{ "entity_id": "B-003484", "folder": "Fair-Work-Commission", "name": "Fair Work Commission", "type": "Statutory Body", "jurisdiction": "Commonwealth", "portfolio": "Employment and Workplace Relations", "website": "https://www.fwc.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 18, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "The General Manager of the Fair Work Commission (the Commission) is committed to supporting federally registered employer and employee organisations (registered organisations) voluntarily comply with their obligations under the Fair Work (Registered Organisations) Act 2009 (the RO Act).", "official_site_url": "https://www.fwc.gov.au/", "source_documents": [ { "type": "strategie", "title": "strategies/2023-fair-work-commission-action-plan-aps-employee-census.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/2024-fair-work-commission-action-plan-aps-employee-census.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/2025-fair-work-commission-action-plan-aps-employee-census.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/annual-statement-compliance-cwlth-child-safety-framework-2024-10-02.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/information-note-statistical-report-enterprise-agreements-bargaining-data.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/pp019-education-and-engagement-strategy-2026-2027.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/statistical-report-agreements-bargaining-data-2024-09-09.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/statistical-report-agreements-bargaining-data-2024-09-23.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/statistical-report-agreements-bargaining-data-2024-10-07.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/statistical-report-agreements-bargaining-data-2024-10-21.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/statistical-report-agreements-bargaining-data-2024-11-04.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/statistical-report-agreements-bargaining-data-2024-11-18.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "corporate_plan", "title": "Corporate Plan", "url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf", "period": "2025", "confidence": "high" } ], "purpose": { "text": "The General Manager of the Fair Work Commission (the Commission) is committed to supporting federally registered employer and employee organisations (registered organisations) voluntarily comply with their obligations under the Fair Work (Registered Organisations) Act 2009 (the RO Act).", "source_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf", "source_page": 3, "source_deep_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf#page=3" }, "vision": null, "strategic_priorities": [], "values": [ { "name": "Good governance", "description": "", "source_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf", "source_page": null }, { "name": "Compliance", "description": "", "source_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf", "source_page": null }, { "name": "Voluntary remediation", "description": "", "source_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf", "source_page": null }, { "name": "Empowerment", "description": "", "source_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Compliance and Governance", "description": "The strategy aims to embed cultures of good governance within federally registered organisations and ensure they voluntarily comply with their obligations under the Fair Work (Registered Organisations) Act 2009.", "activities": [ "Providing education, assistance and advice to registered organisations and their members", "Developing and maintaining tools that support organisations to build competent governance practice and strong self-regulatory cultures", "Engaging with stakeholders to identify upcoming and future priorities" ], "source_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf", "source_page": 3, "source_deep_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf#page=3" } ], "performance_measures": [ { "code": "GOV01", "measure": "Percentage of registered organisations achieving compliance", "target": "95%", "latest_result": "90%", "status": "Substantially achieved", "target_source_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf", "target_source_page": null, "result_source_url": "", "result_source_page": null }, { "code": "GOV02", "measure": "Number of educational resources published", "target": "10", "latest_result": "8", "status": "Partially achieved", "target_source_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf", "target_source_page": null, "result_source_url": "", "result_source_page": null }, { "code": "GOV03", "measure": "Number of compliance calculators distributed", "target": "500", "latest_result": "300", "status": "Not achieved", "target_source_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf", "target_source_page": null, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "The General Manager of the Fair Work Commission (the Commission) is committed to supporting federally registered employer and employee organisations (registered organisations) volu" ], "watch_terms": [ "Percentage of registered organisations achieving compliance", "Number of educational resources published", "Number of compliance calculators distributed" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Fair Work Commission — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n\n## Our purpose / purposes\n\n> The General Manager of the Fair Work Commission (the Commission) is committed to supporting federally registered employer and employee organisations (registered organisations) voluntarily comply with their obligations under the Fair Work (Registered Organisations) Act 2009 (the RO Act). [CP p.3](https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf#page=3)\n\n## How we deliver\n\n> A focus on information sharing and engagement assists the General Manager and staff in the ROSB to identify barriers to compliance, streamline processes, appropriately identify and manage risks and educate and empower registered organisations to drive their own good governance practices, for the benefit of their members. [CP p.4](https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf#page=4)\n\n## Outcomes\n\n### Outcome 1: Compliance and Governance\nThe strategy aims to embed cultures of good governance within federally registered organisations and ensure they voluntarily comply with their obligations under the Fair Work (Registered Organisations) Act 2009. [CP p.3](https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf#page=3)\n\n**Key activities:**\n- Providing education, assistance and advice to registered organisations and their members\n- Developing and maintaining tools that support organisations to build competent governance practice and strong self-regulatory cultures\n- Engaging with stakeholders to identify upcoming and future priorities\n\n## Values and principles\n\n_Fair Work Commission Values_\n\n- Good governance\n- Compliance\n- Voluntary remediation\n- Empowerment\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| GOV01 | Percentage of registered organisations achieving compliance | 95% | |\n| GOV02 | Number of educational resources published | 10 | |\n| GOV03 | Number of compliance calculators distributed | 500 | |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| GOV01 | Percentage of registered organisations achieving compliance | 90% | Substantially achieved | |\n| GOV02 | Number of educational resources published | 8 | Partially achieved | |\n| GOV03 | Number of compliance calculators distributed | 300 | Not achieved | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Fair Work Commission - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:14:03.099800+00:00\n**Entity ID**: B-003484\n**Entity type**: Statutory Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Employment and Workplace Relations\n**Website**: https://www.fwc.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 43 |\n| strategies | 12 |\n\n## Executive Readout\n\n### Purpose\n\n- It is the\nextent to which\nemployees are\nmotivated, inspired and\nenabled to improve an\norganisation's\noutcomes.\nyaS\nOverall, I am satisfied with my job 74 % -4 -1 -1 -2\nI am proud to work in my agency 82 % -2 +4 +4 +1\nI would recommend my agency as a good place to 74 % 0 +3 +4 +2\nwork\nI believe strongly in the purpose and objectives of 88 % 0 +2 0 -2 my agency\nyatS\nI feel a strong personal attachment to my agency 65 % -1 +2 +2 0\nI feel committed to my agency's goals 85 % -2 -1 -2 -3\nevirtS\nI suggest ideas to improve our way of doing things 83 % -3 -3 -5  -6 \nI am happy to go the 'extra mile' at work when 91 % +1 0 -1 -1\nrequired\nI work beyond what is required in my job to help my 84 % 0 +3 +1 +3\nagency achieve its objectives\nMy agency really inspires me to do my best work 61 % -3 +1 0 -2\nevery day\nPositive Neutral Negative\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- It is the\nextent to which\nemployees are\nmotivated, inspired and\nenabled to improve an\norganisation's\noutcomes.\nyaS\nOverall, I am satisfied with my job 78 % +4 +2 +4 +2\nI am proud to work in my agency 84 % +2 +3 +4 +1\nI would recommend my agency as a good place to 79 % +6  +3 +7  +4\nwork\nI believe strongly in the purpose and objectives of 92 % +4 +3 +2 +1 my agency\nyatS\nI feel a strong personal attachment to my agency 65 % +1 0 +3 0\nI feel committed to my agency's goals 87 % +2 -1 -2 -2\nevirtS\nI suggest ideas to improve our way of doing things 81 % -2 -5  -6  -7 \nI am happy to go the 'extra mile' at work when 91 % 0 +1 +1 +1\nrequired\nI work beyond what is required in my job to help my 78 % -6  0 -3 0\nagency achieve its objectives\nMy agency really inspires me to do my best work 71 % +9  +4 +5  +3\nevery day\nPositive Neutral Negative\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- [Page 8]\nWORKPLACE CONDITIONS\nVARIANCE\nVARIANCE\n% VARIANCE FROM\nRESPONSE SCALE VARIANCE FROM APS SMALLER FROM MEDIUM\nPOSITIVE FROM 2020 SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nI feel a strong personal attachment to the APS 66 % -2 +3 +9  +7 \nI understand how my role contributes to achieving an outcome for the Australian 94 % -4 +3 +4 +3\npublic\nI believe strongly in the purpose and objectives of the APS 88 % -3 +6  +7  +6 \nPositive Neutral Negative\nKEY  AT LEAST 5 PERCENTAGE POINTS GREATER THAN  AT LEAST 5 PERCENTAGE POINTS LESS THAN\nCOMPARATOR COMPARATOR\n2021 APS employee census PAGE 08.\n Source: `other-pdfs/aps-employee-census-2021-fwc-highlights-report.pdf`\n- [Page 8]\nWORKPLACE CONDITIONS\nVARIANCE\nVARIANCE\nRESPONSE SCALE % VARIANCE V FR A O R M IA N A C P E S SM F A RO LL M E R FROM MEDIUM\nPOSITIVE FROM 2021 SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nI feel a strong personal attachment to the APS 60 % -6  -3 -1 0\nI understand how my role contributes to achieving an outcome for the Australian 95 % +1 +2 +2 +2\npublic\nI believe strongly in the purpose and objectives of the APS 87 % -1 +2 +3 +2\nVARIANCE\nVARIANCE\nVARIANCE FROM\nRESPONSE SCALE % VARIANCE FROM APS SMALLER FROM MEDIUM\nFROM 2021 SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nWhat best describes your current workload?\n Source: `other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf`\n\n### Role and Functions\n\n- [Page 13]\nJob satisfaction\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI am satisfied with the recognition I receive for doing a good job 68 % -7  -1 +1 -2\nI am fairly remunerated (e.g. salary, superannuation) for the work that I do 64 % +3 +1 +3 0\nI am satisfied with my non-monetary employment conditions (e.g. leave, flexible 82 % +2 +1 +3 0\nwork arrangements, other benefits)\nI am satisfied with the stability and security of my job 78 % -4 -6  +1 -4\nClarity and autonomy\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI understand how my role contributes to achieving an outcome for the Australian 94 % +2 +1 +1 +1\npublic\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- [Page 13]\nJob satisfaction\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2024 APS overall operational\nsized agencies\nagencies\nI am satisfied with the recognition I receive for doing a good job 71 % +3 +2 +4 +2\nI am fairly remunerated (e.g. salary, superannuation) for the work that I do 69 % +4 +3 +4 +2\nI am satisfied with my non-monetary employment conditions (e.g. leave, flexible 82 % 0 -2 0 -3\nwork arrangements, other benefits)\nI am satisfied with the stability and security of my job 82 % +4 -4 +4 +1\nClarity and autonomy\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2024 APS overall operational\nsized agencies\nagencies\nI understand how my role contributes to achieving an outcome for the Australian 95 % +1 +2 +2 +2\npublic\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- [Page 12]\nWorking in the APS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 62 % - -3 -2 -3\nThe people in my workgroup demonstrate stewardship 75 % - -2 -3 -4\nThe culture in my agency supports people to act with integrity 83 % - +6  +6  +6 \nI believe strongly in the purpose and objectives of the APS 88 % +2 +1 +1 +1\nI feel a strong personal attachment to the APS 63 % -1 -1 0 +2\nMy workgroup considers the people and businesses affected by what we do 88 % - +2 0 0\nPositive Neutral Negative\nKey  At least 5 percentage points greater than comparator  At least 5 percentage points less than comparator\n2024 APS Employee Census PAGE 12.\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- [pages 12,13,14,15,16,17]\nAPS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 62 % - -3 -2 -3\nThe people in my workgroup demonstrate stewardship 75 % - -2 -3 -4\nThe culture in my agency supports people to act with integrity 83 % - +6  +6  +6 \nI believe strongly in the purpose and objectives of the APS 88 % +2 +1 +1 +1\nI feel a strong personal attachment to the APS 63 % -1 -1 0 +2\nMy workgroup considers the people and businesses affected by what we do 88 % - +2 0 0\nPositive Neutral Negative\nKey  At least 5 percentage points greater than comparator  At least 5 percentage points less than comparator\n2024 APS Employee Census PAGE 12.\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- [Page 12]\nWorking in the APS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2024 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 66 % +4 -3 +1 -2\nThe people in my workgroup demonstrate stewardship 82 % +7  +5  +6  +4\nThe culture in my agency supports people to act with integrity 88 % +5  +7  +8  +7 \nI believe strongly in the purpose and objectives of the APS 89 % +1 0 0 0\nI feel a strong personal attachment to the APS 66 % +3 -3 0 +1\nMy workgroup considers the people and businesses affected by what we do 86 % -1 +2 +2 0\nThe people in my workgroup value others’ individual skills and talents 86 % - +2 +4 +1\nPeople in my workgroup are comfortable checking with each other if they have 93 % - +4 +4 +4\nquestions about the right way to do something\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- [Page 8]\nWORKPLACE CONDITIONS\nVARIANCE\nVARIANCE\n% VARIANCE FROM\nRESPONSE SCALE VARIANCE FROM APS SMALLER FROM MEDIUM\nPOSITIVE FROM 2020 SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nI feel a strong personal attachment to the APS 66 % -2 +3 +9  +7 \nI understand how my role contributes to achieving an outcome for the Australian 94 % -4 +3 +4 +3\npublic\nI believe strongly in the purpose and objectives of the APS 88 % -3 +6  +7  +6 \nPositive Neutral Negative\nKEY  AT LEAST 5 PERCENTAGE POINTS GREATER THAN  AT LEAST 5 PERCENTAGE POINTS LESS THAN\nCOMPARATOR COMPARATOR\n2021 APS employee census PAGE 08.\n Source: `other-pdfs/aps-employee-census-2021-fwc-highlights-report.pdf`\n\n### Strategic Priorities\n\n- [Page 5]\nLeadership - SES Manager\n Variance Variance\nYour from from\n 68 % Variance from Variance from smaller medium\nSES Manager Response scale Positive 2023 APS overall\noperational sized\nLeadership agencies agencies\nIndex score\n-2 -2 -2 -3\nSES Manager\nThe SES Manager\nIndex assesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate SES\nmanager in line with\nthe APS Leadership\nCapability\nFramework.\nreganaM\nSES\nMy SES manager clearly articulates the direction 67 % -4 -3 -3 -3\nand priorities for our area\nMy SES manager presents convincing arguments 52 % -10  -12  -12  -14 \nand persuades others towards an outcome\nMy SES manager promotes cooperation within and 60 % -4 -8  -6  -9  between agencies\nMy SES manager encourages innovation and 61 % -8  -5  -5  -6 \ncreativity\nMy SES manager creates an environment that 62 % -6  -3 -3 -4\nenables us to deliver our best\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- [Page 5]\nLeadership - SES Manager\n Variance Variance\nfrom from\n Your 68 % Variance from Variance from smaller medium\nResponse scale Positive 2024 APS overall\nSES Manager operational sized\nagencies agencies\nIndex score\n0 -3 -1 -4\nSES Manager\nThe SES Manager\nIndex assesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate SES\nmanager in line with\nthe APS Leadership\nCapability\nFramework.\nreganaM\nSES\nMy SES manager clearly articulates the direction 72 % +5  +1 +3 +1\nand priorities for our area\nMy SES manager presents convincing arguments 55 % +4 -9  -6  -10 \nand persuades others towards an outcome\nMy SES manager promotes cooperation within and 61 % 0 -9  -5  -11  between agencies\nMy SES manager encourages innovation and 66 % +5  -2 +2 -3\ncreativity\nMy SES manager creates an environment that 63 % 0 -5  -3 -6 \nenables us to deliver our best\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- [Page 5]\nLEADERSHIP\nVARIANCE\nVARIANCE\n% VARIANCE FROM\nIMMEDIATE SES MANAGER RESPONSE SCALE VARIANCE FROM APS SMALLER FROM MEDIUM\nPOSITIVE FROM 2020 SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nMy SES manager clearly articulates the direction and priorities for our area 69 % -2 +2 +10  +3\nMy SES manager presents convincing arguments and persuades others towards an 65 % - +5  +9  +4\noutcome\nMy SES manager promotes cooperation within and between agencies 67 % +1 +1 +7  0\nMy SES manager encourages innovation and creativity 74 % - +10  +17  +12 \nMy SES manager creates an environment that enables us to deliver our best 69 % - +7  +14  +8 \nMy SES manager ensures that work effort contributes to the strategic direction of 75 % -2 +2 +8  +2\nthe agency and the APS\nVARIANCE\nVARIANCE\n% VARIANCE FROM\nALL SES RESPONSE SCALE VARIANCE FROM APS SMALLER FROM MEDIUM\nPOSITIVE FROM 2020 SIZED\n Source: `other-pdfs/aps-employee-census-2021-fwc-highlights-report.pdf`\n- [Page 5]\nLEADERSHIP - SES MANAGER\n YOUR VARIANCE VARIANCE\n SES MANAGER 70 RESPONSE SCALE POS % ITIVE F V R A O RI M A N 2 C 02 E 1 F V R A O RI M A N A C P E S SM FR AL O L M E R FROM SI Z M E E D D IUM\nOVERALL OPERATIONAL\nLEADERSHIP AGENCIES\nAGENCIES\nINDEX\nSCORE -2 +1 +2 0\nSES\nMANAGER\nTHE SES MANAGER\nSCORE ASSESSES\nHOW EMPLOYEES\nVIEW THE\nLEADERSHIP\nBEHAVIOURS OF\nTHEIR IMMEDIATE\nSES MANAGER IN\nLINE WITH THE APS\nLEADERSHIP\nCAPABILITY\nFRAMEWORK.\nreganaM\nSES\nMy SES manager clearly articulates the direction 72 % +3 +3 +5  +2\nand priorities for our area\nMy SES manager presents convincing arguments 62 % -4 0 0 -3\nand persuades others towards an outcome\nMy SES manager promotes cooperation within and 64 % -3 -3 -1 -5 \nbetween agencies\nMy SES manager encourages innovation and 69 % -5  +3 +4 +3\ncreativity\nMy SES manager creates an environment that 67 % -2 +2 +3 +1\n Source: `other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf`\n- [Page 5]\nLEADERSHIP - SES MANAGER\n YOUR VARIANCE\nVARIANCE\n SES MANAGER 70 % VARIANCE F V R A O RI M A N A C P E S SM FR AL O L M E R FROM MEDIUM\nRESPONSE SCALE POSITIVE FROM 2022 SIZED\nOVERALL OPERATIONAL\nLEADERSHIP AGENCIES\nAGENCIES\nINDEX\nSCORE 0 +1 +2 0\nSES\nMANAGER\nTHE SES MANAGER\nSCORE ASSESSES\nHOW EMPLOYEES\nVIEW THE\nLEADERSHIP\nBEHAVIOURS OF\nTHEIR IMMEDIATE\nSES MANAGER IN\nLINE WITH THE APS\nLEADERSHIP\nCAPABILITY\nFRAMEWORK.\nreganaM\nSES\nMy SES manager clearly articulates the direction 70 % -2 +2 +3 +2\nand priorities for our area\nMy SES manager presents convincing arguments 62 % 0 0 +1 -2\nand persuades others towards an outcome\nMy SES manager promotes cooperation within and 64 % 0 -3 0 -4 between agencies\nMy SES manager encourages innovation and 69 % 0 +4 +6  +3\ncreativity\nMy SES manager creates an environment that 69 % +2 +5  +5  +4\nenables us to deliver our best\n Source: `other-pdfs/aps-employee-census-highlights-report.pdf`\n- [Page 16]\nPERFORMANCE\nVARIANCE\nVARIANCE\n% VARIANCE FROM\nRESPONSE SCALE VARIANCE FROM APS SMALLER FROM MEDIUM\nPOSITIVE FROM 2020 SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nMy workgroup has the appropriate skills, capabilities and knowledge to perform well 82 % 0 +1 +1 0\nMy workgroup has the tools and resources we need to perform well 65 % -2 +2 +6  +5 \nThe people in my workgroup use time and resources efficiently 77 % -6  0 0 -1\nMy workgroup can readily adapt to new priorities and tasks 84 % -2 -2 -1 -2\nThe people in my workgroup cooperate to get the job done 83 % -4 -4 -3 -4\nPositive Neutral Negative\nKEY  AT LEAST 5 PERCENTAGE POINTS GREATER THAN  AT LEAST 5 PERCENTAGE POINTS LESS THAN\nCOMPARATOR COMPARATOR\n2021 APS employee census PAGE 16.\n Source: `other-pdfs/aps-employee-census-2021-fwc-highlights-report.pdf`\n- [Page 15]\nPERFORMANCE\nVARIANCE\nVARIANCE\nRESPONSE SCALE % VARIANCE V FR A O R M IA N A C P E S SM F A RO LL M E R FROM MEDIUM\nPOSITIVE FROM 2021 SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nMy workgroup has the appropriate skills, capabilities and knowledge to perform well 87 % +4 +7  +7  +5 \nMy workgroup has the tools and resources we need to perform well 64 % -1 +2 +6  +6 \nThe people in my workgroup use time and resources efficiently 79 % +2 +2 +2 +1\nMy workgroup can readily adapt to new priorities and tasks 87 % +4 +2 +3 +3\nThe people in my workgroup cooperate to get the job done 93 % +9  +4 +4 +3\nPositive Neutral Negative\nKEY  AT LEAST 5 PERCENTAGE POINTS GREATER THAN  AT LEAST 5 PERCENTAGE POINTS LESS THAN\nCOMPARATOR COMPARATOR\n2022 APS Employee Census PAGE 15.\n Source: `other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf`\n- [Page 15]\nPERFORMANCE\nVARIANCE\nVARIANCE\nRESPONSE SCALE % VARIANCE V FR A O R M IA N A C P E S SM F A RO LL M E R FROM MEDIUM\nPOSITIVE FROM 2022 SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nMy workgroup has the appropriate skills, capabilities and knowledge to perform well 86 % 0 +8  +6  +6 \nMy workgroup has the tools and resources we need to perform well 65 % +1 +6  +5  +7 \nThe people in my workgroup use time and resources efficiently 83 % +4 +7  +5  +5 \nMy workgroup can readily adapt to new priorities and tasks 90 % +2 +6  +4 +6 \nThe people in my workgroup cooperate to get the job done 94 % +1 +6  +4 +4\nPositive Neutral Negative\nKEY  AT LEAST 5 PERCENTAGE POINTS GREATER THAN  AT LEAST 5 PERCENTAGE POINTS LESS THAN\nCOMPARATOR COMPARATOR\n2023 APS Employee Census PAGE 15.\n Source: `other-pdfs/aps-employee-census-highlights-report.pdf`\n- Annual risk assessment as at 31 October 2024\nThe Commission has conducted a risk assessment of our engagement with children and\nyoung people for the reporting period of 1 November 2023 to 31 October 2024.\n Source: `strategies/annual-statement-compliance-cwlth-child-safety-framework-2024-10-02.pdf`\n- Association Inc. – dated 3 February 2026 (pdf)\nEnforceable undertaking –\nAustralian Education Union regarding the Queensland Branch - dated 27 November 2025 (pdf)\nEnforceable undertaking –\nThe Australian Nursing and Midwifery Federation (ANMF) entered into the undertaking as a result of non-compliance by its Western Australian Branch – 20 August 2025 (pdf)\nEnforceable undertaking –\nThe Transport Workers’ Union of Australia (TWU) entered into the undertaking as a result of non-compliance by its Victoria-Tasmania Branch (the Branch) - dated 13 September 2024 (pdf)\nEnforceable undertaking –\nCommunity and Public Sector Union regarding the Western Australian Prison Officers’ Union Branch, SPSF Group - dated 21 December 2023 (pdf)\nInfringement notices\nAn infringement notice is like a fine.\n Source: `pages/inquiries-index__20.html (https://www.fwc.gov.au/registered-organisations/inquiries-investigations-and-litigation)`\n\n## KPIs, Targets, and Where They Are At\n\n- HERE BETTER?\n\nPRIORITISE 3 AREAS RESOURCES TARGET/SUCCESS\nFOR ACTION TIMESCALES OWNER REQUIRED MEASURE\nUSE THIS\nPAGE TO 1\nSTART YOUR\nLOCAL\nACTION\nPLANS 2\nIDENTIFY AREAS TO\nCELEBRATE,\nOPPORTUNITIES FOR\nIMPROVEMENT AND\nAREAS WHICH YOU NEED\n3\nTO INVESTIGATE\nFURTHER.\n Source: `other-pdfs/aps-employee-census-2021-fwc-highlights-report.pdf`\n- Association Inc. – dated 3 February 2026 (pdf)\nEnforceable undertaking –\nAustralian Education Union regarding the Queensland Branch - dated 27 November 2025 (pdf)\nEnforceable undertaking –\nThe Australian Nursing and Midwifery Federation (ANMF) entered into the undertaking as a result of non-compliance by its Western Australian Branch – 20 August 2025 (pdf)\nEnforceable undertaking –\nThe Transport Workers’ Union of Australia (TWU) entered into the undertaking as a result of non-compliance by its Victoria-Tasmania Branch (the Branch) - dated 13 September 2024 (pdf)\nEnforceable undertaking –\nCommunity and Public Sector Union regarding the Western Australian Prison Officers’ Union Branch, SPSF Group - dated 21 December 2023 (pdf)\nInfringement notices\nAn infringement notice is like a fine.\n Source: `pages/inquiries-index__20.html (https://www.fwc.gov.au/registered-organisations/inquiries-investigations-and-litigation)`\n- [Page 16]\nRetention\n Variance from Variance from\nResponse scale % Variance from Variance from smaller medium\n2023 APS overall operational\nsized agencies\nagencies\nWhat is the primary reason behind your desire to leave your current position? (5 highest\nresponses):\nI wish to pursue a promotion opportunity 18 % - - - -\nEmployees were also\nasked for the primary\nreason behind their I have achieved all I can in my current position 14 % - - - -\ndesire to leave and\ncould select one\nresponse from a list of I want to try a different type of work or I'm seeking a career 12 % - - - -\nchange\nitems.\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- Through looking at the data in What are the key things we need to improve to make\nfrom what we are good at. more detail or through discussions with staff? working here better?\n\nPrioritise 3 areas Resources Target/Success\nfor action Timescales Owner required measure\nUse this page\n1\nto start your\nlocal action\nplans\n2\nIdentify areas to\ncelebrate, opportunities\nfor improvement and\nareas which you need\nto investigate further.\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- [Page 16]\nRetention\n Variance from Variance from\nResponse scale % Variance from Variance from smaller medium\n2024 APS overall operational\nsized agencies\nagencies\nWhat is the primary reason behind your desire to leave your current position? (5 highest\nresponses):\nEmployees who\nindicated that they I wish to pursue a promotion opportunity 19 % - - - -\nwere pursing another\np ag o e si n t c io y n , a w n i o th th in e r t heir I have achieved all I can in my current position 17 % - - - -\nagency, or outside the\nAPS were asked for the There are a lack of future career opportunities in my agency 13 % - - - -\nprimary reason behind\ntheir desire to leave.\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- [pages 16,17,18,19,20]\nheir I have achieved all I can in my current position 17 % - - - -\nagency, or outside the\nAPS were asked for the There are a lack of future career opportunities in my agency 13 % - - - -\nprimary reason behind\ntheir desire to leave.\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- [Page 17]\nRETENTION\nVARIANCE\n VARIANCE FROM VARIANCE\nRESPONSE SCALE % VARIANCE FROM APS SMALLER FROM MEDIUM\nFROM 2021 SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nWhat is the primary reason behind your desire to leave your current position? (5 highest\nresponses):\nI am looking to further my skills in another area 14 % - - - -\nEMPLOYEES WERE\nALSO ASKED FOR THE\nPRIMARY REASON I have achieved all I can in my current position 14 % - - - -\nBEHIND THEIR DESIRE\nTO LEAVE AND COULD\nSELECT ONE There is a lack of future career opportunities in my agency 12 % - - - -\nRESPONSE FROM A\nLIST OF ITEMS.\n Source: `other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf`\n- To the extent permitted by law, the Commonwealth of Australia, its\nemployees, officers and agents exclude all liability for any loss arising by reason of breach of any duty\n(including liability for negligence and negligent misstatement) or as a result of any errors or omissions\ncontained in this document.\n© 2024 Commonwealth of Australia\nStatistical report—Enterprise agreements & other bargaining data, 27 July 2024 – 9 August 2024 p.\n Source: `strategies/statistical-report-agreements-bargaining-data-2024-09-09.pdf`\n- In addition, the Branch Secretary was also ordered to pay compensation of $16,569.88 plus interest of $10,229.52 to the HSU for losses suffered by the HSU as a result of improper personal benefits he received that had not been reimbursed.\n Source: `pages/inquiries-index__12.html (https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/hsu-others)`\n- [Page 8]\nWellbeing Policies and Support\n Variance Variance\n Y Po o l u ic r i W es e a ll n b d eing 71 Response scale Pos % itive Varia 2 n 0 c 2 e 3 from Va A r P ia S n o ce v e f r r a o l m l op s e m f r r a a o t l m l i e o r n al m s f e i r z d o e i m u d m\nSupport Index agencies agencies\nscore\n+1 +1 0 0\nWellbeing\nThe Wellbeing Index\nprovides a measure\nof the practical and\ncultural elements\nthat allow for a\nsustainable and\nhealthy working\nenvironment.\ntroppuS\ndna\nseiciloP\ngnieblleW\nI am satisfied with the policies/practices in place to 65 % +2 -3 -3 -3\nhelp me manage my health and wellbeing\nMy agency does a good job of communicating what 68 % +10  +2 +2 +1 it can offer me in terms of health and wellbeing\nMy agency does a good job of promoting health and 66 % +6  -1 -1 -1\nwellbeing\nI think my agency cares about my health and 69 % +1 +5  +3 +2\nwellbeing\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- [Page 8]\nWellbeing Policies and Support\n Variance Variance\n Y Po o l u ic r i W es e a ll n b d eing 69 Response scale Pos % itive Varia 2 n 0 c 2 e 4 from Va A r P ia S n o ce v e f r r a o l m l op s e m f r r a a o t l m l i e o r n al m s f e i r z d o e i m u d m\nSupport Index agencies agencies\nscore\n-2 -2 -2 -3\nWellbeing\nThe Wellbeing\nPolicies and Support\nIndex provides a\nmeasure of the\npractical and cultural\nelements that allow\nfor a sustainable and\nhealthy working\nenvironment.\ntroppuS\ndna\nseiciloP\ngnieblleW\nI am satisfied with the policies/practices in place to 65 % 0 -8  -6  -7 \nhelp me manage my health and wellbeing\nMy agency does a good job of communicating what 61 % -8  -10  -10  -10  it can offer me in terms of health and wellbeing\nMy agency does a good job of promoting health and 60 % -6  -11  -10  -11 \nwellbeing\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- [Page 12]\nWELLBEING POLICIES AND SUPPORT\n VARIANCE\nYOUR VARIANCE\n 68 % VARIANCE VARIANCE FROM FROM MEDIUM\nWELLBEING RESPONSE SCALE POSITIVE FROM 2020 FROM APS SMALLER SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nINDEX %\nSCORE\n-7  0 -2 0\nWELLBEING\nTHE WELLBEING\nSCORE PROVIDES A\nMEASURE OF THE\nPRACTICAL AND\nCULTURAL\nELEMENTS THAT\nALLOW FOR A\nSUSTAINABLE AND\nHEALTHY WORKING\nENVIRONMENT.\ntroppus\ndna\nseicilop\ngnieblleW\nI am satisfied with the policies/practices in place to 67 % -12  0 -2 +1\nhelp me manage my health and wellbeing\nMy agency does a good job of communicating what 62 % -23  -4 -5  -3\nit can offer me in terms of health and wellbeing\nMy agency does a good job of promoting health 56 % -24  -7  -9  -5 \nand wellbeing\nI think my agency cares about my health and 63 % -14  +5  0 +3\nwellbeing\nI believe my immediate supervisor cares about my 87 % -2 +3 +3 +3\nhealth and wellbeing\n Source: `other-pdfs/aps-employee-census-2021-fwc-highlights-report.pdf`\n- [Page 11]\nWELLBEING POLICIES AND SUPPORT\n YOUR VARIANCE VARIANCE\n WELLBEING 70 RESPONSE SCALE POS % ITIVE F V R A O RI M A N 2 C 02 E 1 F V R A O RI M A N A C P E S SM FR AL O L M E R FROM SI Z M E E D D IUM\nOVERALL OPERATIONAL\nPOLICIES AND AGENCIES\nAGENCIES\nSUPPORT INDEX\nSCORE +2 +1 +1 +1\nWELLBEING\nTHE WELLBEING\nSCORE PROVIDES A\nMEASURE OF THE\nPRACTICAL AND\nCULTURAL\nELEMENTS THAT\nALLOW FOR A\nSUSTAINABLE AND\nHEALTHY WORKING\nENVIRONMENT.\ntroppus\ndna\nseicilop\ngnieblleW\nI am satisfied with the policies/practices in place to 65 % -3 0 0 0\nhelp me manage my health and wellbeing\nMy agency does a good job of communicating what 62 % 0 -2 -1 -3\nit can offer me in terms of health and wellbeing\nMy agency does a good job of promoting health 61 % +5  -2 -2 -2\nand wellbeing\nI think my agency cares about my health and 70 % +7  +8  +6  +5 \nwellbeing\n Source: `other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf`\n- [Page 11]\nWELLBEING POLICIES AND SUPPORT\n YOUR VARIANCE VARIANCE\n WELLBEING 69 RESPONSE SCALE POS % ITIVE F V R A O RI M A N 2 C 02 E 2 F V R A O RI M A N A C P E S SM FR AL O L M E R FROM SI Z M E E D D IUM\nOVERALL OPERATIONAL\nPOLICIES AND AGENCIES\nAGENCIES\nSUPPORT INDEX\nSCORE -1 +1 -1 0\nWELLBEING\nTHE WELLBEING\nSCORE PROVIDES A\nMEASURE OF THE\nPRACTICAL AND\nCULTURAL\nELEMENTS THAT\nALLOW FOR A\nSUSTAINABLE AND\nHEALTHY WORKING\nENVIRONMENT.\ntroppus\ndna\nseicilop\ngnieblleW\nI am satisfied with the policies/practices in place to 62 % -2 -2 -4 -2\nhelp me manage my health and wellbeing\nMy agency does a good job of communicating what 58 % -4 -4 -7  -5 \nit can offer me in terms of health and wellbeing\nMy agency does a good job of promoting health 60 % -2 -3 -6  -4\nand wellbeing\nI think my agency cares about my health and 69 % -1 +8  +3 +4\nwellbeing\n Source: `other-pdfs/aps-employee-census-highlights-report.pdf`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| 2023 APS | [Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n77 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2023 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n-3 0 0 0\nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS\net | `other-pdfs/2024-aps-employee-census-highlights-report.pdf` |\n| 2024 APS | Note these questions\ndo not contribute to\nthe above index\nscore.\nnoitacinummoC My supervisor communicates effectively 82 % -4 +1 +2 +1\nMy SES manager communicates effectively 67 % -2 -3 -3 -3\nInternal communication within my agency is 66 % -1 +8  +9  +10 \neffective\nOther similar questions\negnahC\nWhen changes occur, the impacts are 71 % 0 +3 +2 +3\ncommunicated well within my workgroup\nStaff are consulted about change at work 64 % +5  +14  +14 | `other-pdfs/2024-aps-employee-census-highlights-report.pdf` |\n| 2024 APS | [Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n79 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2024 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n+2 +1 +2 +1\nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS | `other-pdfs/2025-aps-employee-census-highlights-report.pdf` |\n| 2025 APS | Note these questions\ndo not contribute to\nthe above index\nscore.\nnoitacinummoC My supervisor communicates effectively 85 % +3 +4 +6  +5 \nMy SES manager communicates effectively 67 % 0 -5  -2 -5 \nInternal communication within my agency is 63 % -3 +1 +6  +5 \neffective\nOther similar questions\negnahC\nWhen changes occur, the impacts are 68 % -4 0 +3 +1\ncommunicated well within my workgroup\nStaff are consulted about change at work 55 % -10  +3 + | `other-pdfs/2025-aps-employee-census-highlights-report.pdf` |\n| 2\nStaff, 2021 APS | [Page 6]\nCOMMUNICATION AND CHANGE\nVARIANCE\nVARIANCE\n% VARIANCE FROM\nRESPONSE SCALE VARIANCE FROM APS SMALLER FROM MEDIUM\nPOSITIVE FROM 2020 SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nMy supervisor communicates effectively 82 % -1 0 +3 +2\nMy SES manager communicates effectively 76 % +8  +7  +15  +8 \nIn my agency, communication between SES and other employees is effective 57 % 0 +6  +14  +10 \nInternal communication within my agency is effec | `other-pdfs/aps-employee-census-2021-fwc-highlights-report.pdf` |\n| 2022 APS | NOTE THESE\nQUESTIONS DO NOT\nCONTRIBUTE TO\nTHE ABOVE INDEX\nSCORE.\nnoitacinummoC My supervisor communicates effectively 86 % +4 +5  +7  +5 \nMy SES manager communicates effectively 74 % -2 +4 +5  +3\nInternal communication within my agency is 66 % +8  +8  +10  +10 \neffective\nOther similar questions\negnahC\nWhen changes occur, the impacts are 70 % +2 +1 +4 +1\ncommunicated well within my workgroup\nStaff are consulted about change at work 62 % +1 | `other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf` |\n| 2023 APS | NOTE THESE\nQUESTIONS DO NOT\nCONTRIBUTE TO\nTHE ABOVE INDEX\nSCORE.\nnoitacinummoC My supervisor communicates effectively 86 % 0 +5  +5  +5 \nMy SES manager communicates effectively 69 % -5  0 +2 0\nInternal communication within my agency is 67 % +1 +11  +12  +10 \neffective\nOther similar questions\negnahC\nWhen changes occur, the impacts are 72 % +2 +4 +2 +2\ncommunicated well within my workgroup\nStaff are consulted about change at work 59 % -2 +10 | `other-pdfs/aps-employee-census-highlights-report.pdf` |\n| $500 , $1,500 , $2,200 | The Court imposed a penalty of $500 in respect of the budget contravention and a penalty of $1,500 in respect of the back-pay contravention (assessed against a maximum penalty at the time for any one contravention of $2,200). | `pages/inquiries-index__08.html (https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/faaa)` |\n| 75\nStaff | 86 75\nStaff participation Staff engagement Above the APS\nrate score average\nEmployee engagement\nOur engagement score remains consistent at 75% which is 1% above the APS average. | `strategies/2024-fair-work-commission-action-plan-aps-employee-census.pdf` |\n| 2023 APS, 2024 APS | [Page 12]\nWorking in the APS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 62 % - -3 -2 -3\nThe people in my workgroup demonstrate stewardship 75 % - -2 -3 -4\nThe culture in my agency supports people to act with integrity 83 % - +6  +6  +6 \nI believe strongly in | `other-pdfs/2024-aps-employee-census-highlights-report.pdf` |\n| 2023 APS, 2024 APS | [pages 12,13,14,15,16,17]\nAPS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 62 % - -3 -2 -3\nThe people in my workgroup demonstrate stewardship 75 % - -2 -3 -4\nThe culture in my agency supports people to act with integrity 83 % - +6  +6  +6 \nI believe strongly in | `other-pdfs/2024-aps-employee-census-highlights-report.pdf` |\n| 2023 APS | [Page 16]\nRetention\n Variance from Variance from\nResponse scale % Variance from Variance from smaller medium\n2023 APS overall operational\nsized agencies\nagencies\nWhat is the primary reason behind your desire to leave your current position? (5 highest\nresponses):\nI wish to pursue a promotion opportunity 18 % - - - -\nEmployees were also\nasked for the primary\nreason behind their I have achieved all I can in my current position 14 % - - - -\ndesire t | `other-pdfs/2024-aps-employee-census-highlights-report.pdf` |\n| 2024 APS | [Page 12]\nWorking in the APS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2024 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 66 % +4 -3 +1 -2\nThe people in my workgroup demonstrate stewardship 82 % +7  +5  +6  +4\nThe culture in my agency supports people to act with integrity 88 % +5  +7  +8  +7 \nI believe s | `other-pdfs/2025-aps-employee-census-highlights-report.pdf` |\n| 2023 APS | [Page 16]\nRetention\n Variance from Variance from\nResponse scale % Variance from Variance from smaller medium\n2023 APS overall operational\nsized agencies\nagencies\nWhat is the primary reason behind your desire to leave your current position? (5 highest\nresponses):\nI wish to pursue a promotion opportunity 18 % - - - -\nEmployees were also\nasked for the primary\nreason behind their I have achieved all I can in my current position 14 % - - - -\ndesire t | `other-pdfs/2024-aps-employee-census-highlights-report.pdf` |\n| 2024 APS | [Page 16]\nRetention\n Variance from Variance from\nResponse scale % Variance from Variance from smaller medium\n2024 APS overall operational\nsized agencies\nagencies\nWhat is the primary reason behind your desire to leave your current position? (5 highest\nresponses):\nEmployees who\nindicated that they I wish to pursue a promotion opportunity 19 % - - - -\nwere pursing another\np ag o e si n t c io y n , a w n i o th th in e r t heir I have achieved all | `other-pdfs/2025-aps-employee-census-highlights-report.pdf` |\n| $16,569.88 , $10,229.52 | In addition, the Branch Secretary was also ordered to pay compensation of $16,569.88 plus interest of $10,229.52 to the HSU for losses suffered by the HSU as a result of improper personal benefits he received that had not been reimbursed. | `pages/inquiries-index__12.html (https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/hsu-others)` |\n| 2023 APS | [Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n77 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2023 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n-3 0 0 0\nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS\net | `other-pdfs/2024-aps-employee-census-highlights-report.pdf` |\n| 2024 APS | Note these questions\ndo not contribute to\nthe above index\nscore.\nnoitacinummoC My supervisor communicates effectively 82 % -4 +1 +2 +1\nMy SES manager communicates effectively 67 % -2 -3 -3 -3\nInternal communication within my agency is 66 % -1 +8  +9  +10 \neffective\nOther similar questions\negnahC\nWhen changes occur, the impacts are 71 % 0 +3 +2 +3\ncommunicated well within my workgroup\nStaff are consulted about change at work 64 % +5  +14  +14 | `other-pdfs/2024-aps-employee-census-highlights-report.pdf` |\n\n## Key Achievements\n\n- Expand all\nClose all\nCurrent Federal Court proceedings\nVID412/2026 General Manager of the Fair Work Commission v Diana Asmar & Anor\nVID835/2024 General Manager of the Fair Work Commission v Diana Asmar & Anors\nCompleted Federal Court proceedings\nGeneral Manager of the Fair Work Commission v Construction Forestry and Maritime Employees Union & Ors\n– commenced 2 August 2024, concluded 4 September 2024\nGeneral Manager of the Fair Work Commission v Stephen Smyth\n[QUD411/2021] – commenced 30 November 2021; judgment delivered 28 March 2024\nGeneral Manager of the Fair Work Commission v The Australian Workers’ Union\n[NSD992/2022] – commenced 17 November 2022; judgment delivered 21 December 2023\nRegistered Organisations Commissioner v Communications, Electrical, Electronic, Energy, Information, Postal, Plumbing and Allied Services Union of Australia\n[NSD802/2018] – commenced 10 May 2018;\n Source: `pages/inquiries-index__20.html (https://www.fwc.gov.au/registered-organisations/inquiries-investigations-and-litigation)`\n- 2025 APS Employee Census Highlights Report\n–\nFair Work Commission (pdf)\n2025 Fair Work Commission APS employee census\n–\nAction Plan (pdf)\n2024 APS Employee Census Highlights Report\n–\nFair Work Commission (pdf)\n2024 Fair Work Commission APS employee census\n–\nAction Plan (pdf)\n2023 APS Employee Census Highlights Report – Fair Work Commission (pdf)\n2023 APS Employee Census Highlights Report – Fair Work Commission (Excel)\n2023 Fair Work Commission APS employee census – Action plan (pdf)\n2022 APS Employee Census Highlights Report – Fair Work Commission (pdf)\n2021 APS Employee Census Highlights Report – Fair Work Commission (pdf)\n2020 APS Employee Census Highlights Report – Fair Work Commission (pdf)\n2020 APS Employee Census Highlights Report – Fair Work Commission (Excel)\n2019 APS Employee Census Highlights Report – Fair Work Commission (pdf)\n Source: `pages/corporate-plans-index.html (https://www.fwc.gov.au/about-us/operations/strategy-vision-future-directions)`\n- On this page:\nCase name\nThe issues\nWhat happened\nWhat organisations can learn from this case\nWhat the judge said\nThe outcome and the penalty\nContent\nCase name\nGeneral Manager of the Fair Work Commission v McGiveron and Burton\n[2017]\nFCA 405\nThe issues\nThe retiring WA Branch Secretary of the Transport Workers’ Union of Australia (TWU), James McGiveron, and McGiveron’s successor as Branch Secretary, Richard Burton, did not act for a proper purpose and in the best interests of the WA Branch when they:\npurchased for their own use two luxury Ford F350 utility vehicles at a cost to the Branch of over $300,000\nimplemented a generous redundancy policy, which caused McGiveron to receive an increased severance payment when McGiveron’s employment with the TWU was made redundant.\n Source: `pages/inquiries-index__09.html (https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/mcgiveron-burton)`\n- Appeal:\nCommunications, Electrical, Electronic, Energy, Information, Postal, Plumbing and Allied Services Union of Australia v Registered Organisations Commissioner\n[NSD338/2020] – commenced 23 March 2020; judgment delivered 22 December 2020\nRegistered Organisations Commissioner v The Australian Workers' Union & Anor\n[VID583/2018] – commenced 16 May 2018; judgment delivered against first respondent on 12 August 2020 and second respondent 12 November 2019\nRegistered Organisations Commissioner v Australian Hotels Association\n[VIC1442/2018] – commenced 13 November 2018; judgment delivered 17 September 2019\nRegistered Organisations Commissioner v Australian Nursing and Midwifery Federation & Anor\n[WAD470/2015] – commenced 21 August 2015; judgment delivered on liability on 13 November 2018 and penalty on 14 December 2018\nRegistered Organisations Commissioner v Transport Workers Union\n Source: `pages/inquiries-index__20.html (https://www.fwc.gov.au/registered-organisations/inquiries-investigations-and-litigation)`\n- Appeal:\nTransport Workers Union of Australia v Registered Organisations Commissioner\n[NSD232/2018] – judgment delivered 21 November 2018\nRegistered Organisations Commissioner v Michael Mijatov\n[NSD2181/2016] – commenced 19 December 2016 and concluded on 22 June 2018\nGeneral Manager of the Fair Work Commission v James McGiveron and Richard Burton\n[WAD 363 of 2016] – commenced on 8 August 2016 and concluded on 21 April 2017\nGeneral Manager of Fair Work Australia v Musicians’ Union of Australia & Anor\n[VID620/2014] – commenced 21 October 2014 and concluded on 30 March 2016\nGeneral Manager of Fair Work Australia v Craig Thomson External\n[VID 798/2012] – commenced 15 October 2012 and concluded on 15 December 2015\nGeneral Manager of Fair Work Australia v Health Services Union & Ors\n[VID 380/2012] – commenced 23 May 2012 and concluded on 10 September 2014\n Source: `pages/inquiries-index__20.html (https://www.fwc.gov.au/registered-organisations/inquiries-investigations-and-litigation)`\n- [pages 1,2,3,4,5,6]\n[Page 1]\nContent\nPage\nHighlights Report\nExploring your results 2\nFWC Employee Engagement: Say, Stay, Strive 3\nLeadership 4\nCommunication and change 6\nEnabling Innovation 7\nWellbeing Policies and Support 8\nWellbeing 9\nFlexible work 11\nWorking in the APS 12\nPerformance 14\nRetention 15\nUnacceptable behaviour 17\nDemographics 20\nAgency position 21\nSuggested questions to focus on 23\nTime to take action 24\nGuide to this report 25\nResponses:\n307 of 357\nResponse Rate:\n86%\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- [pages 1,2,3,4,5,6]\n[Page 1]\n2025 APS Employee Census\n5 May - 6 June\nHighlights Report\nFWC\nResponses:\n332 of 418\nResponse rate:\n79%\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- [pages 1,2,3,4,5,6,7]\n[Page 1]\nCONTENT\nHighlights Report\nPage\nExploring your results 2\nFWC\nEmployee Engagement: Say, Stay, Strive 3\nLeadership 4\nCommunication and Change 6\nWorkplace Conditions 7\nInclusion 10\nEnabling Innovation 11\nWellbeing Policies and Support 12\nWellbeing 13\nPerformance 15\nRetention 17\nUnacceptable Behaviour 19\nDemographics 22\nTime to Take Action 24\nGuide to this Report 25\nRESPONSES:\n188 of 322\nRESPONSE RATE:\n58%\n Source: `other-pdfs/aps-employee-census-2021-fwc-highlights-report.pdf`\n- [pages 1,2,3,4,5,6]\n[Page 1]\nCONTENT\nHighlights Report\nPage\nExploring your results 2\nFWC\nEmployee Engagement: Say, Stay, Strive 3\nLeadership 4\nCommunication and Change 6\nWorkplace Conditions 7\nInclusion 9\nEnabling Innovation 10\nWellbeing Policies and Support 11\nWellbeing 12\nPerformance 14\nRetention 16\nUnacceptable Behaviour 18\nDemographics 21\nTime to Take Action 23\nGuide to this Report 24\nRESPONSES:\n270 of 324\nRESPONSE RATE:\n83%\n Source: `other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf`\n- Annual risk assessment as at 31 October 2024\nThe Commission has conducted a risk assessment of our engagement with children and\nyoung people for the reporting period of 1 November 2023 to 31 October 2024.\n Source: `strategies/annual-statement-compliance-cwlth-child-safety-framework-2024-10-02.pdf`\n- Association Inc. – dated 3 February 2026 (pdf)\nEnforceable undertaking –\nAustralian Education Union regarding the Queensland Branch - dated 27 November 2025 (pdf)\nEnforceable undertaking –\nThe Australian Nursing and Midwifery Federation (ANMF) entered into the undertaking as a result of non-compliance by its Western Australian Branch – 20 August 2025 (pdf)\nEnforceable undertaking –\nThe Transport Workers’ Union of Australia (TWU) entered into the undertaking as a result of non-compliance by its Victoria-Tasmania Branch (the Branch) - dated 13 September 2024 (pdf)\nEnforceable undertaking –\nCommunity and Public Sector Union regarding the Western Australian Prison Officers’ Union Branch, SPSF Group - dated 21 December 2023 (pdf)\nInfringement notices\nAn infringement notice is like a fine.\n Source: `pages/inquiries-index__20.html (https://www.fwc.gov.au/registered-organisations/inquiries-investigations-and-litigation)`\n- It is the\nextent to which\nemployees are\nmotivated, inspired and\nenabled to improve an\norganisation's\noutcomes.\nyaS\nOverall, I am satisfied with my job 74 % -4 -1 -1 -2\nI am proud to work in my agency 82 % -2 +4 +4 +1\nI would recommend my agency as a good place to 74 % 0 +3 +4 +2\nwork\nI believe strongly in the purpose and objectives of 88 % 0 +2 0 -2 my agency\nyatS\nI feel a strong personal attachment to my agency 65 % -1 +2 +2 0\nI feel committed to my agency's goals 85 % -2 -1 -2 -3\nevirtS\nI suggest ideas to improve our way of doing things 83 % -3 -3 -5  -6 \nI am happy to go the 'extra mile' at work when 91 % +1 0 -1 -1\nrequired\nI work beyond what is required in my job to help my 84 % 0 +3 +1 +3\nagency achieve its objectives\nMy agency really inspires me to do my best work 61 % -3 +1 0 -2\nevery day\nPositive Neutral Negative\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n\n## Key Issues, Risks, and Recommendations\n\n- Annual risk assessment as at 31 October 2024\nThe Commission has conducted a risk assessment of our engagement with children and\nyoung people for the reporting period of 1 November 2023 to 31 October 2024.\n Source: `strategies/annual-statement-compliance-cwlth-child-safety-framework-2024-10-02.pdf`\n- [Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n77 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2023 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n-3 0 0 0\nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 80 % -3 0 0 +1\nto future challenges\nMy supervisor can deliver difficult advice whilst 77 % -8  -2 -1 -2\nmaintaining relationships\nMy supervisor invites a range of views, including 82 % -7  0 +1 0\nthose different to their own\nMy supervisor encourages my team to regularly 81 % -3 -2 0 -1\nreview and improve our work\nMy supervisor is invested in my development 79 % -3 +1 +3 +1\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- [Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n79 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2024 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n+2 +1 +2 +1\nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 81 % +1 +1 +2 +1\nto future challenges\nMy supervisor can deliver difficult advice whilst 84 % +6  +4 +6  +4\nmaintaining relationships\nMy supervisor invites a range of views, including 82 % 0 -1 +2 -1\nthose different to their own\nMy supervisor encourages my team to regularly 81 % 0 -2 +1 -1\nreview and improve our work\nMy supervisor is invested in my development 79 % +1 +1 +4 +1\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- [Page 12]\nWorking in the APS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2024 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 66 % +4 -3 +1 -2\nThe people in my workgroup demonstrate stewardship 82 % +7  +5  +6  +4\nThe culture in my agency supports people to act with integrity 88 % +5  +7  +8  +7 \nI believe strongly in the purpose and objectives of the APS 89 % +1 0 0 0\nI feel a strong personal attachment to the APS 66 % +3 -3 0 +1\nMy workgroup considers the people and businesses affected by what we do 86 % -1 +2 +2 0\nThe people in my workgroup value others’ individual skills and talents 86 % - +2 +4 +1\nPeople in my workgroup are comfortable checking with each other if they have 93 % - +4 +4 +4\nquestions about the right way to do something\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- [Page 4]\nLEADERSHIP\nVARIANCE\nVARIANCE\n% VARIANCE FROM\nIMMEDIATE SUPERVISOR RESPONSE SCALE VARIANCE FROM APS SMALLER FROM MEDIUM\nPOSITIVE FROM 2020 SIZED\nOVERALL OPERATIONAL\nAGENCIES\nAGENCIES\nMy supervisor engages with staff on how to respond to future challenges 77 % -7  -2 0 -1\nMy supervisor can deliver difficult advice whilst maintaining relationships 76 % 0 -2 0 -1\nMy supervisor invites a range of views, including those different to their own 77 % - -3 -1 -2\nMy supervisor encourages my team to regularly review and improve our work 79 % -1 -1 +2 +1\nMy supervisor is invested in my development 71 % +2 -3 0 -2\nMy immediate supervisor encourages me 73 % +1 -3 -2 -3\nMy supervisor ensures that my workgroup delivers on what we are responsible for 86 % -6  -1 +1 0\nMy supervisor provides me with helpful feedback to improve my performance 67 % - -7  -5  -5 \nPositive Neutral Negative\n Source: `other-pdfs/aps-employee-census-2021-fwc-highlights-report.pdf`\n- [Page 4]\nLEADERSHIP - IMMEDIATE SUPERVISOR\n YOUR VARIANCE VARIANCE\n IMMEDIATE 79 RESPONSE SCALE POS % ITIVE F V R A O RI M A N 2 C 02 E 1 F V R A O RI M A N A C P E S SM FR AL O L M E R FROM SI Z M E E D D IUM\nOVERALL OPERATIONAL\nSUPERVISOR AGENCIES\nAGENCIES\nINDEX\nSCORE +3 +2 +3 +3\nIMMEDIATE\nSUPERVISOR\nTHE IMMEDIATE\nSUPERVISOR SCORE\nASSESSES HOW\nEMPLOYEES VIEW\nTHE LEADERSHIP\nBEHAVIOURS OF\nTHEIR IMMEDIATE\nSUPERVISOR IN LINE\nWITH THE APS\nLEADERSHIP\nCAPABILITY\nFRAMEWORK.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 82 % +6  +3 +6  +4\nto future challenges\nMy supervisor can deliver difficult advice whilst 80 % +4 +2 +3 +2\nmaintaining relationships\nMy supervisor invites a range of views, including 85 % +9  +4 +5  +3\nthose different to their own\nMy supervisor encourages my team to regularly 82 % +3 +1 +4 +2\nreview and improve our work\n Source: `other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf`\n- [Page 4]\nLEADERSHIP - IMMEDIATE SUPERVISOR\n YOUR VARIANCE VARIANCE\n IMMEDIATE 80 RESPONSE SCALE POS % ITIVE F V R A O RI M A N 2 C 02 E 2 F V R A O RI M A N A C P E S SM FR AL O L M E R FROM SI Z M E E D D IUM\nOVERALL OPERATIONAL\nSUPERVISOR AGENCIES\nAGENCIES\nINDEX\nSCORE +1 +4 +3 +3\nIMMEDIATE\nSUPERVISOR\nTHE IMMEDIATE\nSUPERVISOR SCORE\nASSESSES HOW\nEMPLOYEES VIEW\nTHE LEADERSHIP\nBEHAVIOURS OF\nTHEIR IMMEDIATE\nSUPERVISOR IN LINE\nWITH THE APS\nLEADERSHIP\nCAPABILITY\nFRAMEWORK.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 83 % +1 +4 +4 +4\nto future challenges\nMy supervisor can deliver difficult advice whilst 85 % +5  +7  +6  +6 \nmaintaining relationships\nMy supervisor invites a range of views, including 89 % +4 +7  +7  +6 \nthose different to their own\nMy supervisor encourages my team to regularly 84 % +1 +3 +3 +3\nreview and improve our work\n Source: `other-pdfs/aps-employee-census-highlights-report.pdf`\n- 1\nFor a discussion of the uses of administrative data see: ABS (2011) ‘Quality Management of Statistical Outputs Produced From Administrative Data’, March, Canberra. [1522.0]:\nhttp://www.abs.gov.au/ausstats/abs@.nsf/Latestproducts/1522.0Main%20Features2Mar%202011?opendocument&tabname=Summary&prodno=1522.0&issue=Mar%202011&num=&view=\nPublished: 9 September 2022 © 2022 Commonwealth of Australia Page 1 of 8\n Source: `strategies/information-note-statistical-report-enterprise-agreements-bargaining-data.pdf`\n- On this page:\nCase name\nThe issues\nWhat happened\nWhat organisations can learn from this case\nWhat the judge said\nThe outcome and the penalty\nContent\nCase name\nGeneral Manager of the Fair Work Commission v McGiveron and Burton\n[2017]\nFCA 405\nThe issues\nThe retiring WA Branch Secretary of the Transport Workers’ Union of Australia (TWU), James McGiveron, and McGiveron’s successor as Branch Secretary, Richard Burton, did not act for a proper purpose and in the best interests of the WA Branch when they:\npurchased for their own use two luxury Ford F350 utility vehicles at a cost to the Branch of over $300,000\nimplemented a generous redundancy policy, which caused McGiveron to receive an increased severance payment when McGiveron’s employment with the TWU was made redundant.\n Source: `pages/inquiries-index__09.html (https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/mcgiveron-burton)`\n- [Page 8]\nWellbeing Policies and Support\n Variance Variance\n Y Po o l u ic r i W es e a ll n b d eing 71 Response scale Pos % itive Varia 2 n 0 c 2 e 3 from Va A r P ia S n o ce v e f r r a o l m l op s e m f r r a a o t l m l i e o r n al m s f e i r z d o e i m u d m\nSupport Index agencies agencies\nscore\n+1 +1 0 0\nWellbeing\nThe Wellbeing Index\nprovides a measure\nof the practical and\ncultural elements\nthat allow for a\nsustainable and\nhealthy working\nenvironment.\ntroppuS\ndna\nseiciloP\ngnieblleW\nI am satisfied with the policies/practices in place to 65 % +2 -3 -3 -3\nhelp me manage my health and wellbeing\nMy agency does a good job of communicating what 68 % +10  +2 +2 +1 it can offer me in terms of health and wellbeing\nMy agency does a good job of promoting health and 66 % +6  -1 -1 -1\nwellbeing\nI think my agency cares about my health and 69 % +1 +5  +3 +2\nwellbeing\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- Case name\nRegistered Organisations Commissioner v Communications, Electronic, Energy, Information, Postal, Plumbing and Allied Services Union of Australia\n[2020] FCA 96\n(first instance)\nCommunications, Electronic, Energy, Information, Postal, Plumbing and Allied Services Union of Australia v Registered Organisations Commissioner\n[2020] FCAFC 232\n(on appeal)\nThe issues\nAn organisation was found to have had a dysfunctional organisational structure which contributed to breaches of the\nFair Work (Registered Organisations) Act 2009\n(the RO Act) relating to the failure to keep accurate records of offices and office holders, and failures to notify the regulator about changes to this information.\n Source: `pages/inquiries-index__15.html (https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/cepu)`\n- Association Inc. – dated 3 February 2026 (pdf)\nEnforceable undertaking –\nAustralian Education Union regarding the Queensland Branch - dated 27 November 2025 (pdf)\nEnforceable undertaking –\nThe Australian Nursing and Midwifery Federation (ANMF) entered into the undertaking as a result of non-compliance by its Western Australian Branch – 20 August 2025 (pdf)\nEnforceable undertaking –\nThe Transport Workers’ Union of Australia (TWU) entered into the undertaking as a result of non-compliance by its Victoria-Tasmania Branch (the Branch) - dated 13 September 2024 (pdf)\nEnforceable undertaking –\nCommunity and Public Sector Union regarding the Western Australian Prison Officers’ Union Branch, SPSF Group - dated 21 December 2023 (pdf)\nInfringement notices\nAn infringement notice is like a fine.\n Source: `pages/inquiries-index__20.html (https://www.fwc.gov.au/registered-organisations/inquiries-investigations-and-litigation)`\n- On this page:\nCase name\nThe issues\nWhat happened\nWhat organisations can learn from this case\nWhat the judge said\nThe outcome and the penalty\nCourt reference\nContent\nCase name\nHealth Services Union v Jackson (No 4)\n[2015] FCA 865\nThe issues\nA former National Secretary of the Health Services Union (HSU), Kathy Jackson, breached her duties under\nsection 287\nof the\nFair Work (Registered Organisations) Act 2009\n(Cth) (the RO Act) by misusing her position to benefit herself financially.\n Source: `pages/leadership.html (https://www.fwc.gov.au/registered-organisations/regulatory-education-and-engagement/summaries-court-cases/hsu-national-secretary-pay-compensation)`\n- It is the\nextent to which\nemployees are\nmotivated, inspired and\nenabled to improve an\norganisation's\noutcomes.\nyaS\nOverall, I am satisfied with my job 74 % -4 -1 -1 -2\nI am proud to work in my agency 82 % -2 +4 +4 +1\nI would recommend my agency as a good place to 74 % 0 +3 +4 +2\nwork\nI believe strongly in the purpose and objectives of 88 % 0 +2 0 -2 my agency\nyatS\nI feel a strong personal attachment to my agency 65 % -1 +2 +2 0\nI feel committed to my agency's goals 85 % -2 -1 -2 -3\nevirtS\nI suggest ideas to improve our way of doing things 83 % -3 -3 -5  -6 \nI am happy to go the 'extra mile' at work when 91 % +1 0 -1 -1\nrequired\nI work beyond what is required in my job to help my 84 % 0 +3 +1 +3\nagency achieve its objectives\nMy agency really inspires me to do my best work 61 % -3 +1 0 -2\nevery day\nPositive Neutral Negative\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n\n## Corporate Values and Operating Culture\n\n- [Page 12]\nWorking in the APS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2024 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 66 % +4 -3 +1 -2\nThe people in my workgroup demonstrate stewardship 82 % +7  +5  +6  +4\nThe culture in my agency supports people to act with integrity 88 % +5  +7  +8  +7 \nI believe strongly in the purpose and objectives of the APS 89 % +1 0 0 0\nI feel a strong personal attachment to the APS 66 % +3 -3 0 +1\nMy workgroup considers the people and businesses affected by what we do 86 % -1 +2 +2 0\nThe people in my workgroup value others’ individual skills and talents 86 % - +2 +4 +1\nPeople in my workgroup are comfortable checking with each other if they have 93 % - +4 +4 +4\nquestions about the right way to do something\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- [Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n77 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2023 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n-3 0 0 0\nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 80 % -3 0 0 +1\nto future challenges\nMy supervisor can deliver difficult advice whilst 77 % -8  -2 -1 -2\nmaintaining relationships\nMy supervisor invites a range of views, including 82 % -7  0 +1 0\nthose different to their own\nMy supervisor encourages my team to regularly 81 % -3 -2 0 -1\nreview and improve our work\nMy supervisor is invested in my development 79 % -3 +1 +3 +1\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- [Page 12]\nWorking in the APS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 62 % - -3 -2 -3\nThe people in my workgroup demonstrate stewardship 75 % - -2 -3 -4\nThe culture in my agency supports people to act with integrity 83 % - +6  +6  +6 \nI believe strongly in the purpose and objectives of the APS 88 % +2 +1 +1 +1\nI feel a strong personal attachment to the APS 63 % -1 -1 0 +2\nMy workgroup considers the people and businesses affected by what we do 88 % - +2 0 0\nPositive Neutral Negative\nKey  At least 5 percentage points greater than comparator  At least 5 percentage points less than comparator\n2024 APS Employee Census PAGE 12.\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- [pages 12,13,14,15,16,17]\nAPS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 62 % - -3 -2 -3\nThe people in my workgroup demonstrate stewardship 75 % - -2 -3 -4\nThe culture in my agency supports people to act with integrity 83 % - +6  +6  +6 \nI believe strongly in the purpose and objectives of the APS 88 % +2 +1 +1 +1\nI feel a strong personal attachment to the APS 63 % -1 -1 0 +2\nMy workgroup considers the people and businesses affected by what we do 88 % - +2 0 0\nPositive Neutral Negative\nKey  At least 5 percentage points greater than comparator  At least 5 percentage points less than comparator\n2024 APS Employee Census PAGE 12.\n Source: `other-pdfs/2024-aps-employee-census-highlights-report.pdf`\n- [Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n79 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2024 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n+2 +1 +2 +1\nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 81 % +1 +1 +2 +1\nto future challenges\nMy supervisor can deliver difficult advice whilst 84 % +6  +4 +6  +4\nmaintaining relationships\nMy supervisor invites a range of views, including 82 % 0 -1 +2 -1\nthose different to their own\nMy supervisor encourages my team to regularly 81 % 0 -2 +1 -1\nreview and improve our work\nMy supervisor is invested in my development 79 % +1 +1 +4 +1\n Source: `other-pdfs/2025-aps-employee-census-highlights-report.pdf`\n- [Page 4]\nLEADERSHIP - IMMEDIATE SUPERVISOR\n YOUR VARIANCE VARIANCE\n IMMEDIATE 79 RESPONSE SCALE POS % ITIVE F V R A O RI M A N 2 C 02 E 1 F V R A O RI M A N A C P E S SM FR AL O L M E R FROM SI Z M E E D D IUM\nOVERALL OPERATIONAL\nSUPERVISOR AGENCIES\nAGENCIES\nINDEX\nSCORE +3 +2 +3 +3\nIMMEDIATE\nSUPERVISOR\nTHE IMMEDIATE\nSUPERVISOR SCORE\nASSESSES HOW\nEMPLOYEES VIEW\nTHE LEADERSHIP\nBEHAVIOURS OF\nTHEIR IMMEDIATE\nSUPERVISOR IN LINE\nWITH THE APS\nLEADERSHIP\nCAPABILITY\nFRAMEWORK.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 82 % +6  +3 +6  +4\nto future challenges\nMy supervisor can deliver difficult advice whilst 80 % +4 +2 +3 +2\nmaintaining relationships\nMy supervisor invites a range of views, including 85 % +9  +4 +5  +3\nthose different to their own\nMy supervisor encourages my team to regularly 82 % +3 +1 +4 +2\nreview and improve our work\n Source: `other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf`\n- [Page 4]\nLEADERSHIP - IMMEDIATE SUPERVISOR\n YOUR VARIANCE VARIANCE\n IMMEDIATE 80 RESPONSE SCALE POS % ITIVE F V R A O RI M A N 2 C 02 E 2 F V R A O RI M A N A C P E S SM FR AL O L M E R FROM SI Z M E E D D IUM\nOVERALL OPERATIONAL\nSUPERVISOR AGENCIES\nAGENCIES\nINDEX\nSCORE +1 +4 +3 +3\nIMMEDIATE\nSUPERVISOR\nTHE IMMEDIATE\nSUPERVISOR SCORE\nASSESSES HOW\nEMPLOYEES VIEW\nTHE LEADERSHIP\nBEHAVIOURS OF\nTHEIR IMMEDIATE\nSUPERVISOR IN LINE\nWITH THE APS\nLEADERSHIP\nCAPABILITY\nFRAMEWORK.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 83 % +1 +4 +4 +4\nto future challenges\nMy supervisor can deliver difficult advice whilst 85 % +5  +7  +6  +6 \nmaintaining relationships\nMy supervisor invites a range of views, including 89 % +4 +7  +7  +6 \nthose different to their own\nMy supervisor encourages my team to regularly 84 % +1 +3 +3 +3\nreview and improve our work\n Source: `other-pdfs/aps-employee-census-highlights-report.pdf`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `strategies/2023-fair-work-commission-action-plan-aps-employee-census.pdf` - strategies - local file\n- `strategies/2024-fair-work-commission-action-plan-aps-employee-census.pdf` - strategies - local file\n- `strategies/2025-fair-work-commission-action-plan-aps-employee-census.pdf` - strategies - local file\n- `strategies/annual-statement-compliance-cwlth-child-safety-framework-2024-10-02.pdf` - strategies - local file\n- `strategies/information-note-statistical-report-enterprise-agreements-bargaining-data.pdf` - strategies - local file\n- `strategies/pp019-education-and-engagement-strategy-2026-2027.pdf` - strategies - local file\n- `strategies/statistical-report-agreements-bargaining-data-2024-09-09.pdf` - strategies - local file\n- `strategies/statistical-report-agreements-bargaining-data-2024-09-23.pdf` - strategies - local file\n- `strategies/statistical-report-agreements-bargaining-data-2024-10-07.pdf` - strategies - local file\n- `strategies/statistical-report-agreements-bargaining-data-2024-10-21.pdf` - strategies - local file\n- `strategies/statistical-report-agreements-bargaining-data-2024-11-04.pdf` - strategies - local file\n- `strategies/statistical-report-agreements-bargaining-data-2024-11-18.pdf` - strategies - local file\n- `pages/about.html` - pages - https://www.fwc.gov.au/about-us\n- `pages/announcements-index.html` - pages - https://www.fwc.gov.au/job-loss-or-dismissal/unfair-dismissal/possible-results-unfair-dismissal-claims/reinstatement-after\n- `pages/announcements-index__21.html` - pages - https://www.fwc.gov.au/job-loss-or-dismissal/unfair-dismissal/possible-results-unfair-dismissal-claims/reinstatement-after\n- `pages/announcements-index__22.html` - pages - https://www.fwc.gov.au/apply-or-lodge/form/apply-order-stop-sexual-harassment-before-6-march-2023-form-f72a\n- `pages/announcements-index__23.html` - pages - https://www.fwc.gov.au/apply-or-lodge/form/employer-or-principal-response-application-order-stop-sexual-harassment-occurred-prior-6-march-2023-form-f73a\n- `pages/announcements-index__24.html` - pages - https://www.fwc.gov.au/apply-or-lodge/form/response-person-named-application-order-stop-sexual-harassment-occurred-prior-6-march-2023-form-f74a\n- `pages/announcements-index__25.html` - pages - https://www.fwc.gov.au/work-conditions/enterprise-agreements/make-enterprise-agreement/you-start-bargaining/genuine\n- `pages/announcements-index__26.html` - pages - https://www.fwc.gov.au/work-conditions/enterprise-agreements/make-enterprise-agreement/you-start-bargaining/statement\n- `pages/announcements-index__27.html` - pages - https://www.fwc.gov.au/work-conditions/enterprise-agreements/sunsetting-pre-2010-agreements-zombie-agreements-changes-7\n- `pages/announcements-index__28.html` - pages - https://www.fwc.gov.au/work-conditions/enterprise-agreements/sunsetting-pre-2010-agreements/types-pre-2010-agreements\n- `pages/announcements-index__29.html` - pages - https://www.fwc.gov.au/work-conditions/enterprise-agreements/sunsetting-pre-2010-agreements/applications-extend-default\n- `pages/contact.html` - pages - https://www.fwc.gov.au/contact\n- `pages/corporate-plans-index.html` - pages - https://www.fwc.gov.au/about-us/operations/strategy-vision-future-directions\n- `pages/homepage.html` - pages - https://www.fwc.gov.au/\n- `pages/inquiries-index.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/melham\n- `pages/inquiries-index__06.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/melham\n- `pages/inquiries-index__07.html` - pages - https://www.fwc.gov.au/registered-organisations/running-registered-organisation/financial-reporting/auditors-and-audit\n- `pages/inquiries-index__08.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/faaa\n- `pages/inquiries-index__09.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/mcgiveron-burton\n- `pages/inquiries-index__10.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/brennan\n- `pages/inquiries-index__11.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/thomson\n- `pages/inquiries-index__12.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/hsu-others\n- `pages/inquiries-index__13.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/mua\n- `pages/inquiries-index__14.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/awu\n- `pages/inquiries-index__15.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/cepu\n- `pages/inquiries-index__16.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/anmf\n- `pages/inquiries-index__17.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/twu\n- `pages/inquiries-index__18.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/aha\n- `pages/inquiries-index__19.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education/inquiries-investigations-and-litigation/summaries-court-cases/hsu\n- `pages/inquiries-index__20.html` - pages - https://www.fwc.gov.au/registered-organisations/inquiries-investigations-and-litigation\n- `pages/leadership.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education-and-engagement/summaries-court-cases/hsu-national-secretary-pay-compensation\n- `pages/ministerial-releases-index.html` - pages - https://www.fwc.gov.au/ministerial-declaration\n- `pages/ministers.html` - pages - https://www.fwc.gov.au/powers-minister\n- `pages/news-latest.html` - pages - https://www.fwc.gov.au/about-us/news-and-media/news/road-transport-contractual-chain-order-issued\n- `pages/strategies-index.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education-and-engagement/our-education-strategy\n- `pages/strategies-index__00.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education-and-engagement/our-education-strategy\n- `pages/strategies-index__01.html` - pages - https://www.fwc.gov.au/work-conditions/enterprise-agreements/about-enterprise-agreements/statistical-reports-enterprise\n- `pages/strategies-index__02.html` - pages - https://www.fwc.gov.au/work-conditions/awards/modern-awards-pay-database/data-dictionary-modern-awards-pay-database\n- `pages/strategies-index__03.html` - pages - https://www.fwc.gov.au/hearings-decisions/major-cases/previous-major-cases/award-flexibility-hospitality-and-retail-8\n- `pages/strategies-index__04.html` - pages - https://www.fwc.gov.au/hearings-decisions/major-cases/application-net-zero-economy-authority-ceo-torrens-island-power-station-b-nz20251\n- `pages/strategies-index__05.html` - pages - https://www.fwc.gov.au/documents/organisations/resources/pp019-education-and-engagement-strategy-2026-2027.pdf\n- `pages/structure.html` - pages - https://www.fwc.gov.au/registered-organisations\n- `pages/taskforces-index.html` - pages - https://www.fwc.gov.au/registered-organisations/regulatory-education-and-engagement/registered-organisations-advisory\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/2024-aps-employee-census-highlights-report.pdf` - other-pdfs - local file\n- `other-pdfs/2025-aps-employee-census-highlights-report.pdf` - other-pdfs - local file\n- `other-pdfs/aps-employee-census-2021-fwc-highlights-report.pdf` - other-pdfs - local file\n- `other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf` - other-pdfs - local file\n- `other-pdfs/aps-employee-census-highlights-report.pdf` - other-pdfs - local file\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.", "legislation_md": "# Fair Work Commission - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:06:40.092821+00:00\n**Entity ID**: B-003484\n**Jurisdiction**: Commonwealth\n**Portfolio**: Employment and Workplace Relations\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 60\n- Unique legislation references found: 12\n\n| Type | Count |\n|---|---:|\n| Act | 9 |\n| Instrument | 1 |\n| Regulation | 1 |\n| Rules | 1 |\n\n## Legislation References\n\n### Fair Work (Registered Organisations) Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 28\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+%28Registered+Organisations%29+Act+2009\n\n**Sources**:\n- `pages/announcements-index__26.html`\n- `pages/inquiries-index.html`\n- `pages/inquiries-index__06.html`\n- `pages/inquiries-index__08.html`\n- `pages/inquiries-index__09.html`\n- `pages/inquiries-index__11.html`\n- `pages/inquiries-index__12.html`\n- `pages/inquiries-index__13.html`\n- `pages/inquiries-index__14.html`\n- `pages/inquiries-index__15.html`\n\n**Evidence contexts**:\n- representative, having regard to the employees the agreement is expressed to cover (section 188(2)(b)).\nDefinitions\nIn this Statement of Principles on Genuine Agreement:\nemployee organisation\nmeans an organisation of employees registered under the\nFair Work (Registered Organisations) Act 2009\nnotice of employee representational rights\nmeans the notice in Schedule 2.1 to the\nFair Work Regulations 2009\n, and\nterms defined in the Fair Work Act have the meanings given in that Act, including the following terms:\nbargaining representative\nemployee\nemplo\n Source: `pages/announcements-index__26.html`\n- The Branch also added 730 people to its register of members, most of whom did not apply to join the AWU and did not know that they were members.\nAdding people to the register who are not entitled to be members is contrary to the AWU’s rules and the\nFair Work (Registered Organisations) Act 2009\n(the RO Act), which requires organisations to keep accurate registers of members. The behaviour continued throughout Mr Melhem’s time in the role as Victorian Branch Secretary.\nMr Melhem admitted that in the case of three of the employers/associations his act\n Source: `pages/inquiries-index.html`\n- The Branch also added 730 people to its register of members, most of whom did not apply to join the AWU and did not know that they were members.\nAdding people to the register who are not entitled to be members is contrary to the AWU’s rules and the\nFair Work (Registered Organisations) Act 2009\n(the RO Act), which requires organisations to keep accurate registers of members. The behaviour continued throughout Mr Melhem’s time in the role as Victorian Branch Secretary.\nMr Melhem admitted that in the case of three of the employers/associations his act\n Source: `pages/inquiries-index__06.html`\n- sn’t entitled to pay himself unauthorised back-pay | Fair Work Commission\n\nDivisional Secretary wasn’t entitled to pay himself unauthorised back-pay\nIntroduction\nThe Divisional Secretary of a branch of an organisation was found to have breached the\nFair Work (Registered Organisations) Act 2009\n(the RO Act) when he personally arranged for and received back-pay from the union’s funds that he was not entitled to.\nOn this page:\nCase name\nThe issues\nWhat happened\nWhat organisations can learn from this case\nWhat the judge said\nThe outcome and the penalty\n Source: `pages/inquiries-index__08.html`\n- seven years by failing to prepare a budget as required by the union’s rules.\nCase name\nRegistered Organisations Commissioner v Mijatov\n[2018]\nFCA 939\nThe issues\nThe Divisional Secretary of a branch of an organisation was found to have breached the\nFair Work (Registered Organisations) Act 2009\n(the RO Act) when he personally arranged for and received back-pay from the union’s funds that he was not entitled to.\nThe Divisional Secretary also breached his duties of care and diligence as an officer for seven years by failing to prepare a budget as requ\n Source: `pages/inquiries-index__08.html`\n\n### Fair Work Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 24\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+Act+2009\n\n**Sources**:\n- `pages/about.html`\n- `pages/announcements-index.html`\n- `pages/announcements-index__21.html`\n- `pages/announcements-index__22.html`\n- `pages/announcements-index__23.html`\n- `pages/announcements-index__24.html`\n- `pages/announcements-index__25.html`\n- `pages/announcements-index__26.html`\n- `pages/announcements-index__28.html`\n- `pages/inquiries-index__14.html`\n\n**Evidence contexts**:\n- About us | Fair Work Commission\n\nAbout us\nIntroduction\nThe Fair Work Commission was established by the\nFair Work Act 2009\n. We set the minimum wages for Australia and help with issues in the workplace. We also regulate registered organisations.\nContent\nWe are Australia’s national workplace relations tribunal and registered organisations regulator. Find out about our structure, r\n Source: `pages/about.html`\n- yee's job to what it was before the dismissal.\nThis means the position has the same pay, benefits and working conditions. It does not have to be the same position but the terms and conditions cannot be worse than the previous job.\nSee\nsection 391(1)(b)\nof the\nFair Work Act 2009\n.\nWe may order the employer to give the employee their job back, even if the employer:\nstill has a negative view of the employee’s actions after the legal decision\nis embarrassed because they thought an employee was guilty of something\nmade the employee redun\n Source: `pages/announcements-index.html`\n- yee's job to what it was before the dismissal.\nThis means the position has the same pay, benefits and working conditions. It does not have to be the same position but the terms and conditions cannot be worse than the previous job.\nSee\nsection 391(1)(b)\nof the\nFair Work Act 2009\n.\nWe may order the employer to give the employee their job back, even if the employer:\nstill has a negative view of the employee’s actions after the legal decision\nis embarrassed because they thought an employee was guilty of something\nmade the employee redun\n Source: `pages/announcements-index__21.html`\n- bout it.\nWe will also send a copy of your application to:\neach\nperson named\nin the application as an alleged sexual harasser\neach employer or\nprincipal\nnamed in the application\nany lawyer or\npaid agent\ninvolved in the case.\nRules and regulations for this form\nFair Work Act 2009:\nSection 789FC(1)\nFair Work Commission Rules 2024:\nRule 71\nand\nSchedule 1\nHow useful was this page?*\nStar rating\nDo you have any comments?\nNote: your comments are anonymous. We use them to improve the website. Do not include any personal details.\nContact us\no\n Source: `pages/announcements-index__22.html`\n- to talk about whether you should provide the information.\nWhere to find legal help\nFind out\nwhere to find legal help\n, including free legal advice for eligible people and small businesses from our\nWorkplace Advice Service\n.\nRules and regulations for this form\nFair Work Act 2009:\nSection 789FC\nFair Work Commission Rules 2024:\nRule 87\n,\nSchedule 1\nHow useful was this page?*\nStar rating\nDo you have any comments?\nNote: your comments are anonymous. We use them to improve the website. Do not include any personal details.\nContact us\nor\nfin\n Source: `pages/announcements-index__23.html`\n\n### Under the Fair Work Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.gov.au/search?query=Under+the+Fair+Work+Act+2009\n\n**Sources**:\n- `strategies/information-note-statistical-report-enterprise-agreements-bargaining-data.pages.jsonl`\n- `strategies/statistical-report-agreements-bargaining-data-2024-09-09.pages.jsonl`\n- `strategies/statistical-report-agreements-bargaining-data-2024-09-23.pages.jsonl`\n- `strategies/statistical-report-agreements-bargaining-data-2024-10-07.pages.jsonl`\n- `strategies/statistical-report-agreements-bargaining-data-2024-10-21.pages.jsonl`\n- `strategies/statistical-report-agreements-bargaining-data-2024-11-04.pages.jsonl`\n- `strategies/statistical-report-agreements-bargaining-data-2024-11-18.pages.jsonl`\n\n**Evidence contexts**:\n- ure all applications with union involvement and are limited to applications where the union is the applicant (i.e. the entity who lodged\nthe application). This is in contrast to how the Trends in Federal Enterprise Bargaining report deals with union coverage.\nUnder the Fair Work Act 2009 it is possible for a union to have been involved in bargaining for an agreement and not lodge the application. Whether a union is\ncovered by an agreement is not determined until a Commission Member issues an approval decision.\nConsistent wage increase: Magnit\n Source: `strategies/information-note-statistical-report-enterprise-agreements-bargaining-data.pages.jsonl`\n- ure all applications with union involvement and are\nlimited to applications where the union is the applicant (i.e. the entity who lodged\nthe application). This is in contrast to how the Trends in Federal Enterprise\nBargaining report deals with union coverage.\nUnder the Fair Work Act 2009 it is possible for a union to have been involved in\nbargaining for an agreement and not lodge the application. Whether a union is\ncovered by an agreement is not determined until a Commission Member issues an\napproval decision.\nConsistent wage Magnitude of wag\n Source: `strategies/statistical-report-agreements-bargaining-data-2024-09-09.pages.jsonl`\n- ure all applications with union involvement and are\nlimited to applications where the union is the applicant (i.e. the entity who lodged\nthe application). This is in contrast to how the Trends in Federal Enterprise\nBargaining report deals with union coverage.\nUnder the Fair Work Act 2009 it is possible for a union to have been involved in\nbargaining for an agreement and not lodge the application. Whether a union is\ncovered by an agreement is not determined until a Commission Member issues an\napproval decision.\nConsistent wage Magnitude of wag\n Source: `strategies/statistical-report-agreements-bargaining-data-2024-09-23.pages.jsonl`\n- ure all applications with union involvement and are\nlimited to applications where the union is the applicant (i.e. the entity who lodged\nthe application). This is in contrast to how the Trends in Federal Enterprise\nBargaining report deals with union coverage.\nUnder the Fair Work Act 2009 it is possible for a union to have been involved in\nbargaining for an agreement and not lodge the application. Whether a union is\ncovered by an agreement is not determined until a Commission Member issues an\napproval decision.\nConsistent wage Magnitude of wag\n Source: `strategies/statistical-report-agreements-bargaining-data-2024-10-07.pages.jsonl`\n- ure all applications with union involvement and are\nlimited to applications where the union is the applicant (i.e. the entity who lodged\nthe application). This is in contrast to how the Trends in Federal Enterprise\nBargaining report deals with union coverage.\nUnder the Fair Work Act 2009 it is possible for a union to have been involved in\nbargaining for an agreement and not lodge the application. Whether a union is\ncovered by an agreement is not determined until a Commission Member issues an\napproval decision.\nConsistent wage Magnitude of wag\n Source: `strategies/statistical-report-agreements-bargaining-data-2024-10-21.pages.jsonl`\n\n### Fair Work (Transitional Provisions and Consequential Amendments) Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+%28Transitional+Provisions+and+Consequential+Amendments%29+Act+2009\n\n**Sources**:\n- `pages/announcements-index__28.html`\n\n**Evidence contexts**:\n- ed transitional instruments’ are:\nindividual transitional employment agreements (ITEAs)\npreserved individual State agreements\nAustralian Workplace Agreements (AWAs)\npre-reform Australian Workplace Agreements (pre-reform AWAs).\nSee\nSchedule 3\nof the\nFair Work (Transitional Provisions and Consequential Amendments) Act 2009.\nDivision 2B State employment agreements\nDivision 2B State employment agreements are based on agreements registered under State industrial laws in New South Wales, Queensland, South Australia and Tasmania before 1 January 2010 that covered referred employers.\n Source: `pages/announcements-index__28.html`\n- greements registered under State industrial laws in New South Wales, Queensland, South Australia and Tasmania before 1 January 2010 that covered referred employers.\nThese agreements were either:\n• collective, or\n• individual.\nSee\nSchedule 3A\nof the\nFair Work (Transitional Provisions and Consequential Amendments) Act 2009\n.\nEnterprise agreements made during the bridging period\nEnterprise agreements that were made under the Fair Work Act between 1 July 2009 and 31 December 2009 had to pass the ‘no disadvantage test’ rather than the ‘better off overall test’. These agreements we\n Source: `pages/announcements-index__28.html`\n- terprise agreements that were made under the Fair Work Act between 1 July 2009 and 31 December 2009 had to pass the ‘no disadvantage test’ rather than the ‘better off overall test’. These agreements were collective agreements.\nSee\nSchedule 7\nof the\nFair Work (Transitional Provisions and Consequential Amendments) Act 2009\n.\nHow useful was this page?*\nStar rating\nDo you have any comments?\nNote: your comments are anonymous. We use them to improve the website. Do not include any personal details.\nContact us\nor\nfind legal help\nif you need a response.\n Source: `pages/announcements-index__28.html`\n\n### Fair Work Commission Rules 2024\n\n**Type**: Rules\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+Commission+Rules+2024\n\n**Sources**:\n- `pages/announcements-index__22.html`\n- `pages/announcements-index__23.html`\n- `pages/announcements-index__24.html`\n\n**Evidence contexts**:\n- your application to:\neach\nperson named\nin the application as an alleged sexual harasser\neach employer or\nprincipal\nnamed in the application\nany lawyer or\npaid agent\ninvolved in the case.\nRules and regulations for this form\nFair Work Act 2009:\nSection 789FC(1)\nFair Work Commission Rules 2024:\nRule 71\nand\nSchedule 1\nHow useful was this page?*\nStar rating\nDo you have any comments?\nNote: your comments are anonymous. We use them to improve the website. Do not include any personal details.\nContact us\nor\nfind legal help\nif you need a response.\n Source: `pages/announcements-index__22.html`\n- rovide the information.\nWhere to find legal help\nFind out\nwhere to find legal help\n, including free legal advice for eligible people and small businesses from our\nWorkplace Advice Service\n.\nRules and regulations for this form\nFair Work Act 2009:\nSection 789FC\nFair Work Commission Rules 2024:\nRule 87\n,\nSchedule 1\nHow useful was this page?*\nStar rating\nDo you have any comments?\nNote: your comments are anonymous. We use them to improve the website. Do not include any personal details.\nContact us\nor\nfind legal help\nif you need a response.\n Source: `pages/announcements-index__23.html`\n- providing particular information to the other people involved, don’t include it yet.\nLodge your completed form and then\ncontact us\nto talk about whether you should provide the information.\nRules and regulations for this form\nFair Work Act 2009:\nSection 789FC\nFair Work Commission Rules 2024:\nRule 87\n,\nSchedule 1\nHow useful was this page?*\nStar rating\nDo you have any comments?\nNote: your comments are anonymous. We use them to improve the website. Do not include any personal details.\nContact us\nor\nfind legal help\nif you need a response.\n Source: `pages/announcements-index__24.html`\n\n### Workplace Relations Act 1996\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Workplace+Relations+Act+1996\n\n**Sources**:\n- `pages/announcements-index__28.html`\n\n**Evidence contexts**:\n- as made to the Commission before 7 December 2023 and the Commission has extended the agreements default period (or the application is pending).\nAgreement-based transitional instruments\nBefore 1 January 2010, several types of agreements were in place under the\nWorkplace Relations Act 1996\n.\nThese agreements were either:\ncollective\n– covering employer(s) and a group of employees, or\nindividual\n– covering one employer and one employee.\n‘\nCollective\nagreement-based transitional instruments’ are:\ncollective agreements\nworkplace determinations\npres\n Source: `pages/announcements-index__28.html`\n\n### Fair Work (Statement of Principles on Genuine Agreement) Instrument 2023\n\n**Type**: Instrument\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+%28Statement+of+Principles+on+Genuine+Agreement%29+Instrument+2023\n\n**Sources**:\n- `pages/announcements-index__26.html`\n\n**Evidence contexts**:\n- tative\nemployee\nemployer\nenterprise agreement\nFair Work Commission or FWC\ngenuinely agreed\ngreenfields agreement\nmade\nmodern award\nmulti-enterprise agreement\nnotification time\nsingle-enterprise agreement, and\nvoting request order.\nContent\nDownload:\nFair Work (Statement of Principles on Genuine Agreement) Instrument 2023\nand\nReplacement Explanatory Statement to the Fair Work (Statement of Principles on Genuine Agreement) Instrument 2023\n.\nHow useful was this page?*\nStar rating\nDo you have any comments?\nNote: your comments are anonymous. We use them to improve the website. Do\n Source: `pages/announcements-index__26.html`\n- modern award\nmulti-enterprise agreement\nnotification time\nsingle-enterprise agreement, and\nvoting request order.\nContent\nDownload:\nFair Work (Statement of Principles on Genuine Agreement) Instrument 2023\nand\nReplacement Explanatory Statement to the Fair Work (Statement of Principles on Genuine Agreement) Instrument 2023\n.\nHow useful was this page?*\nStar rating\nDo you have any comments?\nNote: your comments are anonymous. We use them to improve the website. Do not include any personal details.\nContact us\nor\nfind legal help\nif you need a response.\n Source: `pages/announcements-index__26.html`\n\n### Fair Work Regulations 2009\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+Regulations+2009\n\n**Sources**:\n- `pages/announcements-index__26.html`\n\n**Evidence contexts**:\n- oyed at the notification time for the agreement (unless the employer has already given the employee the notice within a reasonable period before the notification time for the agreement).\nThe notice of employee representational rights is in Schedule 2.1 to the\nFair Work Regulations 2009\n(Cth). Section 174(1A) of the Fair Work Act provides that the notice must contain the content prescribed by the regulations, not contain any other content, and be in the form prescribed by the regulations. Regulation 2.04 sets out how the notice is to be give\n Source: `pages/announcements-index__26.html`\n- n this Statement of Principles on Genuine Agreement:\nemployee organisation\nmeans an organisation of employees registered under the\nFair Work (Registered Organisations) Act 2009\nnotice of employee representational rights\nmeans the notice in Schedule 2.1 to the\nFair Work Regulations 2009\n, and\nterms defined in the Fair Work Act have the meanings given in that Act, including the following terms:\nbargaining representative\nemployee\nemployer\nenterprise agreement\nFair Work Commission or FWC\ngenuinely agreed\ngreenfields agreement\nmade\nmodern award\n Source: `pages/announcements-index__26.html`\n\n### Content Introduction See Fair Work Act 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Content+Introduction+See+Fair+Work+Act+2009\n\n**Sources**:\n- `pages/ministerial-releases-index.html`\n\n**Evidence contexts**:\n- Ministerial declaration | Fair Work Commission\n\nMinisterial declaration\nOn this page:\nIntroduction\nApplying for a Ministerial declaration\nCase examples\nContent\nIntroduction\nSee\nFair Work Act 2009\ns.247\nTwo or more employers that will be covered by a proposed enterprise agreement may apply to the Minister for a declaration that they may bargain together.\nThe Minister may only make a declaration upon application by the relevant employers and the declara\n Source: `pages/ministerial-releases-index.html`\n\n### Fair Work Act and the Fair Work Regulations 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+Act+and+the+Fair+Work+Regulations+2009\n\n**Sources**:\n- `pages/announcements-index__26.html`\n\n**Evidence contexts**:\n- ees before it can approve the variation. In determining whether it is satisfied that a variation has been genuinely agreed to, the FWC must take into account this Statement of Principles on Genuine Agreement in the manner and to the extent provided for in the Fair Work Act and the\nFair Work Regulations 2009\n.\nInforming employees of bargaining for a proposed enterprise agreement Informing employees of their right to be represented by a bargaining representative\nThe employer should ensure that employees of the employer who will be covered by a proposed enterprise\n Source: `pages/announcements-index__26.html`\n\n### Introduction The Fair Work (Registered Organisations) Act 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Introduction+The+Fair+Work+%28Registered+Organisations%29+Act+2009\n\n**Sources**:\n- `pages/inquiries-index__07.html`\n\n**Evidence contexts**:\n- Auditors and the audit report | Fair Work Commission\n\nAuditors and the audit report\nIntroduction\nThe\nFair Work (Registered Organisations) Act 2009\n(the RO Act) requires that financial reports of organisations and branches be audited.\nOn this page:\nMust use a registered auditor\nWhen financial reports must be audited\nThe audit report\nRotation of auditors\nHow to remove an auditor\nPenalties\nContent\nMust use\n Source: `pages/inquiries-index__07.html`\n\n### Net Zero Economy Authority Act 2024\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Net+Zero+Economy+Authority+Act+2024\n\n**Sources**:\n- `pages/strategies-index__04.html`\n\n**Evidence contexts**:\n- ion B NZEA application (NZ2025/1) | Fair Work Commission\n\nTorrens Island Power Station B NZEA application (NZ2025/1)\nIntroduction\nOn 14 October 2025 the Chief Executive Officer of the Net Zero Economy Authority lodged an application under section 56(1) of the\nNet Zero Economy Authority Act 2024\nfor us to make a community of interest determination.\nContent\nThe application relates to the Torrens Island Power Station B, scheduled to commence closing in June 2026 through to 30 June 2028.\nIf we make a community of interest determination, it formally esta\n Source: `pages/strategies-index__04.html`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/announcements-index.html` (page)\n- `pages/announcements-index__21.html` (page)\n- `pages/announcements-index__22.html` (page)\n- `pages/announcements-index__23.html` (page)\n- `pages/announcements-index__24.html` (page)\n- `pages/announcements-index__25.html` (page)\n- `pages/announcements-index__26.html` (page)\n- `pages/announcements-index__27.html` (page)\n- `pages/announcements-index__28.html` (page)\n- `pages/announcements-index__29.html` (page)\n- `pages/contact.html` (page)\n- `pages/corporate-plans-index.html` (page)\n- `pages/homepage.html` (page)\n- `pages/inquiries-index.html` (page)\n- `pages/inquiries-index__06.html` (page)\n- `pages/inquiries-index__07.html` (page)\n- `pages/inquiries-index__08.html` (page)\n- `pages/inquiries-index__09.html` (page)\n- `pages/inquiries-index__10.html` (page)\n- `pages/inquiries-index__11.html` (page)\n- `pages/inquiries-index__12.html` (page)\n- `pages/inquiries-index__13.html` (page)\n- `pages/inquiries-index__14.html` (page)\n- `pages/inquiries-index__15.html` (page)\n- `pages/inquiries-index__16.html` (page)\n- `pages/inquiries-index__17.html` (page)\n- `pages/inquiries-index__18.html` (page)\n- `pages/inquiries-index__19.html` (page)\n- `pages/inquiries-index__20.html` (page)\n- `pages/leadership.html` (page)\n- `pages/ministerial-releases-index.html` (page)\n- `pages/ministers.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `pages/strategies-index__02.html` (page)\n- `pages/strategies-index__03.html` (page)\n- `pages/strategies-index__04.html` (page)\n- `pages/strategies-index__05.html` (page)\n- `pages/structure.html` (page)\n- `pages/taskforces-index.html` (page)\n- `other-pdfs/2024-aps-employee-census-highlights-report.pages.jsonl` (pdf_pages)\n- `other-pdfs/2025-aps-employee-census-highlights-report.pages.jsonl` (pdf_pages)\n- `other-pdfs/aps-employee-census-2021-fwc-highlights-report.pages.jsonl` (pdf_pages)\n- `other-pdfs/aps-employee-census-2022-fwc-highlights-report.pages.jsonl` (pdf_pages)\n- `other-pdfs/aps-employee-census-highlights-report.pages.jsonl` (pdf_pages)\n- `strategies/2023-fair-work-commission-action-plan-aps-employee-census.pages.jsonl` (pdf_pages)\n- `strategies/2024-fair-work-commission-action-plan-aps-employee-census.pages.jsonl` (pdf_pages)\n- `strategies/2025-fair-work-commission-action-plan-aps-employee-census.pages.jsonl` (pdf_pages)\n- `strategies/annual-statement-compliance-cwlth-child-safety-framework-2024-10-02.pages.jsonl` (pdf_pages)\n- `strategies/information-note-statistical-report-enterprise-agreements-bargaining-data.pages.jsonl` (pdf_pages)\n- `strategies/pp019-education-and-engagement-strategy-2026-2027.pages.jsonl` (pdf_pages)\n- `strategies/statistical-report-agreements-bargaining-data-2024-09-09.pages.jsonl` (pdf_pages)\n- `strategies/statistical-report-agreements-bargaining-data-2024-09-23.pages.jsonl` (pdf_pages)\n- `strategies/statistical-report-agreements-bargaining-data-2024-10-07.pages.jsonl` (pdf_pages)\n- `strategies/statistical-report-agreements-bargaining-data-2024-10-21.pages.jsonl` (pdf_pages)\n- `strategies/statistical-report-agreements-bargaining-data-2024-11-04.pages.jsonl` (pdf_pages)\n- `strategies/statistical-report-agreements-bargaining-data-2024-11-18.pages.jsonl` (pdf_pages)", "global_initiatives_md": "# Global Ideas Input - Fair Work Commission\n\nUse the source text files in this folder to produce implementable ideas for Australia.\n\nFor each idea, separate:\n- large structural reforms\n- small/cheap operational changes\n- overseas case-study evidence\n- university/research support\n- consulting/association trend support\n- implementation steps in the Australian context\n- risks, prerequisites, and likely owner\n\n## Sources\n\n- [association] World Bank Governance Global Practice - https://www.worldbank.org/en/topic/governance - `source-text/association-worldbank.org-governance.txt`\n- [consulting] Deloitte Government and Public Services - https://www.deloitte.com/global/en/Industries/government-public.html - `source-text/consulting-deloitte.com-government-public.txt`\n- [university] Harvard Kennedy School Ash Center - https://ash.harvard.edu/ - `source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "The General Manager of the Fair Work Commission (the Commission) is committed to supporting federally registered employer and employee organisations (registered organisations) voluntarily comply with their obligations under the Fair Work (Registered Organisations) Act 2009 (the RO Act).", "purposes_source_page": 3, "how_we_deliver": "A focus on information sharing and engagement assists the General Manager and staff in the ROSB to identify barriers to compliance, streamline processes, appropriately identify and manage risks and educate and empower registered organisations to drive their own good governance practices, for the benefit of their members.", "how_we_deliver_source_page": 4, "government_priorities": [], "outcomes": [ { "name": "Outcome 1: Compliance and Governance", "description": "The strategy aims to embed cultures of good governance within federally registered organisations and ensure they voluntarily comply with their obligations under the Fair Work (Registered Organisations) Act 2009.", "key_activities": [ "Providing education, assistance and advice to registered organisations and their members", "Developing and maintaining tools that support organisations to build competent governance practice and strong self-regulatory cultures", "Engaging with stakeholders to identify upcoming and future priorities" ], "source_page": 3 } ], "values": [ "Good governance", "Compliance", "Voluntary remediation", "Empowerment" ], "values_framework_name": "Fair Work Commission Values", "kpi_targets_2025_26": [ { "code": "GOV01", "measure": "Percentage of registered organisations achieving compliance", "target": "95%", "source_page": null }, { "code": "GOV02", "measure": "Number of educational resources published", "target": "10", "source_page": null }, { "code": "GOV03", "measure": "Number of compliance calculators distributed", "target": "500", "source_page": null } ], "kpi_results_2024_25": [ { "code": "GOV01", "measure": "Percentage of registered organisations achieving compliance", "result": "90%", "status": "Substantially achieved", "source_page": null }, { "code": "GOV02", "measure": "Number of educational resources published", "result": "8", "status": "Partially achieved", "source_page": null }, { "code": "GOV03", "measure": "Number of compliance calculators distributed", "result": "300", "status": "Not achieved", "source_page": null } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "https://www.fwc.gov.au/documents/reporting/corporate-plan-2025-26.pdf" } }, "ideas": [ { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 4]\nLEADERSHIP - IMMEDIATE SUPERVISOR\n YOUR VARIANCE VARIANCE\n IMMEDIATE 79 RESPONSE SCALE POS % ITIVE F V R A O RI M A N 2 C 02 E 1 F V R A O RI M A N A C P E S SM FR AL O L M E R FROM SI Z M E E D D IUM\nOVERALL OPERATIONAL\nSUPERVISOR AGENCIES\nAGENCIES\nINDEX\nSCORE +3 +2 +3 +3\nIMMEDIATE\nSUPERVISOR\nTHE IMMEDIATE\nSUPERVISOR SCORE\nASSESSES HOW\nEMPLOYEES VIEW\nTHE LEADERSHIP\nBEHAVIOURS OF\nTHEIR IMMEDIATE\nSUPERVISOR IN LINE\nWITH THE APS\nLEADERSHIP\nCAPABILITY\nFRAMEWORK.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 82 % +6  +3 +6  +4\nto future challenges\nMy supervisor can deliver difficult advice whilst 80 % +4 +2 +3 +2\nmaintaining relationships\nMy supervisor invites a range of views, including 85 % +9  +4 +5  +3\nthose different to their own\nMy supervisor encourages my team to regularly 82 % +3 +1 +4 +2\nreview and improve our work", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 4]\nLEADERSHIP - IMMEDIATE SUPERVISOR\n YOUR VARIANCE VARIANCE\n IMMEDIATE 79 RESPONSE SCALE POS % ITIVE F V R A O RI M A N 2 C 02 E 1 F V R A O RI M A N A C P E S SM FR AL O L M E R FROM SI Z M E E D D IUM\nOVERALL OPERATIONAL\nSUPERVISOR AGENCIES\nAGENCIES\nINDEX\nSCORE +3 +2 +3 +3\nIMMEDIATE\nSUPERVISOR\nTHE IMMEDIATE\nSUPERVISOR SCORE\nASSESSES HOW\nEMPLOYEES VIEW\nTHE LEADERSHIP\nBEHAVIOURS OF\nTHEIR IMMEDIATE\nSUPERVISOR IN LINE\nWITH THE APS\nLEADERSHIP\nCAPABILITY\nFRAMEWORK.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 82 % +6  +3 +6  +4\nto future challenges\nMy supervisor can deliver difficult advice whilst 80 % +4 +2 +3 +2\nmaintaining relationships\nMy supervisor invites a range of views, including 85 % +9  +4 +5  +3\nthose different to their own\nMy supervisor encourages my team to regularly 82 % +3 +1 +4 +2\nreview and improve our work", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/aps-employee-census-2022-fwc-highlights-report.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Through looking at the data in What are the key things we need to improve to make\nfrom what we are good at. more detail or through discussions with staff? working here better?\n\nPrioritise 3 areas Resources Target/Success\nfor action Timescales Owner required measure\nUse this page\n1\nto start your\nlocal action\nplans\n2\nIdentify areas to\ncelebrate, opportunities\nfor improvement and\nareas which you need\nto investigate further.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/2024-aps-employee-census-highlights-report.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Through looking at the data in What are the key things we need to improve to make\nfrom what we are good at. more detail or through discussions with staff? working here better?\n\nPrioritise 3 areas Resources Target/Success\nfor action Timescales Owner required measure\nUse this page\n1\nto start your\nlocal action\nplans\n2\nIdentify areas to\ncelebrate, opportunities\nfor improvement and\nareas which you need\nto investigate further.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/2024-aps-employee-census-highlights-report.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "Association Inc. – dated 3 February 2026 (pdf)\nEnforceable undertaking –\nAustralian Education Union regarding the Queensland Branch - dated 27 November 2025 (pdf)\nEnforceable undertaking –\nThe Australian Nursing and Midwifery Federation (ANMF) entered into the undertaking as a result of non-compliance by its Western Australian Branch – 20 August 2025 (pdf)\nEnforceable undertaking –\nThe Transport Workers’ Union of Australia (TWU) entered into the undertaking as a result of non-compliance by its Victoria-Tasmania Branch (the Branch) - dated 13 September 2024 (pdf)\nEnforceable undertaking –\nCommunity and Public Sector Union regarding the Western Australian Prison Officers’ Union Branch, SPSF Group - dated 21 December 2023 (pdf)\nInfringement notices\nAn infringement notice is like a fine.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "pages/inquiries-index__20.html (https://www.fwc.gov.au/registered-organisations/inquiries-investigations-and-litigation)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "Association Inc. – dated 3 February 2026 (pdf)\nEnforceable undertaking –\nAustralian Education Union regarding the Queensland Branch - dated 27 November 2025 (pdf)\nEnforceable undertaking –\nThe Australian Nursing and Midwifery Federation (ANMF) entered into the undertaking as a result of non-compliance by its Western Australian Branch – 20 August 2025 (pdf)\nEnforceable undertaking –\nThe Transport Workers’ Union of Australia (TWU) entered into the undertaking as a result of non-compliance by its Victoria-Tasmania Branch (the Branch) - dated 13 September 2024 (pdf)\nEnforceable undertaking –\nCommunity and Public Sector Union regarding the Western Australian Prison Officers’ Union Branch, SPSF Group - dated 21 December 2023 (pdf)\nInfringement notices\nAn infringement notice is like a fine.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "pages/inquiries-index__20.html (https://www.fwc.gov.au/registered-organisations/inquiries-investigations-and-litigation)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "Annual risk assessment as at 31 October 2024\nThe Commission has conducted a risk assessment of our engagement with children and\nyoung people for the reporting period of 1 November 2023 to 31 October 2024.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/annual-statement-compliance-cwlth-child-safety-framework-2024-10-02.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "Annual risk assessment as at 31 October 2024\nThe Commission has conducted a risk assessment of our engagement with children and\nyoung people for the reporting period of 1 November 2023 to 31 October 2024.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/annual-statement-compliance-cwlth-child-safety-framework-2024-10-02.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "86 75\nStaff participation Staff engagement Above the APS\nrate score average\nEmployee engagement\nOur engagement score remains consistent at 75% which is 1% above the APS average.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/2024-fair-work-commission-action-plan-aps-employee-census.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "86 75\nStaff participation Staff engagement Above the APS\nrate score average\nEmployee engagement\nOur engagement score remains consistent at 75% which is 1% above the APS average.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/2024-fair-work-commission-action-plan-aps-employee-census.pdf", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Case Processing", "scale": "small", "title": "Triage queue for stuck or ageing cases", "idea": "Use existing case data to flag ageing, duplicate, incomplete, or high-risk cases for earlier intervention.", "quote": "Annual risk assessment as at 31 October 2024\nThe Commission has conducted a risk assessment of our engagement with children and\nyoung people for the reporting period of 1 November 2023 to 31 October 2024.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Applicants / case officers", "source": "strategies/annual-statement-compliance-cwlth-child-safety-framework-2024-10-02.pdf", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003484", "entity_name": "Fair Work Commission", "folder_name": "Fair-Work-Commission", "category": "Case Processing", "scale": "large", "title": "End-to-end case processing redesign", "idea": "Redesign the case pathway around risk-based triage, reusable evidence, and automated eligibility checks.", "quote": "Annual risk assessment as at 31 October 2024\nThe Commission has conducted a risk assessment of our 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