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5

Our people

5.1 Our employee profile

Roads and Maritime is committed to the achievement of its delivery outcomes through deploying the right people, with the right skills, at the right time.

Table 4: Total full time equivalent (FTE) employees by category
Year Salaried employees Wages employees Casual employees Total employees
As at 30 June 2016 4,502 1,410 181 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
  1. With the introduction of our Enterprise Resource Planning software, some staff members who were previously recorded as casuals are now recorded as wages staff. The casual employee headcount at 30 June 2016 was 169.

5.2 Contemporary workforce

In 2015-16 Roads and Maritime delivered a People Plan aligned to the Transport cluster People Plan 2015-16. The plan focused on:

The organisation supported people leaders and employees to transition to activity-based working environments that encourage collaboration, technology-based working and flexibility.

This occurred through workshops and capability sessions to support the transition of more than 2,000 employees to new offices in Rozelle, Parramatta, Milsons Point and Wagga Wagga by May 2016.

5.3 People performance

The Performance Development and Review (PDR) programs have been continued across the organisation with:

The Roads and Maritime Executive endorsed an Employee Recognition Framework to focus on external, internal and informal recognition opportunities.

The organisation also continued to build on the People Matter Employment Survey 2014 results. The 2016 survey yielded a 73 per cent response rate from employees, up from 40 per cent in 2014.

5.4 Leadership

The agency continues to drive change and encourage values-based leadership through its support of Transport for NSW's DriveIt leadership development programs.

More than 120 Roads and Maritime employees participated in the leadership development program this year with an average 13.5 per cent positive shift in capability assessed through evaluation of pre and post training responses.

The high performance programs were delivered with a 50:50 ratio participation of women and men to align these leadership initiatives with the Diversity and Inclusion Action Plan.

5.5 Diversity and inclusion

Roads and Maritime is committed to building a diverse and inclusive culture; a culture that plans for and encourages diversity, recognising the benefits that such an approach brings for our employees and customers.

Diversity relates to age, gender, ethnicity, cultural background, sexual orientation, religious belief, disability and carer responsibilities. It also 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 Strategy articulates the approach for the entire Transport cluster. Roads and Maritime has also developed, launched and started the implementation of its own Diversity and Inclusion Action Plan. Roads and Maritime has two diversity and inclusion priorities that align with the wider public sector priorities set by the Premier external link. It is our intention to reach our targets by the end of December 2017. Our priorities are:

Key workplace diversity measures are outlined in Table 5 and have largely remained stable over the past year. Representation of women in Senior Service roles increased in 2015-16, reflecting the agency's work towards the Premier's 10-year target of 50 per cent of women holding senior executive positions.

Roads and Maritime recognises the importance of flexible working arrangements as an enabler in driving the creation of a diverse workforce. To enable flexibility, activity-based working has been introduced as part of a wider flexibility strategy and, in 2016-17, core hours will be removed to introduce a more modern flexible working arrangement for salaried employees. Other key programs that Roads and Maritime will be rolling out in 2016-17 are:

Table 5: Representation of equal employment opportunity groups
Equal employment opportunity groups Target 2012-13 (%) 2013-14 (%) 2014-15 (%) 2015-16 (%)
Women 50.0% by 2025 35.4 34.0 33.3 32
Women in Senior Service roles 24.8% by 2017 29.1 20.3 20.6 22
Aboriginal and Torres Strait Islander peoples 1.94% by 2017 1.4 1.0 1.7 1.7
Staff members whose first language is not English 19.0% 9.1 8.3 8.4 9.8
Staff members with a disability N/A 3.3 2.1 2.8 2.9
Staff members with a disability requiring adjustment 1.5% 0.9 0.9 0.8 0.9

Increasing the employment and development of Aboriginal people

Roads and Maritime is committed to improving the recruitment, development and retention of Aboriginal people across our workforce. In 2015-16 we:

5.6 Senior Executive overview - Levels 2 to 6

In 2015-16 the percentage of total employee related expenditure relating to Senior Executives was 5.5 per cent. This compares to 3.9 per cent in 2014-151.

Table 6: Numbers and remuneration of senior executives
Transport Senior Service Level2 Female Male Total Average of total remuneration package
Senior Service Level 2
2014-15 12 40 52 $224,804
2015-16 18 44 62 $230,967
Senior Service Level 3
2014-15 2 16 18 $275,387
2015-16 3 18 21 $289,950
Senior Service Level 4
2014-15 1 3 4 $283,847
2015-16 1 5 6 $305,148
Senior Service Level 5
2014-15 2 6 8 $368,312
2015-16 4 5 9 $370,092
Senior Service Level 6
2014-15 0 1 1 $553,490
2015-16 0 1 1 $569,704
2015-16 Total 26 73 99
  1. Figures exclude skilled hire contractors and redundancies.
  2. Although reported in Roads and Maritime's Annual Report, the Senior Service staff members within Roads and Maritime are employees of the Transport Service of New South Wales.

Chief Executive - Peter Duncan

Level
EXEC (SS6)

Period
1 July 2015 – 30 June 2016

Qualifications
Cert L&ESD, Grad. Cert Traffic Eng, A.Dip Land Studies, G.Dip Mgt.

Note: Peter Duncan held the position of Chief Executive from 31 October 2011 to 14 August 2016. Ken Kanofski was formally appointed to the position of Chief Executive on 15 August 2016. Ken Kanofski previously held the position of Chief Operating Officer within Roads and Maritime.

The Chief Executive manages Roads and Maritime's activities for the people and Government of NSW. The Chief Executive's role is to provide strategic direction and leadership ensuring the customer is at the centre of all our operations across the agency.

The Chief Executive is accountable to the NSW Minister for Roads, Maritime and Freight, and is appointed by the Secretary of Transport for NSW. Key responsibilities for the Chief Executive include:

Chief Financial Officer - Fiona Trussell

Level
SS5

Period
1 July 2015 – 30 June 2016

Qualifications
BEc (Accounting), CA, GAICD

The Chief Financial Officer for Roads and Maritime leads the Finance Division. The role of the Finance Division and the Chief Financial Officer is to provide group financial reporting and services including:

Director Office of the Chief Executive - Jim Peachman

Level
SS4

Period
1 July 2015 – 30 June 2016

Qualifications
BBus

Note: From 1 July 2015 to 3 June 2016, Jim Peachman was additionally Acting Director Customer, Engagement and Planning.

The Office of the Chief Executive provides timely executive advice and support to the Chief Executive. Accountabilities include:

Director Infrastructure Development - Jeff McCarthy

Level
SS5

Period
1 July 2015 – 30 June 2016

Qualifications
BE (Elec Hons), M Com, GAICD

The operational focus of the Infrastructure Development Division is to deliver approved major infrastructure projects across NSW to meet defined transport needs and project outcomes. Key responsibilities include:

Director Asset Maintenance - Greg Evans

Level
SS5

Period
1 July 2015 – 30 June 2016

Qualifications
BE, CPEng, FIEAUST, GAICD

The Asset Maintenance Division is responsible for delivering maintenance, minor works and engineering services to ensure NSW roads, bridges and maritime assets remain at a high standard, providing safe and efficient travel for people in NSW. Key responsibilities include:

Director Corporate Programs - Paul Hesford

Level
SS5

Period
26 October 2015 – 30 June 2016

Qualifications
BSc (Hons), FCA (ICAEW)

The Corporate Programs Division was created to implement two main programs of work:

Director NSW Maritime - Angus Mitchell

Level
SS4

Period
1 July 2015 – 30 June 2016

Qualifications
BEd (Hons)

The NSW Maritime Division is responsible for marine safety (specifically the regulation of commercial and recreational vessels and their operations) and the protection of the environment in connection with the use of vessels in State waters. These functions include:

Director Safety and Compliance - Peter Wells

Level
SS5

Period
1 July 2015 – 25 January 2016

Qualifications
BSC, MScMed, GAICD

Note: From 27 January 2016 to 30 June 2016, Joanne Treacy was Acting Director Safety and Compliance

The Safety and Compliance Division managed compliance with legislation, rules and policies for the use of the road network. The key responsibilities included:

Director Regulatory Reform - Melinda Bailey

Level
SS5

Period
8 February 2016 – 30 June 2016

Qualifications
B Com (Hons), FCPA, FAICD

The Regulatory Reform Division was established in February 2016 and is accountable for working with employees across the organisation to improve regulatory services and transform our organisation into an agile, outcomes-focused and risk-based regulator. The division's three priority programs are:

Director Corporate and Commercial - Jane Ridley

Level
SS5

Period
12 January 2016 – 30 June 2016

Qualifications
Dip. Teach, Grad Cert Management, MAICD

Note: Paul Hesford was Director Corporate and Commercial until appointed to the role of Director Corporate Programs.

The Corporate and Commercial Division provides quality corporate and commercial advice and services to the wider Roads and Maritime. This is achieved by maintaining and growing the trust and confidence of our stakeholders, while consistently delivering efficient and effective outcomes by having the right people, with the right skills, at the right time.

The Division consists of eight branches that are committed to working together to achieve the best outcomes for Roads and Maritime. The branches include:

Director Customer, Engagement and Planning - Angela Fiumara

Level
SS4

Period
6 June 2016 – 30 June 2016

Qualifications
BA Communications, majoring in Public Relations and Marketing

Note: Angela Fiumara commenced in the position of Director Customer, Engagement and Planning on 6 June 2016. Jim Peachman was Acting Director Customer, Engagement and Planning from 1 July 2015 to 3 June 2016. The activities listed below provide an overview of initiatives delivered by the Customer, Engagement and Planning Division throughout 2015-16.

Customer, Engagement and Planning provides leadership in customer and stakeholder engagement to enable planning approval and to deliver Roads and Maritime's projects and services. The division provides professional services and advice including:

Chief Operating Officer (Director Journey Management)- Ken Kanofski

Level
SS5

Period
1 July 2015 – 30 June 2016.

Qualifications
BBus, MBA, FCPA, AICD

Note: Ken Kanofski was appointed to the position of Chief Executive on 15 August 2016.

Journey Management's purpose is to make road transport in NSW safer, more efficient, more reliable and better integrated with the overall transport system. The division has full accountability for the road network and performs the role of client to the Asset Maintenance, Infrastructure Development and Compliance and Regulatory Services divisions as well as the Sydney Motorway Corporation and private motorways. The division also drives all road and Waterways Fund investment allocation and planning, and is the primary interface to Transport for NSW with respect to Roads and Maritime strategy and funding. Key responsibilities include:

5.7 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 monthly basis, the Peak Consultative Committee is the primary point of consultation between Roads and Maritime 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 Resource policies

In 2015-16 Roads and Maritime continued to work closely with Transport for NSW and other cluster agencies to coordinate and deliver an aligned suite of policies.

Roads and Maritime has also initiated a three-phase review of its HR policy and procedure suite to improve content and usability. This project's final phase will be delivered in December 2017.

Award negotiations and movements in salaries and wages

In 2015-16 the following industrial instruments applied to Roads and Maritime Services:

Staff members employed under these awards received annual increases of 2.5 per cent from 1 July 2015. The Superannuation Guarantee rate first increased to 9.5 per cent from 1 July 2014 (the 2014-15 year) and remained at 9.5 per cent for the 2015-16 year. A new Roads and Maritime Services Consolidated Salaried Award 2016 applies from 1 July 2016.

Participation in industrial action

The number of days lost due to employee participation in industrial action for 2015-16 was 132.56 days.

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