The workforce overview contains statistical information on the average workforce strength during 2012-13.
Table 6.1 shows details of ADF Permanent Force average funded strength for 2012-13. The ADF average funded strength achievement was 56,607 in 2012-13, a decrease of 1,387 from 2011-12. These figures include ADF Reservists on continuous full-time service.
Average funded strength achievement for continuous full-time service in 2012-13 was 948 (comprising Navy 360, Army 522 and Air Force 66)-the same total as in 2011-12, although distributed differently between the Services.
The decrease in ADF permanent strength is primarily the result of labour market conditions leading to increased separations, as civilian employment opportunities for ADF personnel remain strong. These labour market conditions have also led to increased competition within the available recruitment pool.
|2011-12 Actual||2012-13 Budget estimate||2012-13 Revised estimate ²||2012-13 Actual||Variation||%|
|Total average funded strength||57,994||58,636||56,751||56,607||−144||−0.25|
Table 6.2 shows the number of Reservists who rendered paid service during 2012-13, noting that the number of days each Reservist works in a year can vary substantially depending on personal circumstances and organisational need. In 2012-13, 20,708 Reservists undertook paid service, 1,364 fewer than in 2011-12.
|2011-12 Actual||2012-13 Budget estimate||2012-13 Revised estimate ³||2012-13 Actual||Variation||%|
|Total paid Reserves||22,072||21,650||22,190||20,708||−1,482||−6.7|
Table 6.3 shows details of the APS average strength, expressed as average full-time equivalent, for 2012-13. The APS average strength achievement was 21,534 in 2012-13. This is a decrease in average strength of 284 from the 2011-12 figure of 21,818. The actual decrease through the year 2012-13 was 1,278 full-time equivalent, from 22,284 on 1 July 2012 to 21,006 on 30 June 2013.
The decrease is largely a result of reductions associated with Strategic Reform Program initiatives, including the first tranche of the additional reductions of 1,000 announced in the 2011-12 Portfolio Budget Statements.
The decrease is partially offset by increases to the workforce associated with the 2009 Defence White Paper, and the civilianisation and conversion of contractors to less costly APS employees as part of the Strategic Reform Program. Another contributing factor to the increase is the Defence Materiel Organisation's combined workforce model. Under this model the DMO can use the funding from vacant ADF positions and fill them with APS staff.
|2011-12 Actual||2012-13 Budget estimate ²||2012-13 Revised estimate ³||2012-13 Actual||Variation||%|
|Total civilian workforce||22,330||21,731||21,954||21,925||−29||−0.1|
Two key initiatives used to manage and develop staff to achieve departmental objectives through 2012-13 are the Job Families Project and the APS Core Capability Framework.
The Job Families Project Management Office was established in June 2012 to develop the content for all Defence APS Standard Classification of Occupations codes within the Defence Job Families. The stated objectives for the office are to:
The outcome of the Job Families Project will see the integration of occupation profiles into existing human resources processes to inform and provide a consistent base for activities such as recruitment, performance agreements, learning and development, career progression, talent management, succession planning, and workforce and succession planning. Critically, Job Families provides clarity about positions, not occupants. The occupation profiles do not affect the management accountabilities or relationships of Defence APS employees within the groups.
The Defence APS Core Capability Framework refers to the skills, knowledge and behaviours that are expected of all Defence employees to ensure delivery of government priorities and high-quality services, now and in the future. As it is integrated into all human resources functions, the framework guides recruitment and selection, learning and development, performance management, and career development. The APS Core Capability Framework is designed to:
Together, these two projects provide Defence with appropriate tools to assess the effectiveness of its workforce in relation to providing the required capability; and to take appropriate mitigation action as well as rewarding effective staff.
The Australian Defence College is continuing to evolve in order to support Defence's people capability requirements through education and training. The college is responsive to the specified needs of all Defence groups and Services through the management and delivery of ADF and APS education and training within Defence. The Services have responsibility for Australian Defence Force training requirements.
The Defence Learning Branch, formally transferred to the Vice Chief of Defence Force Group on 1 July 2012, is responsible to the Commander of the Australian Defence College. This institutional change has brought together joint professional military education; Defence education and training relating to shared services reform; and policy management and joint, common and civilian delivery of education and training. The aim of the new structure is to achieve better governance, synchronisation, and management and delivery of specified joint, common and APS learning outcomes.
In addition to the delivery of training and education courses, significant achievements during 2012-13 included the development of a Defence-endorsed conceptual framework for joint professional military education, and the commencement of a shared services program that will see the Australian Defence College progressively take responsibility for the provision of education and training services for all Defence groups by July 2014.
Defence continues to support the Government's commitment to improving the representation of diverse groups within the workplace. To maintain competitiveness in the employment marketplace and sustain Defence capability through its people, Defence is striving to create an organisation that is both attractive to, and representative of, the Australian community that it serves. Defence recognises that it must behave and be seen as an inclusive employer to attract not only members of diversity groups, but also those who seek an inclusive employer.
In order to achieve diversity, Defence has implemented a series of initiatives that are designed to improve the recruitment and retention of women, Indigenous Australians, people from culturally and linguistically diverse backgrounds, and people with disability.
Support for diversity and inclusion is a priority for Defence's leadership. Defence has consolidated its approach to diversity through the creation of a centre of diversity expertise.
As recommended in the Review of employment pathways for APS women in the Department of Defence, Defence has established the Defence Gender Equality and Diversity Council, to consider diversity matters exclusively. The Defence Civilian Committee, also established this year, has considered many issues relating to diversity and inclusion specifically in the APS.
A statement of commitment to a diverse workforce and inclusive workplace culture has been issued jointly by the Secretary and the CDF. Further, a holistic diversity strategy has been developed and endorsed. Development of a diversity and inclusion implementation plan has begun; the plan will draw together the many elements of managing and increasing diversity and inclusion already underway across the organisation and will assist in identifying further opportunities.
Defence has a strong commitment to gender diversity and is changing its structural supports to better achieve and sustain a workforce that truly exhibits gender diversity in the long term.
Two reviews, the Review into the treatment of women in the Australian Defence Force (Phase Two), and the Review of employment pathways for APS women in the Department of Defence, established a strong capability imperative to improve the treatment of, and enhance career opportunities for, women in Defence. A separate report on women in the ADF is included for the first time this year as a supplement to this annual report. Progress on the implementation of the review of employment pathways for APS women in Defence is outlined in this section.
The review was completed in August 2011 and implementation of its recommendations began in April 2012. There were 20 recommendations, framed around six themes, all of which were accepted by the Defence Committee. As at June 2013, 18 of the 20 recommendations had been completed in the first phase of implementation, with the remaining two recommendations transferring to a second phase.
The recommendations that are completed or closed are shown in Table 6.4.
|Theme 1-Committed leadership support|
|Developed a diversity statement (recommendation 1.1)|
|Established a diversity council and included diversity as a Key Performance Indicator in senior leadership performance agreements (recommendation 1.2)|
|Established an SES 2/3 rotation program (recommendation 1.3)|
|Delivered unconscious bias awareness training to the senior leadership (recommendation 1.4)|
|Increased number of women on senior leadership committees (recommendation 1.5)|
|Theme 2-Talent management and succession planning|
|Established a talent management program for EL1 staff which includes facilitated shadowing and coaching (recommendation 2.1)|
|Introduced the talent management program for EL1 staff including job rotation and an over-representation of women (recommendation 2.2)|
|Consolidated the various graduate programs (recommendation 2.3)|
|Theme 3-Workplace flexibilities|
|Workplace flexibilities agenda established on the Gender Equality and Diversity Council as a strategic priority (recommendation 3.1)|
|Major review of customer access channels for workplace flexibilities information conducted and content revised (recommendation 3.1)|
|Theme 4-Attraction, recruitment and selection|
|Developed online recruitment guide, and mandated gender balance on recruitment panels (recommendation 4.3)|
|Developed a common induction process to raise awareness of staff and manager responsibilities and obligations under APS employment (recommendation 4.4)|
|Theme 5-Support and development|
|Created senior women's mentoring and networking initiatives (recommendations 5.1 and 5.2)|
|Theme 6-Governance and infrastructure|
|Updated equity and diversity training (recommendation 6.1)|
A significant achievement of Phase 1 implementation was the establishment of the Gender Equality and Diversity Council. This council is chaired by the Secretary and the Chief of the Defence Force, and meets quarterly to provide strategic oversight and guidance on issues relating to workforce diversity, including the development and implementation of initiatives that increase the representation and opportunities for women in Defence.
Another achievement was the effective leveraging of reforms to shared human resources services to establish the Centre of Diversity Expertise. The new centre has responsiblity for proactively driving diversity initiatives with a focus on promoting diversity as a positive attribute for a workforce rather than on compliance principles (as was previously the case). The centre now includes gender diversity as a focus of activity and will be responsible for the implementation of the second phase of the review recommendations.
The second phase of implementation will see the roll-out of additional strategies targeting the ongoing barriers to increasing the representation of APS women in Defence, particularly at executive and SES levels.
Defence recognises that the representation of APS women in senior leadership positions and decisionmaking bodies is fundamental to achieving the positive organisational culture change intended under Pathway to Change; greater diversity brings a range of views and more creativity to decision making at the highest levels. There is further work to do before we reach or overtake the APS average of 38 per cent in senior executive roles. Defence is, however, moving in a positive direction; as at 30 June 2013, women represented 28 per cent of the Defence Senior Executive Service, up from 24 per cent when the McGregor review was released in 2011.
A significant factor contributing to the low numbers of women in the Defence senior leadership has been a shortage of women in the executive level (EL) ranks. Women currently represent 32 per cent at EL1 and 21 per cent at EL2 levels. On the positive side, this proportion is up from 2011, when the McGregor review revealed only 30 per cent female representation at the EL1 level and 18.5 per cent at the EL2 level.
Improving the attraction, recruitment and retention of women in the executive level feeder group will be a key factor to increasing the representation of women in SES positions in Defence. To achieve this, and to continue the momentum in implementing the review, initiatives over the next 12 months will include, for example:
The Defence Civilian Committee will continue to oversee progress, and regular senior leadership conversations regarding the future directions of gender diversity in Defence will occur through the Gender Equality and Diversity Council.
Defence has worked to increase Indigenous representation across its workforce and to raise more awareness of Defence career opportunities in Indigenous communities. The Directorate of Indigenous Affairs, within Defence's Centre of Diversity Expertise, oversees Indigenous recruitment, retention and community engagement programs to meet the needs of the Australian Defence Force and the Australian Public Service. The strategies employed by the Directorate of Indigenous Affairs are defined in the Defence Reconciliation Action Plan 2010-2014 and the Defence Indigenous Employment Strategy 2012-2017.
Some initiatives now in place through the Indigenous Employment Strategy to attract and recruit Indigenous candidates in rural and urban areas include establishing Indigenous employment targets for both the ADF and APS workforces; conducting Indigenous development and pre-recruitment courses; forging closer relationships with universities to engage Indigenous students with Defence; and appointing a number of ADF Indigenous liaison officers and establishing APS Indigenous recruitment officer positions. A concept for a host family program has been developed to assist Indigenous employees working away from their communities to link with an Indigenous or culturally aware non-Indigenous family in location.
Defence supports a community engagement role that includes activities as a part of National Reconciliation Week and NAIDOC Week. These activities provide an opportunity for all Defence people to celebrate the contributions and achievements of Aboriginal and Torres Strait Islanders to the Defence community and the wider public. Defence is engaged with many local Aboriginal organisations through the Jawun Program, which provides Defence with the opportunity to support smaller organisations by sharing the skills and knowledge of the executive-level workforce.
Defence has partnered with the Australian National University in a project aiming to research and document the role of Aboriginal and Torres Strait Islanders in the defence of Australia. This five-year research project will assist Defence to recognise its Indigenous people, past and present, for their contributions to the Australian Defence Force and the nation as a whole.
Defence aims to develop an inclusive workplace and enable employees with disability to contribute to the achievement of Defence goals by removing restrictive barriers and providing equitable access for all employees.
Defence is participating in the Australian Public Service Committee RecruitAbility Scheme, which facilitates the progression of applicants with disability through the APS recruitment process when they opt into the scheme and meet minimum requirements of the position. The scheme will assist in building the confidence and capability of applicants with disability, while simultaneously improving the ability of selection panels to assess their merits.
Defence has also commenced a new Intellectual Disability Employment Initiative, which will be implemented over the next four years through the establishment of dedicated APS 1 positions, specifically to employ people with intellectual disability in positions across the breadth of the department.
Defence is committed to maintaining a safe, healthy and positive working experience for all workers to enable them to contribute to delivering Defence's capability requirements.
The 2012-2017 Defence Work Health and Safety (WHS) Strategy was developed to drive continuous improvement of work health and safety systems across the whole of Defence. It was released on 1 January 2012 to coincide with the implementation of the Work Health and Safety Act 2011 (WHS Act).
The nature of Defence military operations requires that at times our people operate in hazardous or extreme risk environments. The continuous improvement of Defence work health and safety means that information on risk and hazard mitigation, together with lessons learned, will be available and used by workers and their managers, commanders and supervisors.
A number of high-priority health and safety initiatives were resourced and progressed in the WHS Strategy implementation plan this year:
The WHS Act's requirement of a proactive approach to safety has changed the methodology used by Comcare. Comcare now undertakes interventions or inspections based on known high risk. The change of legislation has not negated the use of Improvement and Prohibition Notices. In order to assist Comcare to develop a workable arrangement for its new approach, Defence and Comcare have agreed a protocol on the management of interventions.
|1 July 2011 to 30 June 2012||1 July 2012 to 30 June 2013|
The number of proactive interventions is determined by the regulator's strategic focus and available resources.
Ongoing commitment by Defence and its leaders toward improving the Defence safety culture is achieving results. Continued focus on safety in the design and planning phases of all Defence activities will maintain the positive cultural trend.
|Attitude survey question||ADF||APS||2012 National benchmark||2011 Public sector benchmark|
|2011-12 Agree||2012-13 Agree||2011-12 Agree||2012-13 Agree|
|Health and safety is treated as an important issue in my workplace||91%||90%||87%||87%||83%||77%|
|I know how/where to obtain safety information relevant to my workplace||92%||92%||87%||87%|
|When I report an accident/injury/incident/hazard, I believe that appropriate action will be taken||86%||84%||81%||82%||91%||77%|
|Total incident reports||19,707||18,588||16,060|
|Comcare notifiable deaths ¹||13||11||9|
|Serious personal injury||1,594||1,262||971|
|Total Comcare notifiable||3,332||2,891||2,483|
|Do not disturb notices⁴||2||0||1|
|Enforceable undertaking 5||-||1||-|
|Written request 6||1||-||-|
Defence employees have the right to complain if they are aggrieved by matters related to their employment. ADF members (Permanent and Reserve) may apply for redress of grievance under the provisions of Part XV of the Defence Force Regulations 1952. APS members may seek a review of actions under the Public Service Act 1999.
On average, 320 formal requests for redress are lodged by ADF members annually, representing approximately four complaints per thousand members (including Reservists). Similarly APS employees lodge an average of 80 formal requests for review of an action affecting them, which represents just under four complaints per thousand employees.
Three hundred and twenty new applications for redress of grievance were received in the reporting period, a similar number to last year. Of these, 327 applications were finalised at unit level. Two hundred and forty-two (74 per cent) were not granted, withdrawn or not reviewable; the remainder were granted or partly granted. The majority of complaints concern termination of service decisions, career management issues, and conditions of service entitlements.
A significant proportion of members who are dissatisfied with the redress decision of their commanding officer refer their complaint to their Service Chief or to the CDF for further review. On average, one-third of redress of grievance applicants exercise this entitlement.
When a redress of grievance is referred to the CDF or a Service Chief, priority is allocated based on the nature of the complaint. Referrals contesting termination of service decisions continue to account for a significant proportion (31 per cent) of referred complaints. These cases are given the highest priority, often at the expense of other complaints.
Defence has continued to reduce the size of the backlog of referred complaints that has developed over the past five years. The number of open cases has reduced from a peak of 171 in January 2012 to 65 as at 30 June 2013. This reduction has resulted in an overall improvement in redress of grievance handling times.
A total of 98 applications for reviews of actions were received across Defence in the reporting period, an increase of 21 per cent from the previous year. This increase is attributed to a significant period of organisational change impacting on a Defence employees and an increased level of awareness by employees of the review of actions provisions.
The following subjects featured most regularly in applications for review:
Defence members and employees may make a complaint about any incident of unacceptable behaviour in the workplace. Defence policy requires that any complaint of unacceptable behaviour is to be reported and the department provides guidelines and support mechanisms to ensure that complaints are managed and resolved appropriately.
All Defence people are required to undertake annual workplace behaviour training, which includes information about expectations of behaviour and on dealing with any incident of unacceptable behaviour. Given the nature of service in the ADF, it should be noted that, for the majority of ADF members, this policy applies to their behaviour 24 hours a day, seven days a week.
There are, on average, between 700 and 750 complaints of unacceptable behaviour lodged across Defence each year. In 2012-13, 794 complaints of unacceptable behaviour were received. This increase in the number of complaints recorded is due to an improvement in how the department transfers data from other reporting systems to the ComTrack unacceptable behaviour database and to heightened awareness of the reporting requirements for unacceptable behaviour following the implementation of the Pathway to Change strategy.
Complaints about unacceptable behaviour fall into the following seven main categories:
On average, only 13 per cent of unacceptable behaviour complaints are found to have substance each year. Given that more than one category of unacceptable behaviour may be identified in a single complaint, in substantiated complaints for the reporting period the most common behaviours were:
The number of allegations of unacceptable behaviour continues to represent complaints from less than one per cent of the Defence workforce.
Defence remuneration is a key component of the Defence Employment Offer, which realises the People in Defence vision. It provides a key incentive for people to join Defence, develop personally and professionally and choose to remain in Defence. It is comprehensive, compelling and provides our people with fair and competitive remuneration as well as a broad suite of relevant financial and non-financial benefits.
Just as there are diverse ADF and APS remuneration requirements, there are separate ADF and APS remuneration structures. These structures are explained below.
The Defence Enterprise Collective Agreement 2012-2014 sets out most of the terms and conditions of employment, including remuneration, performance management and working arrangements for Defence's non-SES APS employees. The legal framework that underpins the agreement includes the Fair Work Act 2009 and the Public Service Act. The agreement is developed, negotiated and governed consistent with that legislation and broader government policy. The current agreement came into effect in April 2012 and nominally expires on 30 June 2014. It was developed through extensive consultation with Defence employees and their representatives.
The agreement supports our capacity to attract and retain employees with the right skill and experience to meet capability needs. It is a principles-based agreement that supports the deregulation of Defence's employment policies and the People in Defence agenda. It provides managers and supervisors with the flexibility to make and implement decisions in their workplaces that meet the needs of both Defence and its employees.
Through the agreement, Defence can provide its APS employees with an attractive employment offer and in return, employees and supervisors have a range of responsibilities (including mutual responsibilities) that must be fulfilled as part of their employment with Defence. Salary rates for SES employees are set by a determination under section 24(1) of the Public Service Act. The range of salary rates is set out in Table 6.9.
Remuneration arrangements need to be sufficiently flexible to allow Defence to develop, attract and retain employees with the necessary skills and knowledge. The Secretary and any employee covered by the Defence Enterprise Collective Agreement may agree to make an individual flexibility arrangement to vary the effect of some specified terms of the agreement.
|Salary range ($)|
|SES Band 3 ¹||$222,181||$441,901|
|SES Band 2 ²||$178,677||$248,618|
|SES Band 1||$147,248||$172,781|
|Executive Level 2 ³||$108,838||$174,903|
|Executive Level 1 ⁴||$93,740||$130,639|
|APS Level 6 5||$74,169||$87,281|
|APS Level 5 6||$67,702||$73,077|
|APS Level 4||$61,694||$67,354|
|APS Level 3||$54,463||$60,012|
|APS Level 2 7||$47,814||$54,305|
|APS Level 1||$42,250||$47,427|
The independent Defence Force Remuneration Tribunal, established under section 58H of the Defence Act 1903, is responsible for setting pay and pay related allowances for ADF members.
The ADF Workplace Remuneration Arrangement 2011-2014 is a key component of the ADF Remuneration Framework and is consistent with the Government's broader workplace relations policies. The arrangement is part of the ADF remuneration initiative aimed at attracting and retaining military personnel and forms a significant part of the Defence Employment Offer.
Salary and salary related allowances increases under the workplace remuneration arrangements occur in return for improvements in organisational efficiency and productivity. Other non-salary related conditions of service are set under section 58B of the Act. The current arrangement expires on 3 November 2014.
Other financial conditions of service that recognise the special characteristics of service are determined by the Minister for Defence under section 58B of the Act.
|Classification||Salary range ($)|
|Officer of the Permanent Force (equivalent)|
|General (E) ¹||$475,650||$679,500|
|Lieutenant General (E) ¹||$322,000||$460,000|
|Major General (E) ²||$211,119||$257,500|
|Brigadier (E) ²³||$144,391||$235,458|
|Colonel (E) ²³ 5||$128,863||$225,878|
|Lieutenant Colonel (E) ²³ 5||$104,679||$214,930|
|Major (E) ² 5 6||$79,345||$193,776|
|Captain (E) ² 5 6||$62,145||$183,923|
|Lieutenant (E) ⁴ 6||$51,660||$108,289|
|2nd Lieutenant (E) ⁴ 6||$48,266||$101,092|
|Other rank of the Permanent Force (equivalent)|
|Warrant Officer Class 1 (E)||$70,372||$108,310|
|Warrant Officer Class 2 (E)||$64,816||$100,359|
|Staff Sergeant (E)||$62,642||$96,817|
|Lance Corporal (E)||$44,520||$78,696|
|Private Proficient (E)||$43,600||$77,776|
|Australian Defence Force ¹||Star Rank||Non-Star Rank|
|Members covered by the Workplace Remuneration Arrangement||0||55,781|
|Members covered by the Senior Officer Remuneration Arrangement||174||0|
|Statutory Office Holders (Remuneration Tribunal)²||6||1|
|Other category based remuneration arrangements³||8||1|
In accordance with government policy, SES employees in Defence have their conditions of employment, including level of remuneration, set by a 'collective' determination made under section 24(1) of the Public Service Act overlaid by individual common law agreements. As Defence operates in a values-based employment framework, mutual responsibilities for SES employees in areas including accountability, performance and productivity are also outlined in these instruments.
The Secretary may decide to increase the salary rates for each SES classification level, having regard to any of the following matters:
The ADF Senior Officer Remuneration Arrangement 2011-2014 is the military counterpart of the SES employment arrangement that applies collectively to all generalist ADF senior officers holding the rank of Brigadier (equivalent) and Major General (equivalent). All other senior officers (excluding statutory office holders) may be remunerated by way of a determination from the Defence Force Remuneration Tribunal under section 58H of the Defence Act 1903. Other non-salary related conditions of service are determined by the Minister of Defence under section 58B of the Defence Act.
Statutory office holders, including the Chief of the Defence Force and Secretary, are remunerated by way of a determination from the Remuneration Tribunal under the Remuneration Tribunal Act 1973.
Performance-related pay is available to non-SES employees under the current Defence Enterprise Collective Agreement. Subject to performance, employees may be entitled to progress to a higher pay point within the salary band for their classification or, for those at the top of the range be paid a one per cent lump sum payment. The salary advancement is not considered performance pay, however the lump sum payment to employees at the top of the pay band is considered to be a form of performance pay.
An SES employee may be paid non-superannuable bonuses. A performance bonus may be paid as an incentive and reward for exceptional performance during the performance cycle. Payment of a performance bonus is dependent on the Secretary's assessment of the SES employee-s performance. A retention bonus may be paid as an incentive to remain in an identified role.
Performance-based pay is not a feature of any existing ADF remuneration framework. Career development opportunities including promotion are the key recognitions of performance.
The Australian Government requires improved remuneration and conditions for APS employees to be underpinned by improved productivity and performance. In accordance with the APS Bargaining Framework, Commonwealth agencies are required to ensure that they are able to demonstrate that proposed improvements to the terms and conditions of employment for agency employees are underpinned by quantifiable productivity initiatives.
This section outlines the changes in the workforce that occurred during 2012-13 and provides workforce information as at 30 June 2013. It includes numbers of people, employment categories, locations and gender information.
As at 30 June 2013, Defence had 78,112 permanent employees (headcount) comprising 56,172 permanent ADF members and 21,940 ongoing APS employees. An additional 167 APS employees were employed on a non-ongoing basis. Gap Year enlistments ceased at the end of 2011-12 and there no longer any participants.
In the 12 months to June 2013, the permanent ADF strength (headcount) decreased by 546. The Reserve Force comprised 25,680 active employees. The total ADF workforce was 81,852, and included 18,675 Navy Permanent and Reserve members, 44,962 Army Permanent and Reserve members and 18,215 Air Force Permanent and Reserve members. In the 12 months to 30 June 2013, the Reserve component of the ADF decreased by 349, from 26,029 to 25,680. This included both Reservists on continuous full-time service and Active Reserves. At 30 June 2013, 1,586 Reservists were also Defence APS employees.
As at 30 June 2013 there were 5,565 APS employees in the DMO and 16,542 in the remainder of Defence. This number included all APS employees recorded as active employees and included full-time, part-time, ongoing and non-ongoing, and paid and unpaid employees.
Defence's headcount APS staffing figure for the year, reported in Table 6.12, showed a downward trend: from 23,299 at 30 June 2012 to 22,107 at 30 June 2013, a reduction of 1,192. The headcount figure includes paid and unpaid employees, covering full-time, part-time, ongoing and non-ongoing employees.
|Navy||Army||Air Force||ADF||APS ¹|
|30 June 2012 ²|
|Total (as at 30 June 2012)||13,670||28,828||14,220||56,718||23,299|
|30 June 2013|
|Net Transfers ⁴|
|Total (as at 30 June 2013)||13,517||28,587||14,068||56,172||22,107|
|As at 30 June 2012⁴||As at 30 June 2013|
|Men||% 5||Women||% 5||Men||% 5||Women||% 5|
|Air Force Permanent|
|Total Air Force||11,808||83.0%||2,412||17.0%||11,608||82.5%||2,460||17.5%|
|Total ADF Permanent||48,866||86.2%||7,852||13.8%||48,086||85.6%||8,086||14.4%|
|Total Gap Year||131||78.9%||35||21.1%||-||-||-||-|
|APS (less DMO) 7 8||9,638||41.4%||7,347||31.5%||9,341||42.3%||7,201||32.6%|
|APS (DMO) 7 8||4,203||18.0%||2,111||9.1%||3,768||17.0%||1,797||8.1%|
|As at 30 June 2012³||As at 30 June 2013|
|Full-time||Parttime ⁴||Total||Full-time||Part-time ⁴||Total|
|NSW||VIC||QLD||SA||WA||TAS||NT||ACT ²||O/S ³||Total|
|Permanent Forces ⁴ 5|
|Reserve Forces 5 6|
|APS (Defence) 5 7 8||2,115||2,800||1,142||2,027||393||87||326||7,562||90||16,542|
|APS (DMO) 5 7 8||1,279||1,600||342||291||211||0||28||1,800||14||5,565|
|NSW||VIC||QLD||SA||WA||TAS||NT||ACT ²||O/S ³||Total|
|Senior Executive Service⁴||1||7||1||8||1||133||2||153|
|SES relief staffing 5||1||13||1||15|
|Executive levels 6||494||994||168||882||110||9||38||3,662||84||6,441|
|Executive relief staffing 7||40||71||20||22||7||3||386||549|
|Other APS Levels 8||2,859||3,328||1,295||1,405||487||78||312||5,167||17||14,948|
|Total star rank||2012-13 promotions³||2012-13 separations⁴|
|One star 5|
|Total SES||2012-13 engagements³||2012-13 separations⁴|
|Band 2 5||25||8||33||1||1||2||2||1||3|
|Chief of Division|
|Relief staff 6||14||1||15||0||0||0||0||0||0|