 4.5-star NABERS rating.|
The AIHW continues to manage its toner cartridge recycling and use of paper through central printing pools, increased use of the Institute’s online project management system and increased staff use of a redeveloped intranet site. In addition, the AIHW has implemented a new e-Recruit system which will help reduce paper consumption and EL staff have been allocated tablets, reducing the requirement to print documents and creating a more mobile workforce. The AIHW is also reducing the volume of its paper-based publications and transitioning content to online platforms. In comparison with 2016–17, the AIHW has consumed more toner and paper, reflecting an increase in staff numbers and an increase in the number of committees meetings with external members. The AIHW is progressing with plans to support broader Australian Government initiatives in relation to digital transition, which will see a reduction in toner and paper consumption.
Table 5.10: Energy consumption and recycled waste, 2013–14 to 2017–18
|Consumption and recycled waste||2013-14||2014-15||2015-16||2016-17||2017-18 1|
|Paper Canberra (reams)||2,570||1,620||1,605||1,927||2,375|
|Organics from kitchens (tonnes)||2.4||2.5||2.3||2.3||2.6|
|Toner cartridges Canberra (number)||329||74||81||70||118|
(a) Kilowatt hours, as office tenant light and power. Office air-conditioning is metered to the base building while light and power are separately metered. Government greenhouse and energy reporting.
The Australian Government’s Energy Efficiency in Government Operations policy helps government agencies to identify opportunities to save energy. The AIHW is required to comply with the policy because it derives more than half the funds for its operations from the Australian Government, either directly or indirectly.
The policy requires agencies to comply with certain minimum energy performance standards, including the requirement that eligible new leases contain a Green Lease Schedule with at least a 4.5-star NABERS energy requirement. As outlined earlier in this chapter, the lease agreement for our Canberra office meets this requirement. The Sydney office is exempt from this policy as the area leased is less than 2,000 square metres.