You are here

Management of human resources

The organisational capability assessment undertaken in 2017–18 recommended Austrade review its suite of workforce management and capability development strategies to enable Austrade to build organisation-wide capability and capacity to deliver on its objectives. In responding to the assessment’s recommendations, Austrade’s Human Resources team is partnering with the Strategy and Business Transformation Office to focus on the following priority areas:

  • workforce and resourcing—developing and implementing workforce planning strategies to ensure Austrade has a properly skilled workforce and is able to operate and deploy resources in an agile and timely manner in response to changing priorities
  • workplace and environment—providing a safe, healthy and flexible workplace that is diverse and inclusive and supports high performance and engagement globally
  • capability and performance—developing robust and consistent approaches to talent and career management, performance management and capability development to help bring out the best in Austrade’s people and grow their skills and capabilities.

Work in these areas is underpinned by a robust governance framework to ensure compliance with relevant workplace and employment legislative, regulatory and public sector governance requirements.

Austrade’s human resources highlights for 2017–18 included:

  • supporting the transition to a new organisational structure to support the outcomes of the ‘Positioning for our Future’ work and the organisational capability assessment
  • management of a high volume of recruitment activity globally, including a significant and innovative bulk talent acquisition exercise intended to source specific expertise and capability across five streams: design; digital; data and research; policy and strategy; and trade and investment
  • development of a draft diversity and inclusion strategy, which will be implemented in 2018–19. The strategy will promote a culture where our people feel valued, respected, and are able to bring their full selves to work
  • development of a strategy to support the negotiation of Austrade’s next enterprise agreement
  • significant enhancement of Austrade’s workforce analytics and reporting capability as part of the development of a corporate reporting tool to inform decision-making and effective workforce management practice
  • development of enhancements to the performance management framework, which will be implemented in 2018–19. The changes are designed to better measure individual contribution towards the achievement of Austrade’s business objectives, enable quality performance conversations, foster respectful and collegiate workplace behaviours, and support effective underperformance management
  • a broadscale human resources policy simplification program to adopt plain-English language, remove duplication and improve access to those policies, as well as understanding of them
  • launch of a wellbeing page on Austrade’s intranet, designed to provide employees with a one-stop destination for information on healthy living and wellbeing and Employee Assistance Program resources
  • ongoing efficient and effective delivery of core transactional services, including payroll and conditions administration.

Workforce and resourcing

At 30 June 2018, Austrade employed 1,049 staff,19 66 per cent of whom were employed in client-focused operations in Australia and overseas. Austrade staff are located across seven regions overseas and 10 offices in Australia (not including TradeStart). Austrade workforce demographics vary across market and business groups, with a mix of public and private sector experience from diverse cultural backgrounds.

The agency competes at a global level for skills and experience and continues to attract quality candidates for its onshore and offshore positions through the offer of interesting and meaningful work. A major focus for 2017–18 was the ‘Positioning for our Future’ program, intended to ensure the agency remains competitive in the global market, retains talent and maintains its highly engaged workforce. The program included a number of critical streams, including an organisational capability assessment and an Ideas Challenge, which has resulted in a transformation plan consisting of 14 key projects.

Staff turnover in 2017–18 was 10.9 per cent, compared with 11.3 per cent in 2016–17.

Tables 13–18 provide a snapshot of Austrade’s workforce at 30 June 2018, including statistics on classification level, employment status, gender, location, and the number of staff who identify as Indigenous.

Tables 19–21 provide a breakdown of Austrade’s Senior Executive Service (SES) gains and losses for the year, and SES employees by classification, gender and location.

Table 13: Ongoing and non-ongoing employees, full-time and part-time, at 30 June 2018

Ongoing employees

Non-ongoing employees

Total

Total

Full-time

Part-time

Full-time

Part-time

30 June 2018

30 June 2017

454

57

43

9

563

592

Note: Excludes overseas-engaged employees. Includes staff on leave without pay and long-term leave. Includes CEO. Casual staff are included in the non-ongoing part-time figure.

Table 14: Employees by classification, gender and location, at 30 June 2018

Classification

Australia female

Australia male

Overseas female

Overseas male

Total 30 June 2018

Total 30 June 2017

AOPL 1

0

0

0

21

21

27

AOPL 2

0

0

47

15

62

64

AOPL 3

0

0

129

46

175

177

AOPL 4

0

0

104

105

209

216

AOPL 5

0

0

6

13

19

19

APL 1

28

10

0

0

38

43

APL 2

83

40

0

0

123

140

APL 3

108

79

2

2

191

184

APL 4

43

42

8

25

118

118

APL 5

8

10

4

8

30

37

SES 1

13

17

6

10

46

47

SES 2

1

6

4

4

15

19

SES 3

0

1

0

0

1

3

CEO

1

0

0

0

1

1

Total

285

205

310

249

1,049

1,095

AOPL = Austrade overseas performance level

APL = Austrade performance level

SES = Senior Executive Service

CEO = Chief Executive Officer

Note: Includes CEO and employees on leave without pay and long-term leave. Overseas figures include both Australia-based employees posted overseas and overseas-engaged employees and temporary staff, but exclude state specialists, interns, contractors and attached agency staff.

Table 15: Ongoing and non-ongoing employees, full-time and part-time, who identify as Indigenous, at 30 June 2018

Ongoing employees

Non-ongoing employees

Total

Total

Full-time

Part-time

Full-time

Part-time

30 June 2018

30 June 2017

4

0

1

0

5

5

Note: Excludes overseas-engaged employees. Includes staff on leave without pay and long-term leave. Includes CEO. Casual staff are included in the non-ongoing part-time figure.

Table 16: Employees by category of employment, at 30 June 2018

Category

Female

Male

Total 30 June 2018

Total 30 June 2017

Ongoing

282

229

511

542

Non-ongoing

27

25

52

50

Overseas-engaged employees(a)

286

200

486

503

Total

595

454

1,049

1,095

(a) Includes temporary staff.

Note: Includes staff on leave without pay and long-term leave. Includes CEO.

Table 17: Employees by location and gender, at 30 June 2018

Location

Australia-based female

Australia-based male

Australia-based total

OEE female

OEE male

OEE total

Total 30 June 2018

Total 30 June 2017

Overseas

Americas

5

8

13

49

35

84

97

(a)

ASEAN and Pacific

6

10

16

70

28

98

114

(a)

Europe

3

5

8

31

29

60

68

(a)

Europe

3

5

8

31

29

60

68

(a)

Greater China

5

10

15

67

30

97

112

(a)

Middle East and Africa

2

6

8

21

23

44

52

(a)

North East Asia

2

6

8

37

15

52

60

(a)

SouthAsia

1

4

5

11

40

51

56

(a)

Subtotal

24

49

73

286

200

486

559

582

Location

ACT

134

95

229

0

0

0

229

238

NSW

104

71

175

0

0

0

175

186

NT

0

1

1

0

0

0

1

1

QLD

15

11

26

0

0

0

26

23

SA

2

4

6

0

0

0

6

6

TAS

0

1

1

0

0

0

1

1

VIC

24

22

46

0

0

0

46

52

WA

6

0

6

0

0

0

6

6

Subtotal

285

205

490

0

0

0

490

513

Total

309

254

563

286

200

486

1,049

1,095

OEE = overseas-engaged employee

(a) Austrade’s market groupings changed in February 2018 from two market groupings (Asia; and Americas, Europe, Middle East and Africa) to seven market groupings—Americas, ASEAN and Pacific, Europe, Greater China, Middle East and Africa, North East Asia and South Asia. As a result, no comparative figures for the new market groupings are available from the previous year.

Note: Includes CEO, temporary staff, and staff on leave without pay and long-term leave. Excludes attached agency staff, trade consultants, state specialists, contractors and TradeStart employees.

At 30 June 2018, there were 73 attached agency staff within Austrade.

Table 18: Employees by group or division, at 30 June 2018

Group/division

Australia-based employees

Overseas-engaged employees

Total staff 30 June 2018

Total staff 30 June 2017

Americas

13

82

95

(a)

ASEAN and Pacific

16

98

114

(a)

Europe

8

58

66

(a)

Greater China

15

94

109

(a)

Middle East and Africa

8

44

52

(a)

North East Asia

8

50

58

(a)

South Asia

5

51

56

(a)

Business, Partnerships and Support

272

0

272

(b)

Client Group

69

0

69

(b)

Global Markets and Industry Engagement

106

0

106

(b)

Office of the CEO

3

0

3

29

Inoperative

40

9

49

36

Total

563

486

1,049

1,095

(a) Austrade’s market groupings changed in February 2018 from two market groupings (Asia; and Americas, Europe, Middle East and Africa) to seven market groupings—Americas, ASEAN and Pacific, Europe, Greater China, Middle East and Africa, North East Asia and South Asia. As a result, no comparative figures for the new market groupings are available from the previous year.

(b) Austrade’s divisions in Australia changed in February 2018. As a result, no comparative figures for the new divisions are available from the previous year.

Note: Includes CEO, temporary staff, and staff on leave without pay and long-term leave. Excludes attached agency staff, trade consultants, state specialists, contractors and TradeStart employees. International staff with a corporate focus are counted in their corporate division.

Table 19: Senior Executive Service gains and losses during 2017–18

2017–18

2016–17

Gains

14

10

Losses

20

7

Note: Gains include existing employees promoted to SES and SES commencements. Losses include SES employees who ceased employment with Austrade.

Table 20: Senior Executive Service by gender, at 30 June 2018

Classification

Female

Male

Total 30 June 2018

Total 30 June 2017

SES 1

19

27

46

47

SES 2

5

10

15

19

SES 3

0

1

1

3

Total

24

38

62

69

Note: Includes non-ongoing employees, and employees on leave without pay and long-term leave. Includes employees who are acting SES.

Table 21: Senior Executive Service by classification and location, at 30 June 2018

Classification

Australia

Overseas

Total 30 June 2018

Total 30 June 2017

SES 1

30

16

16

47

SES 2

7

8

15

19

SES 3

1

0

1

3

Total

38

24

62

69

Note: Includes non-ongoing employees, and employees on leave without pay and long-term leave. Includes employees who are acting SES.

Workplace and environment

Austrade is committed to providing a safe working environment that optimises diversity and inclusion. Austrade’s employment framework provides flexible and responsive people management policies, practices and conditions globally.

During 2017–18, Austrade’s Workplace Relations Committee and, from 18 April 2018, People and Values Committee (see page 124) facilitated formal consultation between management and Australia-based employees. The Workplace Relations Committee met three times during the year, and the People and Values Committee met once during the year since its inception in April.

Employment framework

Austrade’s terms and conditions of employment for non-Senior Executive Service (SES) employees based in Australia, and the agency’s Australia-based non-SES employees located overseas, are set out in the Austrade Enterprise Agreement 2015– 2018. In specific circumstances, enterprise agreement employees’ terms and conditions are supplemented by individual terms set out under an individual flexibility arrangement. At 30 June 2018, there were 17 enterprise agreement employees with individual flexibility arrangements in place.

During 2017–18, employees engaged under the enterprise agreement received a 1.5 per cent salary increase, effective 14 January 2018. This was the final of three increases prescribed by the current enterprise agreement.

The Austrade Enterprise Agreement 2015–2018 will expire on 6 January 2019. The planning phase for the negotiations of the 2019–2022 agreement commenced in early 2018.

Austrade SES remuneration is reviewed annually at the discretion of the CEO. In 2017–18, SES salaries were increased by 1.5 per cent in line with Austrade employees engaged under the enterprise agreement. The quantum of Austrade’s onshore taxable SES allowance remained unchanged.

Details of Austrade’s workplace agreements and salary ranges are set out in Table 22.

Table 22: Austrade’s workplace agreements and salary ranges, at 30 June 2018

Enterprise agreement

Common law contract

Section 24(1) agreement(a)

Individual flexibility arrangement

Classification

Salary range ($)

No.

Salary range ($)

No.

Salary range ($)

No.

Salary range ($)

No.

Total

Cadet

n.a.

0

n.a.

0

n.a.

0

n.a.

0

0

APS 14 (APL 1)

50,205–71,790

38

n.a.

0

n.a.

0

n.a.

0

38

APS 56 (APL 2)

74,662–91,490

122

n.a.

0

n.a.

0

(b)

1

123

Exec. Level 1 (APL 3)

97,436–109,603

185

n.a.

0

n.a.

0

104,613–129,319

6

191

Exec. Level 2 (APL 45)

113,986–154,283

139

n.a.

0

n.a.

0

122,400–132,837

9

148

SES

150,000–164,520

6

96,974–332,559

55

n.a.

0

(b)

1

62

Total

490

55

0

17

562

(a) Determination made under subsection 24(1) of the Public Service Act 1999.

(b) Where there is a possibility that payments to individuals may be identified (i.e. five or fewer employees at a classification level), the salary range is not shown.

Note: Excludes CEO. Includes seven substantive non-SES employees who are acting SES (six under the enterprise agreement and one under an individual flexibility arrangement).

Austrade provided its Australia-based employees with a range of non-monetary benefits, including salary packaging, study assistance, healthy living reimbursements, purchased leave and short-term development assignments, including overseas assignments.

Austrade also supports its employees in achieving work–life balance through access to flexible working arrangements, including access to digital tools and technology to support this, flex-time, part-time hours and purchased leave.

Austrade does not have performance pay provisions in place for its Australia-based or overseas-engaged employees.

Austrade’s overseas-engaged employees (OEEs) are diverse, highly skilled and knowledgeable. They are engaged under section 74 of the Public Service Act 1999, with their specific terms and conditions determined under individual employment contracts that comply with local statutory obligations. These individual employment contracts operate in conjunction with relevant Australian Public Service (APS) employment and workplace legislation and human resources policies and procedures, and collectively define the terms and conditions of employment for overseas-engaged employees. At 30 June 2018, Austrade had 486 overseas-engaged employees.

Austrade has progressively been shifting to a ‘total rewards’ benefits strategy for its overseas-engaged employees. Work in this area commenced in 2016–17, and in early 2018, it was agreed that a comprehensive review of Austrade’s OEE employment framework would be undertaken. The review, which will be undertaken in the first half of 2018–19, will focus on delivering a contemporary and relevant OEE employment and remuneration framework that supports delivery of Austrade’s strategic priorities, attracts and retains talent, supports flexible and agile staffing, and maximises employee contribution.

Employee engagement

Austrade participates in the annual APS Employee Census, using it as the principal method for seeking feedback from Australia- based and overseas-engaged employees on a range of workplace and employment matters.

In 2018, 74 per cent of employees participated in the census. Overall, results indicated Austrade has a highly engaged and committed workforce. Austrade’s 2017–18 unscheduled absence average was 9.9 days (Australia-based employees). Data from the census indicated Austrade employees are highly engaged across the four dimensions of job, team, supervisor and agency.

The comparison data highlights that Austrade employees are more engaged than the overall APS average, and other specialist agencies similar to Austrade in workforce size and function.

Retaining its highly skilled and high-performing workforce is essential to Austrade’s ability to continue to deliver on its business objectives.

Austrade ran its second Pulse survey in November 2017. The survey, designed to provide a quick agency health and wellbeing check, and measure employee wellbeing, engagement, and awareness of Austrade priorities and directions, produced positive results in the areas of culture and collaboration, work–life balance and innovation.

Australia Day Achievement Medallions

The Australia Day Achievement Medallions program acknowledges the achievements of public servants, either on special projects that have made a significant contribution to Australia or through outstanding performance of their core duties.

Austrade’s 2017–18 recipients were:

  • Minhaz Chowdhury, Post Manager, Dhaka
  • Beth Deer, Manager, Partnerships, Canberra
  • Mallee Karnasuta, Business Development Manager, Bangkok
  • Patrick Kearins, State Director (South Australia), Adelaide
  • Anastasia Nishnianidze, Manager, Strategic Resources, Canberra
  • Kelly Sims, Trade Commissioner, Frankfurt.

Diversity and inclusion

During 2017–18, Austrade strengthened its commitment to diversity and inclusion through the development of a new Diversity and Inclusion Strategy 2018–2020. The strategy includes six internal priorities around gender equality; increasing Aboriginal and Torres Strait Islander representation; lesbian, gay, bisexual, transgender and intersex inclusiveness; increasing our level of representation of employees with disability; increasing representation of people who come from culturally and linguistically diverse backgrounds; and mental health. As a client-focused agency, the strategy also focuses on making a positive contribution to the community we serve by driving higher representation of women engaging in international business and increasing our support for Indigenous businesses.

Austrade continues to be actively involved in the Indigenous Australian Government Development Program (IAGDP). Our 2016–17 program participant, Jamie Healy, graduated in December 2017. Since then, Jamie has been selected to participate in Milparanga, a program for developing Aboriginal and Torres Strait Islander leadership skills. Austrade also recruited a new IAGDP employee for the 2017–18 program. Makara Smith joined Austrade’s Canberra office in September 2017, moving to Canberra from her home town of Gundagai, New South Wales.

In addition, Austrade continues to be involved in the Jawun APS Secondment Program, a non-profit program where APS staff are seconded to a range of Aboriginal and Torres Strait Islander partner organisations in urban, regional and remote communities across Australia. Austrade has had staff participate in this program for a number of years, with two participants selected in 2018 for secondments to the Kimberley region that are scheduled for the second half of the year.

Austrade continues to engage with the Stepping Into program—a work placement program organised by the Australian Network on Disability to help people with disability get into the workforce. In 2017–18, Austrade engaged an intern through this program to work in our Sydney office. It is anticipated that Austrade will engage another intern through the program in late 2018.

During the year, Austrade supported a number of agency-wide events and initiatives:

  • NAIDOC Week was celebrated in July 2017 with events held in offices across Australia, including joint events with local Indigenous communities, walks and artefact talks. Austrade also partnered with the Department of Foreign Affairs and Trade, attending their NAIDOC Week trivia night fundraiser.
  • Unconscious Knowledge and Bias training was delivered in June 2018 for Australia-based staff at the APL 4 level and above. The training was facilitated by Cognicity as a pilot, with an evaluation to be undertaken on the value of expanding the training across Austrade’s global workforce.

Austrade provided a number of targeted capability development programs throughout the year to facilitate diversity and inclusion across its global network, including:

  • an inclusive leadership program—a multimedia-based educational program designed to help leaders with the practical ‘how to’ associated with diversity and inclusion
  • a women’s mentoring program—focused on the key areas women seek to improve on to help them achieve more at work and in their personal lives.

Austrade employees have access to learning and development opportunities through the agency’s online portal, the Austrade Institute, including opportunities to increase cultural capability and awareness through programs such as:

  • Core Cultural Learning: Aboriginal and Torres Strait Islander Australia Foundation Course, developed by the Australian Institute of Aboriginal and Torres Strait Islander Studies. The aim of the course is to create a greater awareness of the history and cultural heritage of Aboriginal and Torres Strait Islander peoples.
  • Globesmart—provides guidance on how to conduct business dealings with individuals in other countries.

Disability reporting in annual reports

Since 1994, non-corporate Commonwealth entities have reported on their performance as policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy.

In 2007–08, reporting on the employer role was transferred to the Australian Public Service Commission’s State of the Service reports and the Australian Public Service Statistical Bulletin. These reports are available at apsc.gov.au. From 2010–11, departments and agencies were no longer required to report on these functions.

The Commonwealth Disability Strategy has been overtaken by the National Disability Strategy 2010–2020, which sets out a 10-year national policy framework to improve the lives of people with disability, promote participation and create a more inclusive society. A high-level, two-yearly report will track progress against each of the six outcome areas of the strategy and present a picture of how people with disability are faring. The first of these progress reports was published in 2014, and can be found at dss.gov.au.

Work health and safety

Austrade is committed to work health and safety and employee wellbeing, and has developed a strong safety culture. Austrade’s systems meet Australian standards and demonstrate compliance with the requirements of the Work Health and Safety Act 2011 (WHS Act). Austrade is continuing to improve and enhance its systems, including the digitisation of all work health and safety forms, to promote a more timely and effective reporting of incidents, hazards and near misses.

Details of Austrade’s work health and safety initiatives, activities, statistics and investigations are outlined in Appendix C in accordance with Schedule 2, Part 4 of the WHS Act.

The Employee Assistance Program continues to provide access to confidential counselling services for all Austrade employees globally. The introduction of the free myLivewell app, accessible to all employees, provides ‘on the go’ access to information on a range of personal and work-related topics and contact details for the counselling service.

Workstation assessments were provided to all employees in the Canberra office following the move to new premises, due to the new open-plan workspaces and the introduction of sit/stand desks. The assessors demonstrated appropriate posture when standing and showed employees how to program the sit/stand settings into the desks.

Performance management

High-quality performance management is integral to delivering on Austrade’s strategic priorities and strengthening organisational and individual capability. Performance agreements are developed on an annual basis, with a mid-year review occurring in January–February and the final review in June. Managers and staff are strongly encouraged to engage in regular, ongoing conversations to discuss all aspects of performance and development and update any changes in their agreement.

Developing our workforce and people

Austrade is committed to developing the skills employees need to undertake their current role and to build capability in the skills that will be required in the future.

Austrade’s approach to capability development is based on the 70:20:10 framework, which holds that 70 per cent of learning occurs on the job, 20 per cent occurs through peer-to-peer learning, and 10 per cent through formal learning. Managers and employees have joint accountability for capability and career development, and have access to core skills and development initiatives delivered through a blend of learning options. Technical and core capabilities have been identified in the Austrade capability framework, which is used to identify an individual’s development needs.

Austrade employees are encouraged to learn, develop and share their knowledge. The Austrade Institute, underpinned by a sophisticated learning management system, is available to all employees globally and provides a comprehensive catalogue of online courses and resources.

Formal learning

Throughout the year, Austrade employees participated in a range of formal learning and development programs, which were delivered in a blended approach (e-learning, face to face and on the job). In 2017–18:

  • 80 new staff attended Austrade’s global induction workshop, Austrade Today
  • 18 staff participated in a pre-posting workshop to prepare for their posting offshore
  • 911 staff participated in Design Thinking, User-Centred Design and Agile Delivery courses
  • 191 staff participated in Quality Conversations workshops
  • 20 staff participated in women’s mentoring programs
  • 20 staff participated in Austrade’s inclusive leadership program
  • 76 staff participated in inward investment skills workshops
  • 1,071 staff completed a compulsory annual policy refresher e-learning course
  • 875 staff completed a work health and safety e-learning module
  • 1,037 staff completed a fraud awareness e-learning module
  • 976 staff completed a general security awareness e-learning module
  • 695 staff accessed Austrade’s Lynda.com e-learning modules, covering professional development and technical capabilities
  • 33 staff completed Rosetta Stone online language courses
  • 139 staff completed Unconscious Knowledge and Bias blended learning.

Winning Investment for Australia course

The Winning Investment for Australia course is designed to build the knowledge, skills and capability of staff from Commonwealth, state and territory agencies with responsibility for investment promotion, attraction and facilitation. Developed and delivered jointly by Austrade and a global external investment expert, the course also helps participants develop the professional networks necessary to attract foreign direct investment to Australia under the Commonwealth, state and territory partnership model.

In 2017–18, Winning Investment for Australia courses were held in Melbourne in December 2017 (31 participants), Brisbane in May 2018 (35 participants) and Singapore in June 2018 (25 participants).

Language capability development

Austrade’s language policy encourages and supports staff in the development and maintenance of languages important to Austrade’s business requirements. Support includes providing language testing, language tutoring, and self-paced learning using an online program, Rosetta Stone.

Austrade’s priority languages are Arabic, Cantonese, Hindi, Indonesian, Japanese, Mandarin and Spanish. Capabilities in these priority languages are shown in Table 23.

Table 23: Foreign language capabilities at Austrade, priority languages, at 30 June 2018

Language

Number of speakers

Arabic

14

Cantonese

30

Hindi

19

Indonesian

16

Japanese

36

Mandarin

84

Spanish

46

Total

255

Note: Includes Australia-based and overseas-engaged employees. Excludes attached agency staff, trade consultants, state specialists, contractors and TradeStart employees.

Short-term overseas assignments

Short-term overseas assignments in Austrade’s Australian and overseas offices meet operational requirements, while providing onshore and offshore staff with significant development opportunities. In 2017–18, 21 staff participated in short-term assignments, seven from Australia to overseas offices, and 14 from overseas to Australia.

Study assistance

The Austrade Study Assistance Scheme provides assistance to employees studying for formal qualifications in relevant areas of study through recognised education institutions in Australia and overseas. The assistance may include partial reimbursement of fees and associated costs, and study leave to attend courses and exams. In 2017–18, 22 employees were recipients of study assistance for studies in the fields of international business, business administration, accounting and finance, languages, management, commerce and law.

Austrade scholarship program

Austrade’s scholarship program provides access to education, training and development opportunities, offering two internal scholarships for Austrade employees, as well as an external scholarship for university students, which includes the option of an Austrade internship.

The following scholarships were awarded to Austrade employees during 2017–18:

  • overseas-engaged employee scholarships—introduced in 2013, these scholarships provide opportunities for staff to undertake development programs at recognised education institutions to enhance their skills and capabilities in international trade, leadership and strategy. Three overseas-engaged employees were selected for the overseas-engaged employee scholarships in 2018
  • Asialink Leaders Program scholarships—this program helps to build knowledge of contemporary Asian societies and business culture intelligence skills to help participants more effectively manage the complexity of Australian-Asian relations. Two Australia-based employees were selected to participate in the 2018 program.

The following scholarship was awarded to a non-Austrade employee:

  • Austrade Craig Senger Scholarship—an annual scholarship, offered in conjunction with Monash University, in memory of the late Craig Senger, former Trade Commissioner in Jakarta. The 2018 recipient was Anthea Martin. Anthea is in her fourth year of a Bachelor of Engineering and Commerce.

Talent development and pathways for trade commissioner roles

Austrade’s trade commissioners represent the agency and the Australian Government in offshore markets. Their role is to establish and optimise business networks, and to support Australian businesses and industry to identify and take advantage of trade opportunities and investment flows within the region.

Newly appointed trade commissioners are provided tailored briefing programs, both onshore and in market, to equip them with the knowledge and skills required to take on these challenging and exciting leadership roles.

Austrade’s Trade Commissioner Development Program provides an important pipeline for Austrade’s trade commissioner roles. The program includes an onshore placement, ahead of participants undertaking a two-year offshore development posting. The posting provides participants with a rich and diverse opportunity to gain hands-on experience and to develop the strategic, leadership, communication and tradecraft skills required to be a high-performing trade commissioner.

Of the four participants selected for the 2016 intake, one has been promoted to a trade commissioner role while the others are completing their final year of the two-year offshore placements at Austrade offices in Jakarta, Paris and Shanghai.

19 Number based on headcount, including overseas-engaged employees.

HTML version of this annual report converted and prepared by XiNG Digital Pty Ltd.