CASA implements a range of people strategies and initiatives to strengthen workforce capability and to achieve its corporate goals. The CASA strategic workforce plan drives the development of a strong and flexible workforce to implement CASA's strategies and meet CASA's obligations.
On 30 June 2014, CASA had 871 employees, who included 857 operative employees and 14 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.
Tables B.1 to B.4 on pages 174 to 176 show details of employee numbers by classification and region, gender and age group.
Figure 8 shows percentages of employees by division, which are similar to percentages in 2012-13.
Figure 8 Employees by division and category at 30 June 2014
CASA had an average of 9.65 days unplanned absence per employee in 2013-14. This was lower than the 10.46 days reported in 2012-13. Unplanned absences include sick leave, carer's leave and compassionate leave. Figure 9 compares absence rates from 2009-10 to 2013-14.
Figure 9 Unplanned absence rates, 2009-10 to 2013-14
In 2013-14, CASA's rate of staff turnover among permanent employees was 8.78 per cent, a decrease from the 9.16 per cent reported in 2012-13. There were 17 retirements in the reporting period.
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. There has been a gradual decline in turnover since 2009-10, as Figure 10 shows.
Figure 10 Turnover, 2009-10 to 2013-14
CASA's Workplace Diversity Program encourages and celebrates diversity in the workplace, and promotes a safe and supportive working environment to meet the needs of a diverse workforce.
The Workplace Diversity Program 2012-14 was developed in consultation with employees and relevant unions, and identifies initiatives relating to six areas of focus:
- Aboriginal and Torres Strait Islander people
- people with a disability
- female CASA employees
- culturally and linguistically diverse communities
- CASA's mature-aged workforce
- parents and carers.
Through the Workplace Diversity Program, CASA details the strategies it has established to promote equal opportunity in employment for women and persons in designated groups, in accordance with the requirements of the Equal Employment Opportunity (Commonwealth Authorities) Act 1987. The Workplace Diversity Program also demonstrates how CASA complies with the requirements of the Act through the achievement of agreed action items.
In October 2013, CASA provided an interim report to the Minister outlining progress against the Workplace Diversity Program's objectives. Table 5 shows CASA's achievements against action items.
|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 mandatory online training √ Equity and Diversity online training provided to all new starters within first weeks of engagement √ Workplace Diversity Program induction delivered to new starters through scheduled orientation activities|
|2 and 10||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 √ Presentation on new initiatives provided to all work groups √ Building respectful workplace relationships training delivered to 27 per cent of employees|
|3, 8 and 9||Maintain appropriately trained support networks and resources to assist employees with diversity issues||√ Diversity Ambassador Program launched and the role of CASA's diversity ambassadors widely promoted √ Diversity ambassadors provided with two days training to support the Working with Respect policy and procedures √ Employee Assistance Program actively promoted through a variety of communication channels √ Mental Health training delivered to assist management and staff to identify, support and manage mental health issues effectively in the workplace|
|4||Raise awareness of diversity issues through celebration of diversity events||
√ A diversity calendar established and promoted to
all staff √ Eight flagship events delivered across CASA √ Intranet page updated each month to promote
the Workplace Diversity Program and announce
|6||Ensure that recruitment and selection process adheres to workplace diversity expectations||√ Position descriptions designed with workplace diversity principles as mandatory selection criteria √ Specific online recruitment panel training provided to all new panel members √ Support provided to facilitate reasonable adjustment for candidates with disabilities|
|7||Develop a policy framework to support equity and diversity||√ Working with Respect policy and procedures released √ Managing Breaches of the Code of Conduct policy and procedures released|
|12||Develop a supportive environment for employees who may have specific work and life balance needs||√ Application procedures for part-time and job-share arrangements released √ CASA accredited as a breastfeeding-friendly workplace with the Australian Breastfeeding Association √ Returning to Work webinar made available to all staff on maternity leave to prepare them for their return to work and promote services available for breastfeeding mothers|
|14||CASA supports employees with special needs||√ Support and assistance to meet the requirements of employees with special needs provided through the CASA Health and Wellbeing Program|
|15||CASA's working environment supports employees from diverse cultural/religious backgrounds||√ Inclusion of special leave for up to three days per year for significant cultural and religious events included in the Enterprise Agreement|
|17||Assist in retention and attraction of Indigenous employees||√ Senior executive appointed as CASA's Indigenous Champion √ Indigenous working group established|
|18||Assist in retention and attraction of employees with a disability||√ Senior executive appointed as CASA's Disability Champion √ Disability Action Group established|
|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 on page 176 provides workplace diversity data based on key areas of focus.
The diversity data format provides 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.
Embracing diversity through food
The Brisbane, Canberra, Melbourne and Perth offices celebrated diversity through Taste of Harmony events in March 2014. Staff shared their favourite dishes from a wide range of cultural backgrounds from places such Chile, Thailand, Turkey, Italy, Mauritius, China, Germany, the United States and Australia.
CASA has around 180 staff members who were born in countries other than Australia, including more than 80 from countries where English is not the main language.
Staff training and development
L to R: Christine Buckland, Amy Watson, Janet Crouch, Paulina Young, Macarena Robins, Lynne Bailey, Judith Keogh and Rory Martin from CASA's People and Performance team, organisers of the 'Taste of Harmony' event, Canberra Office.
CASA's Professional Development section provided Certificate III and Certificate IV in Government and the Certificate IV in Frontline Management courses to entry-level staff and staff in supervisory roles in CASA in 2013-14. These certificate courses are supported by short courses that mirror the competencies in qualifications, peer learning through forums, and the CASA@Lunch series where subject matter experts provide information sessions on relevant areas such as governance, equity and diversity, and procurement. These courses will continue into the next financial year.
During the year, the V2 mentoring development program for women was completed. A total of 36 mentors and 36 mentorees participated during the life of V2, which was introduced in December 2011. V2 was a landmark activity for CASA and provided support to women in relation to professional development, career planning and personal development. The My Mentoring Program was introduced in March 2014 and has been well received. The My Mentoring Program is available to all staff and supported by safety education.
Good Administrative Decision Making workshops were presented across CASA from January to June 2014, with 147 staff attending. Further workshops have been scheduled for 2014-15. Customised sessions have also been provided to CASA's executive and senior management.
Communicating as a Regulator refresher training was initially provided to staff of the Operations Division across Australia and has since been expanded to include all CASA inspectorate staff. This course covers three units of competency at the diploma level. This training has been well received, with 200 staff attending in 2013-14. The full training component is now included in the curriculum of the Core Regulatory Training Program.
Other development activities conducted in 2013-14 to support organisational capability include Technical Report Writing and Presentation Skills.
The Regulatory and Technical Training section delivered the first two parts of the new Flying Operations Inspector training over two locations. The new course currently aligns to four nationally recognised units of competency and was well received in both locations as well as through the online e-learning module. This blended learning strategy will continue into 2014-15.
In addition to developing the new Flying Operations Inspector training, the Regulatory and Technical Training section reviewed and redeveloped several of the existing regulatory and technical training courses. These included Introduction to Safety Management Systems, CASA Surveillance Manual/Sky Sentinel, and Airworthiness Inspector.
During the year, the new Maintenance and Reliability Program was created, encompassing Systems of Maintenance Civil Aviation Regulation 42 (1988), Approved Maintenance Programs CASR 42 (1998) Subparts J and K, and Reliability Programs CASR 42 (1998) Subpart L.
Delivery of activities
- 20 separate regulatory and technical training courses were delivered on 103 occasions to CASA regulatory staff, industry delegates and industry personnel; in total, 900 people received such training
- 52 separate professional development courses were delivered to 822 participants
- 33 e-learning courses were delivered to 2,687 participants.
Table 6 shows staff training and professional development activities for CASA employees from 2009-10 to 2013-14. The data shows a shift in delivery methods to reflect optimal training outcomes for staff.
n.d. = data not available
Outcomes not achieved
The introduction of the Sage Program, a systematic strategy to identify important information, lessons learned and tacit knowledge gained from staff leaving CASA, was put on hold due to the unavailability of required staff. It is now expected to get underway in 2014-15.
The Diploma of Government rollout was postponed to the next financial year to allow the certificate courses to be completed first and to provide a clear development pathway for staff completing those courses.
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.
The CASA Enterprise Agreement 2012-14 expired on 30 June 2014 and will continue to operate until a replacement enterprise agreement is negotiated. This process will be guided by the requirements of the Fair Work Act 2009 and the Australian Government Public Sector Workplace Bargaining Policy, which was released on 28 March 2014.
At 30 June 2014, approximately 93.7 per cent of CASA employees were employed under the enterprise agreement and 6.3 per cent were employed 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 2013-14, 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 and Team Excellence awards recognise individuals who have excelled in demonstrating CASA's values. The Team Excellence award was introduced in November 2013 to ensure that stronger emphasis is placed on recognising teamwork within CASA. 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 has a recognition scheme to honour the achievements and service of employees for their 5, 10, 15, 20, 25, 30, 35 and 40 year milestones. In 2013-14, 10 employees received recognition of service awards for 20 years or greater service, with three of those receiving 40-year recognition of service awards.
Table 7 lists staff members who received milestone awards, while Table 8 shows recipients of CASA performance awards.
|Length of service||Employee|
|20 years||Wendy Barwick, Hugo Vaughan|
|25 years||David Chadbourne, David Punshon, Geoffrey Turnbull|
|30 years||Carolyn Mosslar, Geoff Wardrobe|
|40 years||Philippe Deville, Barbara Eitzen, Leif Nystrom|
|Above and Beyond||Team Excellence|
|July 2013||Victoria Jackson||
|August 2013||Prue Zamora||Cheryl Lopez, Britt Love, Selina Walmsley||-|
|September 2013||Gerard Nolan||
|October 2013||Scott Jacovou-Johnson||
|November 2013||Bevan Harlock||-||Corporate Relations Team - Nisha Bala, Louise Brooks, Stuart Cameron, Renee Carver, Shella Chua, Tracy Deren, Peter Gibson, Alison Hayward, Carolyn Hutton, Natalie Johnson, Stephen Neal, Jeff Street, Krystyna Urban, Nick Ward, Melissa Webster|
|December 2013||Wayne Abbott||-||Melbourne Airport Aerodrome Inspectors - Darren Angelo, Russell Dwyer, Joe Hain, Sharon Nylen, Rebecca Wilcock|
|January 2014||Kate Dalrymple||-||CASA Graduate Program Team - Katie Doherty, Grace Franco, Ann-Marie Moss|
|February 2014||Kate Webster||Northern Sweep Team - Greg Deal, Neil Forbes, Mark Richardson, John Skeldon, Wayne Tempany, David Thiele|
|March 2014||Tom W. Forrest||Mick Poole||Business Development and Assurance Team - Michelle Allison, Michael Burgess, Gerry Foley, Cherie Lopez, Rebecca McLisky, Amy Stewart|
|May 2014||Alison Hayward||Karina Andrews, Sharon Nylen||B787 Dreamliner Project Team - Alex Gonzalez, Bevan Harlock, David Heilbron, Grant Howard, Peter Marsh, Will Nuttall, Michael Rossiter, Joe Silvestro, Adrian Tusek|
|June 2014||Roger Alder||Grace Franco, Gillian Howard, Shari Spark||-|
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
Due to the reshaping of priorities to reflect a changed corporate focus and to enable alignment with broader government objectives, some outcomes were not fully achieved.
While significant progress was made on the development of the CASA People Capability Framework and succession planning, these activities were not finalised in the reporting period, due to a refocusing of resources to achieve workforce productivity improvements across CASA. The CASA People Capability Framework will be finalised by December 2014, and the approach to succession planning will be finalised by December 2015.