CASA implements a range of human resource strategies and initiatives to strengthen workforce capability and to achieve its corporate goals. A strategic workforce plan drives the development of a strong and flexible workforce to deliver CASA’s programs and meet CASA’s obligations.
On 30 June 2013, CASA had 850 employees, who included 831 operative employees and 19 employees managed as inoperative. Employees managed as inoperative included those on long-term leave for maternity or paternity reasons or on long-term unpaid leave due to illness.
Figure 8 shows percentages of employees by division, which are similar to percentages in the previous financial year.
Operations employees represented 32 per cent of the CASA headcount compared to 34 per cent in June 2012. Corporate Services employees have increased by 2 per cent to 15 per cent of the CASA headcount since June 2012.
Tables B.1 to B.4 show details of employee numbers by classification and region, gender and age group.
The key difference from 2011–12 is that CASA’s female workforce has grown from 34.7 to 36.1 per cent. All other data remain consistent with the previous year.
CASA had an average of 10.46 days unplanned absence per employee in 2012–13. This was higher than the 8.37 days reported in 2011–12. Unplanned absences include sick leave, carer’s leave and compassionate leave. Over the past two reporting periods, CASA’s unplanned absences have been below the average for Australian Public Service agencies.
In 2012–13, CASA’s rate of staff turnover among permanent employees was 9.16 per cent, a decrease from the 11.42 per cent reported in 2011–12. Turnover is calculated as the number of permanent employees who have left the organisation as a percentage of the number of permanent employees in the organisation at the time. Figure 9 shows the turnover rate for the five financial years from 2008–09 to 2012–13.
There has been a gradual decline in turnover since 2008–09, from 13.70 per cent in that year to 9.16 per cent in 2012–13.
CASA continues to deliver a program that encourages and celebrates diversity in the workplace. Internal programs promote a safe and supportive working environment to meet the needs of a diverse workforce.
On 11 February 2013, the Minister approved reporting on CASA’s Workplace Diversity Program for 2012–14, an annual requirement under the Equal Employment Opportunity (Commonwealth Authorities) Act 1987.
Table 5 shows CASA’s achievements against action items in its Workplace Diversity Plan.
|1||Employees and managers are aware of CASA’s commitment and expectations in regard to workplace diversity||✓ Welcome message sent to new starters outlining workplace diversity principles, key contacts and access to training|
|2||Employees and managers are aware of their individual responsibilities in relation to workplace diversity||✓ Workplace Diversity Program released to all staff and promoted through staff newsletter and direct emails|
|4||Raise awareness of diversity issues through celebration of diversity events||✓ Diversity calendar released|
✓ Flagship events approved and published on intranet
✓ Intranet page updated
|6||Ensure that recruitment and selection process adheres to workplace diversity expectations||✓ Briefing to recruitment team on key issues as a basis to coach panel members|
✓ Position descriptions have workplace diversity principles as mandatory selection criteria
|12||Develop a supportive environment for employees who may have specific work and life balance needs||✓ Flexible working arrangements policy released|
✓ Completed procedures for application for part-time and job share arrangements
✓ CASA accredited as a breastfeeding friendly workplace with the Australian Breastfeeding Association
|14||CASA supports employees with special needs||✓ Support and assistance to meet the individual requirements of employees with special needs, managed through health and wellbeing program|
|15||CASA’s working environment supports employees from diverse cultural/religious backgrounds||✓ Inclusion of special leave for up to five days per year for significant cultural and religious events included in Enterprise Agreement|
|19||Develop strategies to encourage more equal representation of women in CASA senior leadership positions||✓ V2 mentoring development program in place to assist women to develop in senior leadership roles|
Table B.4 provides workplace diversity data based on key diversity groups.
The diversity data format has changed for 2012–13 to provide a more accurate reflection of response rates as a proportion of respondents, rather than against total staff numbers. One of the identified activities in the CASA Workplace Diversity Program is to implement strategies to improve voluntary reporting to enable CASA to provide more targeted training, advice and support, as well as to provide a greater focus on improving workplace culture and social inclusion.
Staff training and development
CASA’s Professional Development section ran eight programs during 2012–13, focused on developing the leadership and project management capability of staff. The well-received programs were designed specifically for CASA and aligned to the Australian Qualifications Framework. Twenty-two staff achieved a Certificate IV in Program Management, 12 staff gained Diplomas of Project Management, 38 staff qualified for a Diploma of Management and 36 staff completed Advanced Diplomas of Management.
The programs ranged from two-day workshops to 12-month programs. They included the Growing Leaders to Achieve Safe Skies (GLASS) program, which comprises residential, coaching and Diploma of Management modules, and the V2 mentoring for women program. The programs take the form of formal face-to-face training, on-the-job skills development, ongoing skills coaching and targeted seminars.
- 26 separate regulatory and technical training courses and programs were delivered on 102 occasions to CASA regulatory staff, industry delegates and industry personnel; in total, 1,290 people received such training
- 36 different professional development courses and programs were delivered to 1,395 participants
- 21 e-learning courses were delivered to 1,706 participants.
In 2012–13, Regulatory and Technical Training reviewed and consolidated its educational response to CASA’s training needs for inspectorate staff. The 2013–14 financial year will bring a shift to an educational model that will provide greater rigour and consistency in the analysis, design, delivery and evaluation of training.
This new strategy will be underpinned by an updated CASA Regulatory Safety Education policy, which will be implemented progressively over the next three years.
The policy will focus on regulatory and technical training courses, where appropriate, and will be aligned to the Australian qualifications and training frameworks standards, and will develop CASA’s enterprise educational achievement standard.
In the year ahead, the Professional Development section will work closely with all divisions to further develop staff through a Sage program, providing development pathways with nationally recognised qualifications aligned to CASA’s business needs and increasing staff access to mentoring programs and other continuous professional development opportunities.
The demand for both professional development and regulatory and technical training has increased substantially since 2010.
Table 6 shows staff training and professional development activities for CASA employees from 2008–09 to 2012–13.
|Financial year||Regulatory and technical training courses||No. of participants||Professional development courses||No. of participants||E-learning courses||No. of participants|
n.d. = data not available
a Data as reported in 2008–09, 2009–10 and 2010–11 annual reports.
The introduction of the new learning management system will provide greater accuracy for all CASA safety education training records. A variation in e-learning modules from 2011–12 reduced the number of available modules but has notably increased the participation rate of staff.
CASA employees are employed under the powers vested in the Director of Aviation Safety by the Civil Aviation Act 1988. The terms and conditions of the majority of CASA employees are prescribed in the CASA Enterprise Agreement 2012–14, which came into effect on 2 July 2012 and will expire on 30 June 2014.
At 30 June 2013, approximately 92 per cent of CASA employees were employed under the Enterprise Agreement and 8 per cent under individual agreements. CASA also had a number of service contractors and individuals temporarily engaged through contracted employment agencies. This included some short-term project employees and people engaged to oversee licensing examinations.
Recognition of high performance
In 2012–13, CASA continued its recognition scheme for high-performing staff, which is designed to reinforce CASA’s values and behaviours. Employees are nominated for recognition under the scheme by their managers or colleagues.
The Employee of the Month award recognises individuals who have excelled in demonstrating CASA’s values. The Above and Beyond award recognises individuals or teams who demonstrate outstanding and exceptional work or work on projects of importance to CASA.
CASA also uses a recognition scheme to honour the achievements and service of employees for their 5, 10, 15, 20, 25, 30, 35 and 40 year milestones.
Table 7 lists recipients of CASA performance awards in 2012–13.
|Date||Employee of the Month||Above and Beyond|
|July 2012||Tom McLaren||Des Byfield, Gail Mason, Jason Richardson|
|August 2012||Brian Harris, Roy Tuomela||Carmen Askew, David Chadbourne, Saskia Ford, Peter Goodwin, Luke Gumley, Greg Imlay, John Moore, Joe Rule, Gene Truan, Danny Ullmer, Melanie Waddell, David Warfe, Rob Wight|
|September 2012||Steve Neal||Britt Love, Chris Marrinan, Rachel Zobel|
|October 2012||Jorge Woods||Adrian Tusek|
|November 2012||Erica Mors||Mike Juelg|
|December 2012||Paulina Young||Robin Arranz|
|January 2013||Carrie Sullivan||Mark Richardson|
|February 2013||Peter O’Keefe||Nicole Edwards, Gareth McGraw|
|March 2013||Jason Butterfield||Ian Banks, Bill Cox, Selina Fothergill, David Gilbert, Grant Howard, Nick Strange|
|April 2013||Phillip Lister||Sasha Johnson|
|May 2013||Kevin Dyer||Jaya Ambali, Gospech Kumar, David Rees, Sam Yameen, Helen Amos|
|June 2013||Ricky Cochrane, Tracy Patch||Mike Broom, Ifte Ahmed, David Skeoch, Ben Challender, Mick McGill|
Note: More than one employee can be awarded the Employee of the Month award. Above and Beyond awards can be awarded to individuals or groups.
Outcomes not fully achieved
The integrated workforce planning program was not fully completed during 2012–13. While the workforce planning elements were integrated into the annual planning cycle and an interim workforce plan was delivered, they were not fully integrated into the budget and business planning cycle. A small refresh of data in the first quarter of 2013–14 will ensure that the workforce planning program will be fully operational to deliver an integrated planning cycle for 2013–14.
The CASA leadership and management capability requirements were not fully completed. Significant progress was made to deliver a draft report for consultation and review by the executive team in the first quarter of 2013–14.
The CASA-wide performance achievement system was not implemented due to technical issues, resulting in delivery delays in the human resource management system that affected the delivery of the online tool to support the program. Full release of the module for staff covered by the CASA Enterprise Agreement will occur in the first quarter of 2013–14. A training program has been developed to support the new online process and to reinforce the importance of regular performance discussions.