4 Our organisation
4.1 Our evolution
Key milestones and organisational evolution
Figure 9: Historic timeline of Roads and Maritime Services
1837 to 1844
Circular Quay constructed
Steam Navigation Board and Pilot Board of NSW
Marine Board of NSW
Sydney Harbour Trust
Parramatta Road sealed
Main Roads Board
Sydney Harbour Bridge opened to traffic
Department of Main Roads
Maritime Services Board
Inaugural Sydney to Hobart yacht race
Lift span bridges over the Murray and East Coast Rivers Sydney’s first motorway the M4 Western Freeway was constructed
LH Bridge over Macquarie River in Dubbo
Newell Highway opened as one sealed route
Bicentenary first fleet re‑enactment on Sydney Harbour
Department of Main Roads merges with Traffic Authority of NSW to form Roads and Traffic Authority
Roads and Traffic Authority
Sydney Harbour Bridge tunnel opened to traffic
The Maritime Services Board relinquished control of Goat Island
Work starts on Pacific Highway upgrade
Waterways Authority supported Sydney 2000 Olympic events
Roads and Traffic Authority and NSW Maritime abolished. Roads and Maritime Services established
Sea Cliff Bridge in Clifton opened to traffic
Hunter Expressway opened
Work commences on WestConnex and NorthConnex
4.2 Our executives
Figure 10: Roads and Maritime Executive structure
Chief Executive - Ken Kanofski
Period: 15 August 2016 - 30 June 201713
Qualifications: BBus, MBA, FCPA, AICD
Chief Financial Officer - Fiona Trussell
Period 1 July 2016 - 30 June 2017
Qualifications: BEc (Accounting), CA, GAICD
Executive Director Technical and Project Services (Chief Engineer) - Jeff McCarthy
Period 3 April 2017 - 30 June 201714
Qualifications: BE (Elec Hons), M Comm, GAICD
Executive Director NSW Maritime - Angus Mitchell
Period 1 July 2016 - 30 June 2017
Qualifications: BEd (Hons)
Executive Director Compliance and Regulatory Services - Melinda Bailey
Period 1 August 2016 - 30 June 201715
Qualifications: B Com (Hons), FCPA, FAICD
Executive Director Sydney - John Hardwick
Period 24 April 2017 - 30 June 201716
Qualifications: CFMA, MBA, Associate Diploma - Electrical Engineering
Executive Director Stakeholder and Community Engagement - Angela Fiumara
Period 1 July 2016 - 30 June 201717
Qualifications: BA Communications: (Public Relations and Marketing), majoring in Public Relations and Marketing
Executive Director Motorways - Peter Gemell
Period 3 April 2017 - 30 June 201718
Qualifications: BEng (civil) FIE RPEQ
Executive Director Regional and Freight Division - Roy Wakelin-King, AM
Period 3 April 2017 - 30 June 201719
Qualifications: Gdp BA, Bps, MAICD
Executive Director Business Services - Jane Ridley
Period 1 July 2016 - 21 June 201720
Qualifications: Dip. Teach, Grad Cert Management, GAICD
Chief Executive (former) - Peter Duncan, AM
Period 1 July 2016 - 14 August 201621
Qualifications: Cert L&ESD, Grad. Cert Traffic Eng, A.Dip Land Studies, G.Dip Mgt., FIPAA, JP, MAICD
4.3 Senior Executive remuneration Levels 2 to 6 (GSE Bands 1 to 4)
In 2016‑17 the percentage of total employee related expenditure relating to senior executives was 4.2 per cent compared to 5.5 per cent published in the 2015‑16 annual report 22.
Table 8: Numbers and remuneration of senior executives
|Transport Senior Service Level23||Female||Male||Total||Average of total remuneration package24|
|Senior Service Level 2 (equivalent to GSE Band 125)|
|Senior Service Level 3 (equivalent to GSE Band 1)|
|Senior Service Level 4 (equivalent to GSE Band 2)|
|Senior Service Level 5 (equivalent to GSE Band 2)|
|Senior Service Level 6 (equivalent to GSE Band 3)|
- This is based on the actual cost of Level 2 to 6 senior executives versus the total employee expenditure for the financial year
- Senior executives of Roads and Maritime are senior service employees of Transport for NSW.
- The average total remuneration package is based on contracted annual salary as at 30 June.
- Transport for NSW implemented the Government Sector Employment Legislation Amendment Act 2016 No 2 (GSELA) to align the framework for the employment of senior service executives with those in the NSW public service effective 1 July 2017. In future these six-level Transport Senior Service structure will be mapped to a Government Sector Employment (GSE) structure of four bands and a new Transport Senior Service Manager classification.
4.4 Our employees
We are committed to our delivery outcomes through deploying the right people at the right time.
Our employee profile
Table 9: Total full time equivalent (FTE) employees by category
|Year||Salaried employees||Wages employees||Casual employees||Total FTE|
|As at 30 June 2017||4,370||1,362||85||5,817|
|As at 30 June 2016||4,502||1,410||1826||5,930|
|As at 30 June 2015||4,793||1,010||249||6,052|
|As at 30 June 2014||5,223||1,051||241||6,515|
|As at 30 June 2013||5,562||1,703||206||7,472|
|As at 30 June 2012||5,810||1,768||95||7,673|
- With the introduction of our Enterprise Resource Planning software in 2016 and system transition, the classification of some employees was impacted.
Building a contemporary workforce
Our people are the key to delivering quality services and infrastructure for the people of NSW.
In 2016‑17 Roads and Maritime launched the People Plan 2020. The People Plan outlines how we are going to enable our workforce to meet current and future needs across our key people priorities:
- developing our people and leaders
- enabling our people to work more flexibly
- engaging with our people to understand what is important to them
- attracting and retaining a diverse workforce.
Developing our people and leaders
More than 200 Roads and Maritime employees participated in leadership development programs this year. Of these participants, frontline leaders represent around 50 per cent of the number of employees receiving leadership development. This was due to a targeted investment in frontline leadership to improve leadership capability, engagement and drive high performance and improve customer experience.
A 50:50 ratio for a gender-balanced approach is taken to ensure nomination for leadership development has an equal representation of both male and female employees for all leadership development opportunities provided within the agency and externally. This approach aligns to the NSW Public Service Commission's recommendations and initiatives in the Roads and Maritime Diversity and Inclusion Action Plan.
The Performance Development and Review Programs continued across the organisation with an online system for employee development, Success Factors, implemented as part of the Transport Cluster Enterprise Resource Management System. This provided the mechanism for both award employees and senior service employees to complete their performance agreements online and increase their skills and knowledge during the year. Through this program, employees are encouraged to display the key behaviours listed in our Customer Charter and put the customer at the centre of everything we do.
Our agency supported people leaders and employees to transition to activity-based working. Key benefits include:
- provides flexibility and encourages collaboration
- blends formal and informal use of space
- delivers a more modern workplace, reflecting the different nature of our work
- provides adaptable environments for a variety of tasks
- provides more open and transparent spaces
- drives simpler, faster and more flexible technology.
In addition to transitioning to activity-based working across the agency, we recognise the importance of flexible working arrangements. In 2016‑17, as part of a wider flexibility strategy we delivered the Flexibility Works Program to support managers in the implementation of flexible work practices and the Staying Connected Program to assist employees on extended parental leave back into the workplace.
Providing flexibility is one of the ways we are working to build an inclusive workforce in Roads and Maritime. Flexible working helps our people to be as productive as possible while providing them with more choices about how they balance their commitments outside of work, making it easier for all employees to make their unique contribution to our workplace.
Engaging our people and leaders
We encourage our employees to complete the annual People Matter Employee Survey led by the NSW Public Service Commission. The survey provides an opportunity for our employees to have a say about their workplace and to help make our agency a better place to work.
In the last few years there has been significant uptake of employees completing the survey, with 90 per cent completing the survey in 201727, compared to 73 per cent in 201628. The survey findings helped us identify areas of good practice and for improvement. In 2016‑17, action plans were developed and implemented to improve visibility of senior leaders, recruitment and development and career development.
Listening to our employees and responding to their suggestions increases engagement resulting in better performance, increased productivity and greater customer satisfaction.
Attracting and retaining a diverse workforce
Diversity relates to age, gender, ethnicity, cultural background, sexual orientation, religious belief, disability and carer responsibilities. It applies to other differences, such as educational level, life experience, work experience, socio-economic background, personality and marital status. Inclusion refers to the achievement of a work environment where differences and diversity of thought are valued.
The Transport for NSW Diversity and Inclusion Plan articulates the approach for the entire Transport cluster. It focuses on employment strategies that promote a diverse and inclusive workplace to underpin the growth of a customer-centric culture and support development of key capabilities.
To achieve the outcomes of this plan, we launched our own Diversity and Inclusion Action Plan in January 2016 to support the achievement of diversity targets and driving an inclusive culture.
Key achievements from our Diversity and Inclusion Action Plan were:
- the establishment of regionally based Diversity and Inclusion Forum Committees
- increase in representation of women in senior service roles
- delivering conscious inclusion training for more than 500 staff, people leaders and executives
- commenced the design, development and implementation of the Flexibility Program to drive more flexible work practices, increase engagement, and reducing congestion during peak travel periods
- delivering the Staying Connected Program to provide adequate support to men and women returning from extended parental leave to help staff transition back into the workplace.
Our agency has two diversity and inclusion priorities that align with the wider public sector targets set by the Premier, which are:
- women in senior roles - 24.8 per cent representation across senior service roles
- Aboriginal representation - 1.94 per cent Aboriginal representation across all workforce.
Key workplace diversity measures are outlined in Table 10. Representation of women in senior service roles increased in 2016‑17, reflecting the agency's progress towards the Premier's target of 50 per cent of women holding senior executive positions in the public sector by 2025.
Table 10: Representation of workforce diversity groups29
|Equal employment opportunity groups||Target||2012‑13 (%)||2013‑14 (%)||2014‑15 (%)||2015‑16 (%)||2016‑17 (%)|
|Women||50% by 2025||36.1||35.3||35.4||34.6||32.5|
|Women in senior service roles||24.8% by December 2017||21.4||19.6||20.9||22.4||24.6|
|Aboriginal and Torres Strait Islander peoples||1.94% by December 2017||0.8||0.8||1.6||1.8||1.8|
|Employees whose first language is not English||19%||8||8.2||9.3||10||10.8|
|Employees with disability||N/A||3.3||3.0||2.9||2.7||2.9|
|Employees with disability requiring adjustment||1.5%||1||0.9||0.8||0.7||0.9|
- Data reported in previous years has been amended to align with the NSW Public Service Commission Workforce Profile methodology and financial year reference period to reflect seasonal variation in employment.
Increasing the employment and development of Aboriginal people
We are committed to improving the recruitment, development and retention of Aboriginal people across our workforce. In 2016‑17 we undertook the following activities:
- targeted recruitment campaigns to attract Aboriginal people to roles across the agency and the Transport cluster
- continued the Aboriginal Maritime Services Traineeship Program, which commenced in 2014. Currently two trainees are completing their Coxswain qualification
- the appointment of 17 Aboriginal Trainees and Apprentices in our Regional and Freight Division
- three cadets placed within the agency as part of Transport for NSW's Aboriginal VET Cadetship Program
- developed and implemented the VET Cadet Program in Surveying. This program is run over three years and VET Cadets achieve a certificate III, IV or Diploma in Surveying at the end of the program. There are currently two Aboriginal VET Cadets (Surveying) in the agency
- continuation of the Aboriginal Cultural Education Program that aims to build internal relationships, provide support to managers and Aboriginal employees and improve service delivery to Aboriginal customers and stakeholders. Around 75 people attended the workshops held across NSW in 2016‑17. Since 2009, more than 950 people have attended the Aboriginal Cultural Education Program
- celebrations across Roads and Maritime office and work sites for NAIDOC week, celebrating and promoting Aboriginal culture
- ten Aboriginal employees graduated from the Aboriginal Career Development and Mentoring Program with five senior service leaders being mentors
- continuation of Aboriginal Participation in Construction (APiC) policy in the delivery of major infrastructure projects with around 14 contracts including mandatory APiC requirements.
4.5 Industrial relations and policy
Communication and consultation
Communication and consultation in relation to employee- and industrial-related matters takes place either through regular forums with professional associations and unions representing salaried and wages employees throughout the year, or on an ad hoc basis such as through the reform process. Meeting on a regular basis, the Peak Consultative Committee is the primary point of consultation between our agency and the salaried employees' associations and unions. Meeting on a quarterly basis, the Single Bargaining Unit is the peak negotiation and consultation forum for wages employees.
Human resources policies
In 2016‑17 we continued to work closely with Transport for NSW and other cluster agencies to coordinate and deliver an aligned suite of policies.
We completed two phases of a comprehensive review of human resources policy and procedures to improve content and usability. The third phase, in 2017‑18, will implement a new document structure and transition documents to more accessible formats.
Award negotiations and movements in salaries and wages
In 2016‑17 the following industrial instruments applied to the agency:
- Roads and Maritime Services (Wages Staff Award) 2015
- Roads and Maritime Services (Traffic Signal Staff) Award 2015
- Roads and Maritime Services School Crossing Supervisors Award 2015
- Roads and Maritime Services Consolidated Salaried Award 2016.
Staff members employed under these awards received an annual increase of 2.5 per cent from 1 July 2016. The awards for the 2016‑17 period expired on 30 June 2017.
Negotiations commenced in early 2017 between Roads and Maritime and respective unions to draft four new Roads and Maritime awards. In principle agreement was reached between the parties on all four new awards in June 2017 and applications for the new awards were filed with the NSW Industrial Relations Commission in July 2017.
The new awards will provide for increases of 2.5 per cent each year for the periods 2017‑18 and 2018‑19 and will have a term of two years.
Participation in industrial action
There were nil days lost due to employee participation in industrial action for 2016‑17.