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261 Chapter 10: Corporate management and accountability

Part BPart BChapter tenChapter ten

Corporate management and accountabilityOrganisational structureOrganisational structure

Corporate governanceCorporate governance

Management of human resourcesManagement of human resources

Part B: IP Australia

262 Department of Innovation Annual Report 2010–11

Corporate management and accountability

Figure 14: IP Australia organisational chart, as at 30 June 2011

Philip NoonanDirector General

Michelle BakerExecutive Support Assistant

Julie BaxterOffice of the Director General

Bernadette LeonardTeam Leader Executive Support

Fatima BeattieDeputy Director General

Annie EsselExecutive Support Assistant

Teri JenkinsQuality Improvement

Ian GossBusiness Development & Strategy Group

Samantha SoldoExecutive Support Assistant

Matthew FornoInternational Policy & Cooperation

Terry MooreDomestic Policy

Peter WillimottMarketing & Customer Engagement

Geoff SadlierStrategy, Research and Ministerial Support

Janine BrownAudit and Evaluation

David JohnsonBusiness and Information Management Solutions Group


Ana DimitriouIT Security & Information Services

Andrew GuildProject Office

Dan CollinsDevelopment Standards

Nevin TembyApplications Manintenance and Testing

Ngan HaICT Architecture & SOA

Francine AustinInfrastructure Services

Wayne CorbinService Delivery

Grant NicholsonResources & Planning

Paul DobsonCommunication & Change Management

Doug PereiraCorporate Services Group

Ellysha DriscollExecutive Support Assistant

VacantChief Human Resources Officer

Margaret Royal A/gHR Strategy

Therese O'CallaghanHR Services

Emma DeutromLearning Centre

Adrian PlunkettProperty & Services

Tarnya GersbachChief Finance Officer

Tracey Ryan A/gFinancial Services

Kieran SloanBudgeting & Reporting

Celia PooleCustomer Operations Group

Bernadette LeonardExecutive Support Assistant

Jodi LawlerCustomer Service Delivery

Alex Jaksic A/gPatents & PBR Administration

Rod MillerTrade Marks & Designs Administration

Rob BollardBusiness Process Improvement

Jennifer Bowen-SmithWeb Presence Delivery &COG Business Management

Robyn FosterTrade Marks and Designs Group

Kerrie LoudonExecutive Support Assistant

David Olde A/gTM&D Examination A

Kumudu RamasundaraTM&D Examination B

Adele McMenemyTM&D Examination C

John BraybrooksTM&D Examination D

Gavin LovieTM&D Examination E

Michael ArblasterHearings and Oppositions

Victor PortelliPatent & Plant Breeder's Rights Group

Kathryn Dawes-ReadExecutive Support Assistant

George VuckovicPatent Examination A

Gillian JenkinsPatent Examination B

Phil SpannOpposition, Hearings and Legislation

Michael McDermottDirector, Planning, Budgeting and Communication


The structures and processes IP Australia had in place during 2010–11 to implement the principles and objectives of corporate governance are described in this section.

Figure 14: IP Australia organisational chart, as at 30 June 2011

Philip NoonanDirector General


Julie BaxterOffice of the Director General

Bernadette LeonardTeam Leader Executive Support

Fatima BeattieDeputy Director General

Annie EsselExecutive Support Assistant

Teri JenkinsQuality Improvement

Ian GossBusiness Development & Strategy Group

Samantha SoldoExecutive Support Assistant

Matthew FornoInternational Policy & Cooperation

Terry MooreDomestic Policy

Peter WillimottMarketing & Customer Engagement

Geoff SadlierStrategy, Research and Ministerial Support

Janine BrownAudit and Evaluation

David JohnsonBusiness and Information Management Solutions Group


Ana DimitriouIT Security & Information Services

Andrew GuildProject Office

Dan CollinsDevelopment Standards

Nevin TembyApplications Manintenance and Testing

Ngan HaICT Architecture & SOA

Francine AustinInfrastructure Services

Wayne CorbinService Delivery

Grant NicholsonResources & Planning

Paul DobsonCommunication & Change Management

Doug PereiraCorporate Services Group

Ellysha DriscollExecutive Support Assistant

VacantChief Human Resources Officer

Margaret Royal A/gHR Strategy

Therese O'CallaghanHR Services

Emma DeutromLearning Centre

Adrian PlunkettProperty & Services

Tarnya GersbachChief Finance Officer

Tracey Ryan A/gFinancial Services

Kieran SloanBudgeting & Reporting

Celia PooleCustomer Operations Group

Bernadette LeonardExecutive Support Assistant

Jodi LawlerCustomer Service Delivery

Alex Jaksic A/gPatents & PBR Administration

Rod MillerTrade Marks & Designs Administration

Rob BollardBusiness Process Improvement

Jennifer Bowen-SmithWeb Presence Delivery &COG Business Management

Robyn FosterTrade Marks and Designs Group

Kerrie LoudonExecutive Support Assistant

David Olde A/gTM&D Examination A

Kumudu RamasundaraTM&D Examination B

Adele McMenemyTM&D Examination C

John BraybrooksTM&D Examination D

Gavin LovieTM&D Examination E

Michael ArblasterHearings and Oppositions

Victor PortelliPatent & Plant Breeder's Rights Group

Kathryn Dawes-ReadExecutive Support Assistant

George VuckovicPatent Examination A

Gillian JenkinsPatent Examination B

Phil SpannOpposition, Hearings and Legislation

Michael McDermottDirector, Planning, Budgeting and Communication

IP Australia consists of six business groups administered by the Office of the Director General. Figure 14 provides details of IP Australia’s organisational structure. The department’s organisational chart (Figure 3) shows how IP Australia fits into the overall departmental structure.



SENIOR EXECUTIVES AND THEIR RESPONSIBILITIESThe Director General, Mr Philip Noonan, is the chief executive officer of IP Australia and is responsible for the effective, efficient and ethical use of the agency’s resources. An executive team helps the Director General manage the organisation. The Deputy Director General, Ms Fatima Beattie, also holds the office of Commissioner of Patents, and Registrar of Trade Marks, Designs and Plant Breeder’s Rights.

The Deputy Director General exercises functions and powers under the legislation IP Australia administers, including the Olympic Insignia Protection Act 1987, the Patents Act 1990, the Plant Breeder’s Rights Act 1994, the Trade Marks Act 1995 and the Designs Act 2003.

CORPORATE GOVERNANCEIP Australia’s Executive — the Director General, the Deputy Director General, and all group General Managers — meets fortnightly to consider strategic and operational issues.

The Audit and Evaluation Committee comprises two members of the Executive, a senior section head and two independent members. The committee met five times during 2010–11 in its role of overseeing IP Australia’s Strategic Audit Plan. The committee considered internal audit and evaluation reports and monitored fraud and risk management activities.

To ensure that major ICT projects are effectively managed and are accountable for delivering outcomes, IP Australia operates an ICT Strategy Committee, chaired by the Director General, and a Projects Board, comprising senior managers from all business groups. This governance arrangement aims to ensure overall realisation of the benefits of important ICT initiatives.

STRATEGIC PLANNING AND REPORTINGThe Strategic Statement 2009–2014 defines IP Australia’s strategic direction for 2010–11 and forward years. It intends to ensure that staff recognise and share a common set of goals for the future of the organisation and its activities. The statement is a public document that is used for internal and external purposes; it is published on both the IP Australia website and the staff intranet.

The recently revised Strategic Plan 2011–2016 is an internal planning document that prioritises IP Australia’s strategic activities for 2010–11 and forward years. The plan’s priorities are embedded in operational plans at business group level and are reviewed regularly.

INTERNAL AUDIT, FRAUD CONTROL AND RISK MANAGEMENTA program of internal audits, based on IP Australia’s strategic risk assessment, current operating environment and other areas of risk identified by senior managers, was undertaken during the year. The internal audits ensured that IP Australia not only met its compliance obligations, but continually evaluated and improved its business performance.

REMUNERATION FOR SENIOR EXECUTIVE SERVICE OFFICERSSenior SES officers are remunerated under Senior Executive Service Employment Agreements. The base salary is negotiated between the Secretary of the department and the SES officer, with bonus provisions subject to performance. Details are included in tables 14 to 20.


EXTERNAL SCRUTINYIP Australia is subject to external scrutiny by the ANAO, the Office of the Commonwealth Ombudsman, the Administrative Appeals Tribunal and parliamentary committees.

AUSTRALIAN NATIONAL AUDIT OFFICE

IP Australia was involved in the ANAO’s Cross Agency Performance Audit on Software Capitalisation. The objective of the audit was to assess whether entities properly accounted for software assets, and adopted an integrated planning approach to inform software asset investment decisions. The ANAO found that IP Australia had properly accounted for software assets and our approaches were generally underpinned by appropriate accounting policy and project governance arrangements that enabled the capture and reporting of relevant capital costs. The recommendations from the ANAO’s report will assist IP Australia to make further improvements to its processes for software asset management.

IP Australia is subjected to external scrutiny in the form of appeals or applications for review of decisions by the Commissioner of Patents in the Federal Court and the Administrative Appeals Tribunal. The decisions of the Registrar of Trade Marks can also be appealed in the Federal Court. Those determined in 2010–11 are described below.

APPEALS OF DECISIONS – COMMISSIONER OF PATENTS Aspirating IP Limited v Vision Systems Limited [2010] FCA 1061: Once a patent application passes the examination phase, a notice is published and it is open to a third party to oppose the application in proceedings before the Commissioner. In this case, the application filed by Airsense Technology Limited (subsequently Aspirating IP) relating to a

smoke detection system was opposed by Vision Systems. A delegate of the Commissioner found the opposition to be successful and Aspirating IP appealed. The Court in considering the opposition de novo, and on the basis of different claims and evidence, also found the opposition successful but for somewhat different reasons.

Langford and Commissioner of Patents and Clark (Party Joined) [2010] AATA 663: Extensions of time are available under the Patents Act where, because of an error or omission of a person concerned, an action is not taken within the period provided for by the legislation. In this case an extension was sought by Mr Langford to pay a renewal fee for his patent and this was opposed by Mr Clark. In deciding the opposition the Commissioner’s delegate found that the extension was not justified because a causative error had not been clearly identified. On appeal, the Administrative Appeals Tribunal set aside the decision and granted the extension taking into account circumstances that it noted were not put before the delegate.

LTS Lohmann Therapie Systeme AG and Schwarz Pharma Ltd and Commissioner of Patents [2010] AATA 809: The Patents Act provides in certain circumstances for an extension of the term of a patent that describes and claims a pharmaceutical substance per se. This is intended to address delays in obtaining regulatory approval under the Therapeutic Goods Act that impact on the ability of the patentee to exploit a new pharmaceutical substance during the normal term of the patent. In this case Lohmann and Schwarz sought an extension for their patent on a transdermal patch for the treatment of Parkinson’s syndrome. This application was refused by a delegate of the Commissioner on the basis that what was claimed in the patent was not a pharmaceutical substance per se. Rather the patent was found to be directed to a pharmaceutical substance in combination with other physical integers. On appeal the Administrative Appeals Tribunal upheld the delegates decision.



APPEALS OF DECISIONS – COMMISSIONER OF TRADE MARKS In 2010–2011 there were 23 Federal Court appeals from the Registrar’s decisions, involving 33 case files. Twenty matters were finalised during the year, involving some 37 case files, some of which were initiated prior to July 2010.

Of the twenty finalised matters, eight were finalised by way of consent orders without the matter going to trial (this includes a Designs appeal and an Administrative Decisions Judicial Review matter regarding a suspension for trade marks related to the word STOLI). Five matters were discontinued, four were set aside (by consent) without the matter going to trial.

Of the two matters that went to trial - one (960495 Digitek) was finalised by a single judge upholding the delegate’s decision. The final case, in relation to 967804 Food Channel, proceeded on appeal to the Full Bench of the Federal Court where the delegate’s decision to dismiss the opposition was upheld.

VIABILITY AND COST EFFECTIVENESSIP Australia recorded an operating surplus of $0.4 million for 2010–11. The result exceeded the revised budget published in the 2011–12 Portfolio Budget Statement ($35,000). Revenue was within 0.4 per cent of our revised budget and reflected an increase of $5.3 million (3.8 per cent) over the 2009–10 revenue generated. The increase was predominately in patents fees. Expenses were within 0.6 per cent of our revised budget and increased by $2.8 million (1.9 per cent) compared to 2009–10 due predominately to employee costs, as the full year effect of the 2009–10 pay rise was realised.

IP Australia will monitor revenue trends carefully and will control costs to ensure continued sustainable operations. The organisation is preparing for a fee review in 2011–12 which will look to continue to progress the cost recovery

objectives. IP Australia will continue to invest in productive assets to ensure continuing efficiency in our operation, increased functionality for our customers, and to maintain our position in the global market for the registration of intellectual property rights.

Approval from Cabinet was received this year to proceed with stage two of the IP Rights Modernisation Program. The Business Systems Replacement program has been accommodated through existing revenue and the use of reserves accumulated from prior year surplus and depreciation. This will see a progressive reduction in reserves without impacting the financial viability of the organisation.

The keys to IP Australia’s continued viability are:

our continuing commitment to quality and efficiency in our operations;

ongoing efforts towards public awareness and international engagement which encourage a growth in the market;

careful financial management with clear links between strategic goals, return on investments and market conditions; and

compliance with cost recovery policy in the regular review of fees under intellectual property regulations.

ASSET MANAGEMENT IP Australia’s asset management procedures and policies reflect relevant legislation and better practice.

The Financial Management and Accountability Act 1997 and the Australian Accounting Standards require formal reviews of an agency’s asset holdings, especially in the light of acknowledged market-based evidence. IP Australia undertook a comprehensive formal independent valuation in 2009. Valuation using an appropriate index is performed in years where no formal valuation is undertaken to ensure carrying amount of assets is not materially different from fair value as at balance date.


Major asset categories are office fit-out, computer equipment and software (both purchased and internally developed). IP Australia manages 3,263 non-current assets, with a total net value of more than $60 million.

The key objectives of IP Australia’s Asset Management Plan ensure that:

only assets that are required for the efficient, effective and ethical operations of IP Australia are purchased and maintained;

asset replacement is undertaken in a timely, efficient and cost-effective manner;

assets are protected against loss and damage; and

systems and procedures are in place to enable the accurate management and reporting of assets held by IP Australia.

PURCHASINGIP Australia’s centralised procurement and contracts continued to ensure that all arrangements entered into were consistent with the current Commonwealth Procurement Guidelines and represented value for money for the Australian Government.

IP Australia’s CEIs require the raising of formal purchase orders for all purchases of more than $5,000. This assists in tracking commitments and meeting the requirements of the Financial Management and Accountability Regulations.

There is a continued focus on the efficiency and effectiveness of procurement services in supporting business outcomes. IP Australia continued to use previously established panels for the provision of legal services, ICT contractor services and human resources services, together with many preferred supplier arrangements.

Where there has been scope to do so, panels established by other Australian Government agencies have been accessed. Whole of government arrangements have also been utilised where required.

CONSULTANTS, COMPETITIVE TENDERING AND CONTRACTINGIP Australia’s policy on selecting and engaging consultants and approving expenditure takes into account all relevant legislation, the revised Commonwealth Procurement Guidelines and IP Australia’s CEIs. The procurement method is determined having regard to the cost and nature of the work involved.

During 2010-11, IP Australia engaged consultants to provide specialist advice and services in the following major areas:

Business Continuity Management Services;

Team Function and Structure Review (customer operations);

Web Content Management Technical Services:

Business Case Review;

Risk Management Framework Review; and

Organisational Design Review (domestic policy).

During 2010–11, eight new consultancy contracts were entered into, involving total actual expenditure of $175,307. In addition, four ongoing consultancy contracts were active during the 2010-11 year, involving total actual expenditure of $392,962.

Tables 29 and 30 show further details on consultancies, competitive tendering and contracting arrangements.



Table 29: New and existing consultancies (IP Australia)

Year Number of new and existing consultancies Total expenditure ($)

2010-11 12 568,270

2009-10 18 785,082

2008-09 32 930,592

2007-08 64 1,678,075

2006-07 29 773,013

Table 30: Major competitive tendering and contracting arrangements (IP Australia), 2010-11

Title of tender Tender close No. of tenders Successful tenderer

Web Content Management 27/8/2010 7 Reading Room Australia Pty Ltd

SAP Development, Support and Maintenance Services

14/11/2010 4 Southern Cross Computing Pty Ltd

Web Services Panel of providers 21/12/2010 27 24 suppliers selected for panel

Quality Certification Services 18/3/2011 6 DNV Certification Pty Ltd

Fixed Line Telecommunication Services 12/5/2011 4 Evaluation still being undertaken

Details of consultancies let during 2010–11 and valued at $10,000 or more are available on the IP Australia website (www.ipaustralia.gov.au). All current contracts in excess of $100,000 are published on the IP Australia website in line with Senate Order reporting requirements.

IP Australia’s guidelines on competitive tendering and contracting support the efficient, effective and ethical use of government resources through the promotion of open and effective competition, fair dealing, accountability and transparency.

During 2010–11, IP Australia operated a centralised procurement and contract management unit with a corporate monitoring and reporting role including probity advice and staff training and awareness. This reflects IP Australia’s commitment to responsible procurement and contract management, and enhances the agency’s capacity to provide best practice advice and expertise to IP Australia business groups.

Annual reports contain information about actual expenditure on contracts for consultancies. Information on the value of contracts and consultancies is available on the AusTender website (www.tenders.gov.au).

COMMONWEALTH DISABILITY STRATEGY – PURCHASER ROLEIP Australia’s contract templates comply with the requirements of the CPG and the Commonwealth Disability strategy. They include a clear statement that all successful tenderers must comply with the requirements of the Disability Discrimination Act 1992. Where a tender action is assessed as having an impact on people with disabilities, there will be consultation with stakeholders to assess the impact.

IP Australia has an established customer complaints/grievances process for handling concerns about its process.

LEGAL SERVICESAs outlined in the Legal Services Directions 2005, certain information on legal services must be published annually. That information has been published on the IP Australia website (www.ipaustralia.gov.au).


Management of human resources

AUSTRALIAN WORKPLACE AGREEMENTSApart from SES staff, IP Australia had no Australian Workplace Agreements (AWAs) on 30 June 2011.

SECTION 24(1) DETERMINATIONSIP Australia had no section 24(1) determinations on 30 June 2011.

CL.16 SUPPLEMENTATION ARRANGEMENTSAs at 30 June 2011, IP Australia had 160 supplementation arrangements in place.

INDIVIDUAL FLEXIBILITY ARRANGEMENTSAs at 30 June 2011, IP Australia had two Individual Flexibility Arrangements in place.

At 30 June 2011, IP Australia employed 1070 staff (1037 ongoing, 33 non-ongoing). During 2010–11, the numbers of ongoing employees in IP Australia increased by 13, or 1.25 per cent while the number of non-ongoing employees increased by four or 13.8 per cent over the previous year.

ATTRACTION AND RETENTION STRATEGIESIP Australia has shown a small increase in staff turnover from 7.2 per cent in 2009–10 to 8.6 per cent in 2010–11.

EMPLOYMENT AGREEMENTSDetails of the employment agreements in place for IP Australia employees follow.

ENTERPRISE AGREEMENTThe IP Australia and Union Enterprise Agreement 2010–2011 was made under section 172 of the Fair Work Act 2009. It commenced operation on 1 May 2010 and has a nominal expiry date of 30 June 2011. IP Australia is currently bargaining for a new Enterprise Agreement and hopes to finalise the agreement in the near future.



COMMON LAW CONTRACTSAs at 30 June 2011, IP Australia had no common law contracts in place.

COVERAGETable 31 shows the number of staff covered by each employment agreement.

UNSCHEDULED ABSENCESUnscheduled employee absences continue to remain a significant issue for IP Australia. A number of absence management improvement activities were implemented or enhanced as a result of a review early in 2010. The following strategies have become integrated into IP Australia’s business processes:

provision of regular and ad hoc reports to managers to support absence management;

provision of guidance to staff and delegates during the leave application and approval process;

support for managers and supervisors in identifying and discussing issues relating to employee health and wellbeing which may affect attendance; and

promotion of early intervention and healthy lifestyle and workplace initiatives.

LEARNING AND DEVELOPMENTThe Learning Centre developed and piloted a new generation of leadership transition programs for the organisation in 2010–11. These new programs build on the foundations delivered by previous leadership courses and focus in on the critical transition points of independent worker, team leader and business leader. These programs

have been custom built to meet the leadership outcomes described in the IP Australia Leadership Framework.

A series of ongoing learning modules have been developed for experienced patent examiners. These modules have been built in partnership between the Patents and Plant Breeders Rights Group and the Learning Centre combining subject matter expertise with sound instructional design principles. This work will continue next financial year and will incorporate the work commenced by the Trade Marks and Design Group in developing a professional points systems for continual education and development of examiners exercising acceptance delegation.

During 2010–11, 71 staff undertook studies with assistance provided under the Studybank Assistance Scheme. Staff undertook tertiary and vocational development courses, using time for study, lecture attendance and examinations. They were also provided with reimbursement of between 50 per cent and 100 per cent of course fees.

IP Australia continued the Professional Development Program in 2010–11. The program assists staff in undertaking a range of professional development in specialist skills and knowledge areas that are critical to the business. There were 12 successful applicants resulting in development activities for 17 employees in 2010–11.

PERFORMANCE PAYDuring 2010–11, 81 non-SES employees received performance payments totalling $564,382. Details of the payments are provided in Table 32. Remuneration information relating to IP Australia’s SES employees is included in the data for the department (to ensure non-identification of individual recipients).


WORKFORCE STATISTICSTable 31: Enterprise Agreements (EA), s.24(1) Determinations, individual flexibility arrangements (IFAs), Common Law Agreements (CLA) and Australian Workplace Agreement (AWA) coverage by classification at 30 June 2011, ongoing and non-ongoing for IP Australia

APS Classification CA Coverage

s.24(1) Determinations

IFA Determinations

CLA Coverage

AWA Coverage Salary range

Min ($) Max ($)

APS 1 0 0 0 0 0 39,853 44,212

APS 2 4 0 0 0 0 45,836 50,187

APS 3 38 0 0 0 0 51,529 55,919

APS 4 193 0 0 0 0 57,336 62,146

APS 5 99 0 0 0 0 63,844 68,417

APS 6 457 0 1 0 0 69,724 79,204

EL 1 218 0 1 0 0 87,516 98,499

EL 2 53 0 0 0 0 103,490 120,644

Total 1,062 0 2 0 0

APS = Australian Public Service; EL = Executive Level

Note: SES figures are included in overall DIISR figures to ensure non-identification of individual recipients. (refer to table 15).

Table 32: Performance payments 1 July 2010 to 30 June 2011 (IP Australia)

APS Classification No. of recipients Aggregate ($) Average ($)Bonus payments

minimum ($)Bonus payments

maximum ($)

APS 1–6 31 198,889 6,415 1,164 11,096

EL 1 17 150,757 8,868 2,460 16,744

EL 2 33 214,735 6,507 2,519 24,128

Total 81 564,382 6,967 1,164 24,128

Notes: APS = Australian Public Service; EL = Executive Level

Note: APS 1–6 figures are combined to ensure non-identification of individual recipients; SES figures are included in overall DIISR figures to ensure non-identification of individual recipients. (refer to table 14).



Table 33: Ongoing employees by classification and gender, 30 June 2010 and 30 June 2011 (IP Australia)

APS Classification

Female 30 June 2010)

Female (30 June 2011)

Male (30 June 2010)

Male (30 June 2011)

Total (30 June 2010)


APS 1 0 0 0 0 0 0

APS 2 1 1 1 0 2 1

APS 3 10 7 11 12 21 19

APS 4 116 127 52 61 168 188

APS 5 66 72 31 24 97 96

APS 6 187 178 279 278 466 456

EL 1 87 91 117 125 204 216

EL 2 23 18 35 35 58 53

Band 1 SES 2 2 4 4 6 6

Band 2 SES 1 1 0 0 1 1

Band 3 SES 0 0 1 1 1 1

Total 493 497 531 540 1,024 1,037

APS = Australian Public Service; EL = Executive Level; SES = Senior Executive Service

Table 34: Non-ongoing employees by classification and gender, 30 June 2010 and 30 June 2011 (IP Australia)

APS Classification



Male (30 June 2010)

Male (30 June 2011)



APS 1 0 0 0 0 0 0

APS 2 0 1 0 2 0 3

APS 3 10 8 9 11 19 19

APS 4 3 3 1 2 4 5

APS 5 0 1 1 2 1 3

APS 6 0 0 0 1 0 1

EL 1 2 2 3 0 5 2

EL 2 0 0 0 0 0 0

Band 1 SES 0 0 0 0 0 0

Band 2 SES 0 0 0 0 0 0

Band 3 SES 0 0 0 0 0 0

Total 15 15 14 18 29 33



Table 35: Number of full-time and part-time ongoing and non-ongoing employees by classification, 30 June 2010 and June 2011 (IP Australia)

APS Classification

Full-time (30 June 2010)

Full-time (30 June 2011)

Part-time (30 June 2010)

Part-time (30 June 2011)



APS 1 0 0 0 0 0 0

APS 2 2 4 0 0 2 4

APS 3 37 36 3 2 40 38

APS 4 137 167 35 26 172 193

APS 5 82 86 16 13 98 99

APS 6 424 410 42 47 466 457

EL 1 194 201 15 17 209 218

EL 2 55 51 3 2 58 53

Band 1 SES 6 6 0 0 6 6

Band 2 SES 1 1 0 0 1 1

Band 3 SES 1 1 0 0 1 1

Total 939 963 114 107 1,053 1,070APS = Australian Public Service; EL = Executive Level; SES = Senior Executive Service

Table 36: Number of full-time and part-time ongoing and non-ongoing employees, by gender (IP Australia)

Gender

Full-time (as at 30 June

2010)

Full-time (as at 30 June

2011)

Part-time (as at 30 June

2010)

Part-time (as at 30 June

2011)

Total (as at 30 June

2010)

Total (as at 30

June 2011)

Male 522 536 23 22 545 558

Female 417 427 91 85 508 512

Total 939 963 114 107 1,053 1,070

Table 37: Ongoing and non-ongoing employees by classification level and location, at 30 June 2011 (IP Australia)

APS Classification ACT NSW Vic. Qld SA WA Tas. Overseas Total

APS 1 0 0 0 0 0 0 0 0 0

APS 2 4 0 0 0 0 0 0 0 4

APS 3 38 0 0 0 0 0 0 0 38

APS 4 193 0 0 0 0 0 0 0 193

APS 5 99 0 0 0 0 0 0 0 99

APS 6 428 0 29 0 0 0 0 0 457

EL 1 207 2 6 1 1 1 0 0 218

EL 2 52 0 1 0 0 0 0 0 53

Band 1 SES 6 0 0 0 0 0 0 0 6

Band 2 SES 1 0 0 0 0 0 0 0 1

Band 3 SES 1 0 0 0 0 0 0 0 1

Total 1,029 2 36 1 1 1 0 0 1,070



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