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Department of the Environment and Heritage

Triple Bottom Line Triple Bottom Line Full Report Full Report 2004–052004–05

© Commonwealth of Australia 2006ISSN 1441-9335ISBN 0642 5518 20

This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from the Commonwealth, available from the Australian Government Department of the Environment and Heritage.

Requests and enquiries concerning reproduction and rights should be addressed to:

Assistant SecretaryEnvironment Research and Information BranchDepartment of the Environment and HeritageGPO Box 787Canberra ACT 2601

Internet: www.deh.gov.au/tblreport Email: [email protected]

Grey water system at the John Gorton Building

TBL Report Team:

Coordination: Elizabeth Oliver and Paul Starr

Content providers: Elli Macdonald, Lawrie Evans, Carolyn Lord, Sarah Pizzey, Elizabeth Daley, Ceinwyn Whittaker, Janelle Hammond

Maps: Claire Forsyth

Photos: All photos not otherwise attributed are the property of the Department of the Environment and Heritage

All copyright belongs to the Department of the Environment and Heritage unless otherwise stated. Acknowledgements below are in order of image title, copyright holder and photographer. No banner images are included in the list.

Front Cover: seedling, Rix Ryan Photography and DEH; water lilies, J Baker; wildfl owers, DNP, M Nelson; ice fl oes, A McMorrow

Inside front cover: grey water, A Mostead

P1: Minister for the Environment and Heritage, Senator Ian Campbell

P6: John Gorton Building, A Mostead

P14: Bunker Theatre, E MacDonald; bike fl eet

P19: EcoNet members and paper audit, E MacDonald

P21: Heard Island, S Goldsworthy/AAD, S Goldsworthy

P23: petrels, R Kirkwood/AAD, R Kirkwood; water tank at Mawson, AAD, A Smith

P25: delivering personnel to Mawson, D Nelson/AAD, D Nelson; waste at Casey, AAD, G Dixson

P27: hydrogen storage, AAD, N Saunders

P28: Booderee, DNP, P Stevenson

P31: water bore and fi re management, DNP, M Nelson

P32: Kakadu wetland, J Baker; Mitchell’s water monitor, DNP, G Miles

P33: banksia grove, M Freeman; ANBG, M Fagg

P34: DEH facility, J Rovis-Hermann

P36: quad bike, D Elphick; worm feeding, C Lord

P39: Gulungul Creek, D Elphick; popnet, R Bartolo

P40: Australia Day awards

P41: Secretary’s awards

P46: sports day, S Box

P48: tree planting, P Hazell

P56: contracting services, K Gosford

P63: settlement at Mawson, AAD

P64: fuel for airlifting, A Fuller

P65: students, North East Waste Forum, L Tohver

Back cover: seedling, Rix Ryan Photography and DEH; pier, A Mostead; fungi, J Baker; replanting, J Baker

Public Affairs: Mali StantonMichele Parsons

Editor: Elizabeth Hutchings

Peer review panel: Professor Carol Adams (Deakin University), Caroline Bayliss (Global Sustainability @ RMIT), Stirling Habbitts (KPMG)

Audit team: Nick Chipman, Bel Thiele and John Tomac (PricewaterhouseCoopers), Sue Knox and John Jones (ANAO)

Design and Layout:ecoDesign ecoPrint

Acknowledgements

DEPARTMENT OF THE ENVIRONMENT AND HERITAGE TRIPLE BOTTOM LINE FULL REPORT 2004–05

i

Contents Minister’s introduction 1

Executive summary 2

Our performance at a glance 3

About DEH 6

Triple Bottom Line reporting 8

Environmental performance 10

Environmental performance at a glance 10

John Gorton Building 11

Australian Antarctic Division 21

Parks Australia 28

Supervising Scientist Division 35

Social performance 40

Economic performance 49

More about DEH 57

Governance structure and management systems 57

Our stakeholders 58

Public policies and implementation measures 61

Example – Impacts of human settlement on Antarctica 62

Stakeholder engagement in public policy 64

Appendix A – Assurance statement 65

Appendix B – Environmental reporting units 67

Appendix C – Abbreviations used in this report 68

Feedback DEH values feedback from readers of this report. If you would like to tell us what you think of this report, or of our performance, please send an email to [email protected]


ii

David BorthwickSecretary

Howard BamseyDeputy Secretary

Anthea TinneyDeputy Secretary

Conall O’ConnellDeputy Secretary

Australian Antarctic DivisionTony PressFirst Assistant Secretary,Director

Industry, Communities and Energy DivisionBarry SterlandFirst Assistant Secretary

International, Land and Analysis DivisionIan CarruthersFirst Assistant Secretary

The Industry, Communities and Energy Division and International, Land and Analysis Division make up the Australian Greenhouse Offi ce

Approvals and Wildlife DivisionGerard EarlyFirst Assistant Secretary

Corporate Strategies DivisionDavid AndersonFirst Assistant Secretary

Heritage DivisionPeter Burnett First Assistant Secretary

Policy Coordination and Environment Protection DivisionMark TuckerFirst Assistant Secretary

Supervising Scientist DivisionArthur JohnstonFirst Assistant Secretary,Supervising Scientist

Land, Water and Coasts DivisionTony SlatyerFirst Assistant Secretary

Marine DivisionDonna PetrachenkoFirst Assistant SecretaryIncludes the National Oceans Offi ce

Natural Resource Management Programmes DivisionMalcolm ForbesFirst Assistant Secretary

Parks Australia DivisionPeter CochraneDirector of National Parks

Bruce LeaverFirst Assistant Secretary

Executive Policy AdvisorDiana WrightFirst Assistant Secretary

Department of the Environment and Heritage

Senator the Hon Ian CampbellMinister for the Environment and Heritage

The Hon Greg Hunt MPParliamentary Secretary

Bureau of MeteorologyGeoff LoveDirector

ENVIRONMENT AND HERITAGE PORTFOLIO

Great Barrier Reef Marine Park AuthorityThe Hon Virginia ChadwickChairman

Offi ce of the Renewable Energy RegulatorDavid RossiterRenewable Energy Regulator

Sydney Harbour Federation TrustGeoff BaileyExecutive Director

Director of National ParksPeter Cochrane

Figure 1: Environment and Heritage portfolio organisation chart

III


MINISTER’S INTRODUCTION

At times the extent of change demanded by living sustainably

can be daunting, whether this involves securing cuts in

greenhouse emissions, conserving water, or protecting our key

species.

While governments can lead the way on some issues, often the best progress is made by companies or individuals. Since the mid-1990s leading organisations in Australia have been building sustainability thinking into their ‘corporate DNA’, and then publicly reporting these initiatives (and their results).

In 2003–04, some 116 of the top 500 Australian companies were reported to have produced environmental or sustainability reports. In 2004–05, this had risen to 119 companies.

Managing organisations to improve social, economic and environmental outcomes is increasingly becoming the way business should be done. These challenges apply as much to the public sector as they do to our companies, with public agencies having much to learn from private sector initiatives in sustainability management and reporting.

During this past year, my Department has continued to integrate sustainability principles into its operations and disclosure. It has done this while experiencing signifi cant change, including incorporating the Australian Greenhouse Offi ce and the National Oceans Offi ce into its structure.

This document is a ‘report card’ on progress made during 2004–05 towards meeting the performance goals set in 2003–04. Nearly 70% of the 2004–05 goals have been met, and most key indicators show positive trends.

As my Department’s second report, it features a number of signifi cant improvements on the fi rst. Many are the result of consultation with a range of key stakeholders.

It now covers the on-ground environmental performance of those parts of my Department responsible for Australian Government national parks, for the oversight of uranium mining in the Northern Territory, and for Australia’s Antarctic interests.

As with the fi rst report, this document uses sustainability indicators from the common set provided by the Global Reporting Initiative (GRI). This ensures both rigour and comparability of data with that of other reporters.

You will see in these pages that my Department continues to take up the challenges of environmental, social and economic responsibility. It is the only way forward.

This year, we have produced our TBL report in a summary form (available in hard copy and online) and a full report (published only online).I encourage you to read and provide feedback on this document, and on our full Triple Bottom Line report (online at www.deh.gov.au/tblreport). Tell us what you think by emailing [email protected]

Senator the Hon Ian CampbellMinister for the Environment and HeritageMarch 2006

1


EXECUTIVE SUMMARY

Changes during the yearThe 2004–05 fi nancial year saw signifi cant changes in the Department of the Environment and Heritage (DEH). The Australian Greenhouse Offi ce and the National Oceans Offi ce were both incorporated within DEH following the last federal election. This has posed challenges for our systems of governance, accounting, management and reporting.

This report details much of our performance for the year in those areas, and the new goals we have set ourselves.

Listening to our staffThe results of the 2004 staff survey were digested and responses to staff feedback developed. The key issues raised by staff were our IT systems, change management, recruitment practices, and management of under-performance. All these issues are being addressed with new programmes, strategies, policies and initiatives.

Environmental performanceThis report provides separate sections detailing the environmental performance of our head offi ce in the John Gorton Building in Canberra, our Australian Antarctic Division (AAD), Parks Australia Division and Supervising Scientist Division. There are very different environmental management issues being faced at our various sites, ranging from the challenges of a green offi ce programme in Canberra to the risks associated with fuel transfers on the Antarctic ice.

At the John Gorton Building, we have improved our energy performance per person per metre squared, now at 52% of the target set by the Australian Government. While water and waste audits provided useful management data and baselines, we still need to act on our waste to landfi ll, water consumption and transport practices. Ongoing implementation of our ISO14001 certifi ed environmental management system (EMS) will help us reach these goals.

The AAD also has a certifi ed EMS and this has driven ongoing improvements in their environmental performance at main base in Tasmania, in their shipping operations, and in activities occurring on the ice or the sub-Antarctic islands. One key initiative has been the move to renewable energy for bases, reducing the use of liquid fuels for stationary power generation, which is still the main component of AAD’s greenhouse emissions.

Both our Parks Australia and Supervising Scientist divisions face the challenges of fi eldwork at remote sites in the Northern Territory (and beyond for Parks Australia, including Australia’s external territories).

Social performanceOur social performance during 2004–05 improved on some indicators, such as those to do with occupational health and safety. On other indicators, such as those to do with staff turnover and percentages of non-ongoing staff, it is unclear whether the changes in the data pose problems for DEH, or are appropriate for our patterns of seasonal employment at remote sites.

Economic performanceOur economic performance against the goals we set in 2004 is generally good, though the inclusion of the Australian Greenhouse Offi ce, the National Oceans Offi ce and the AAD in our main business system and accounts has created some challenges. Because of these inclusions, it is diffi cult to compare our economic data in 2004–05 to the 2003–04 data. Much better comparisons will be available in the next report for 2005–06.

New in this reportNew to this report is coverage of the on-ground environmental performance of our Antarctic, Parks Australia and Supervising Scientist divisions.

This report features the results of consulting a range of internal and external stakeholders about our reporting.

We are also one of the fi rst organisations in the world to pilot the new Global Reporting Initiative (GRI) Public Agency Sector Supplement.

Our performance against the goals set for 2004–05 in the last report can be seen in the following table.

Vision... A natural and cultural environment, valued, enhanced and protected in harmony with the nation’s social and economic goals.

Mission... National leadership in the protection and conservation of the environment.

2


OUR PERFORMANCE AT A GLANCE

¸¸ Target exceeded ¸ Target met ˚ Target not met · Performance improved ‚ Performance declined

Environmental goals 2004–05 (JGB/EBB)Environmental performance 2004–05 (JGB/EBB)

Goals 2005–06 (JGB/EBB)

EMSMaintain EMS certifi cation to ISO14001

¸ Re-certifi cation achieved Maintain certifi cation

Continue to implement the recommendations of the 2003 review

¸Recommendations being progressively implemented

Continue to implement recommendations

ElectricityUpgrade metering to improve electricity consumption reporting

¸ Meters upgraded Continue process of meter upgrades

Decrease tenant light and power consumption to 4500MJ per person per year by 2005–06

·Consumption decreased to 4849MJ per person per year

Further decrease TLP consumption to 4500MJ per person per year by 2005–06

Continue 100% greenpower purchase for the John Gorton Building

¸ Purchase continuedPurchase 100% accredited greenpower for JGB and EBB

TransportDevelop options for encouraging staff to use more environmentally responsible transport for business travel by the end of 2005–06

˚‚ Some staff uptake of more environmentally friendly transport options but carpool use declined

Revive carpooling system

Develop options for replacing some air travel with communication technologies by the end of 2005–06

¸¸Options for multi-site video conferencing developed and implemented

Promote use of technological alternatives to air travel

Improve fl eet score against the Green Vehicle Guide

¸ Fleet score improvedProvide environmental information packs for car leasing

WasteDevelop a methodology to gather robust data for waste to landfi ll by 2005–06

¸ Methods and data improvedReduce the amount of recyclable material going into waste to landfi llReduce contamination of 3-bin system

Conduct a full waste audit for the John Gorton Building in 2004–05

¸ Waste audit conducted Conduct a follow up waste audit

Achieve a 100% recycling rate for fl uorescent tubes and toners from all DEH sites by mid-05

·

Recycling systems for tubes and toners in place, with 100% of tubes and all toners from network printers recycled

Increase the proportion of material being recycled

Greenhouse gas Renew our Greenhouse Challenge Agreement in 2005, setting new greenhouse gas emission reduction targets

˚ New agreement being negotiated

Renew agreementResearch feasibility of going carbon neutral Subscribe to BP’s Global Choice and Greenfl eet

Assess options for offsetting greenhouse gas emissions from air travel by 2004–05

¸Some options assessed but further work required

Assess options for offsetting greenhouse emissions from staff air travelDevelop and implement a policy to reduce taxi use where alternatives exist

WaterInvestigate the feasibility of installing water metering to accurately monitor water use by end of 2004–05

¸¸Temporary water meters installed and water audit of John Gorton Building consumption conducted

Implement audit recommendations and conduct follow-up auditReview signage and monitoring of leaks

PaperConduct paper audit by end 2005

¸ Paper audit conducted Conduct follow-up audit

3




Environmental goals 2004–05 (JGB/EBB)Environmental performance 2004–05 (JGB/EBB)

Goals 2005–06 (JGB/EBB)

Conduct a review of offi ce machines in 2004–05 to identify ways to reduce paper consumption, improve energy effi ciency and reduce machine numbers

˚Offi ce machine review put on hold until after September 2005 IT refresh

Conduct offi ce machine reviewDevelop strategies to increase duplex printing

Finalise the electronic departmental and ministerial letterhead project in 2004–05

¸ Electronic letterhead now available

Develop a policy by 2004–05 to improve the environmental performance of outsourced printing

·Draft policy developed but not yet approved

Introduce new internal environmental printing policy for outsourced printing

By 2004–05 establish systems to collect information on paper used in outsourced printing

˚·Not fully met but survey of outsourced printing paper use (in warehouse) conducted

SuppliersIn 2004–05 continue to use our purchasing decisions to improve the environmental performance of suppliers

¸

Environmental purchasing activities continued, including drafting of DEH supply chain environmental survey (for delivery in 2005–06)

Deliver, collate and assess the fi ndings of the supply chain environmental performance survey

Adjust our business systems in 2004–05 to capture information about our environmental purchasing decisions

¸Business systems changed to record data on environmental purchasing

Extract and assess data on our environmental purchasing

Social goals 2004–05 (all DEH)Social performance 2004–05 (all DEH)

Goals 2005–06 (all DEH)

Investors in People (IiP)Continue to meet the international standard in 2004–05 for IiP accreditation

¸Standard met and IiP certifi cation maintained

Continue to meet the international standard for IiP accreditation

Commence a pilot development programme for APS6 level employees by August 2005

¸Programme commenced but discontinued due to lack of staff interest

Begin an ‘expert staff’ identifi cation process for use in succession planning and knowledge management

¸Expert staff and critical skills identifi cation processes commenced

Complete identifi cation of critical competencies and roles by mid 2006

Before December 2004 implement a detailed exit survey with candidates being offered face-to-face interviews

¸Exit survey and exit interviews implemented

Propose suitable strategies regarding exit survey outcomes by end 2005

Learning and developmentProvide fi nancial assistance for approved tertiary study activities from July 2004

¸Financial assistance provided to staff for study

Complete implementation of revised performance and development scheme by January 2006

Complete analysis of graduate retention by June 2005

¸Graduate retention analysis completed

Implement the online orientation programme

Implement a system to improve data on staff development by end 2005

˚No system implemented due to competing work pressures

Commence management supervisory and leadership training programme

Work – life balanceReview outcomes of 2004 staff survey to identify areas of improvement and appropriate strategies

¸¸Outcomes reviewed, strategies developed and some implemented

Complete analysis of childcare feasibility studyComplete projects relating to the 2004 staff survey results

4




Social goals 2004–05 (all DEH)Social performance 2004–05 (all DEH)

Goals 2005–06 (all DEH)

Obtain accreditation with the Australian Breastfeeding Association by the end of 2005 ˚

Facilities improved but decided not to seek accreditation due to cost

Health and safetyInvestigate and implement better reporting systems for occupational health and safety (OH&S) by the end of 2005

·Some improvements made to OH&S systems and data

Fully implement reporting system for OH&S by early to mid 2006

DiversityImplement Disability Action Plan by December 2004

˚Plan progressed, but not yet implemented

Complete implementation of Disability Action PlanImplement Indigenous Career Strategy

Establish a system for collecting employee diversity data by the end of 2005

¸Employee data system now able to catch self-reported diversity statistics but staff use low

Establish an effective methodology for collecting employee diversity statistics

Community activityDevelop a system in 2005 for collecting information about the voluntary activities for which staff use ‘paid community leave’

˚No system developed due to competing work pressures

Promote the use of appropriate leave for volunteer work

Economic goals 2004–05Economic performance 2004–05

Goals 2005–06

Environmental purchasingBy the end of 2004–05 develop a monitoring system to ensure good environmental purchasing practice

¸Business systems changed to record data on environmental purchasing

Assess the extent of environmental purchasing activity and identify opportunities to improve purchasing performance

Increase the proportion of invoices paid within 30 days to over 91% by the end of 2004–05

¸Proportion paid within 30 days was 92%

Increase the proportion of invoices paid within 30 days to more than 92%

In 2004–05 continue to exceed the Australian Government’s goal of using smaller airlines for at least 10% of Sydney-Canberra air travel ¸

Goal exceeded. Use of smaller airlines averaged 15.8% up until Regional Express ceased servicing this sector in December 2004. A full year average of 12.9% was achieved

Continue to better the goal of allocating a minimum of 10% of Sydney – Canberra air travel to smaller airlines

5


ABOUT DEH

Vision... a natural and cultural environment, valued, enhanced and protected in harmony with the nation’s social and economic goals.

Mission... national leadership in the protection and conservation of the environment.

The portfolio of the Australian Minister for the Environment and Heritage comprises:

• the Department of the Environment and Heritage (DEH), which comprises 12 divisions (Figure 1) including the Australian Antarctic Division (AAD), the Supervising Scientist Division (SSD) and Parks Australia

• four statutory authorities: the Director of National Parks; the Great Barrier Reef Marine Park Authority; the Offi ce of the Renewable Energy Regulator; and the Sydney Harbour Federation Trust (Figure 1)

• one executive agency: the Australian Government Bureau of Meteorology (Figure 1).

When DEH produced last year’s TBL Report, the Australian Greenhouse Offi ce (AGO) and the National Oceans Offi ce (NOO) were executive agencies in the portfolio. In 2005, these agencies were brought into the Department and now appear in the TBL Report. Further information

about inclusions in the TBL Report can be found in the next section, Triple Bottom Line Reporting.

DEH advises the Australian Government on policies and programmes for the protection and conservation of the environment, including natural and cultural heritage places. We also manage environmental and cultural heritage programmes, including those that come under the umbrella of the Natural Heritage Trust and the National Action Plan for Salinity and Water Quality. An important part of our work is fostering cooperation between business, the community, Australian Government agencies, and state, territory and local governments to improve environmental outcomes for Australians. We also administer environmental laws, such as the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act). Our primary activities are administered from the John Gorton Building in Canberra, but we have staff in all states and territories, and in many of Australia’s external territories (Figure 2).

The Director of National Parks has responsibility under the EPBC Act for the management of seven terrestrial parks and reserves (21 312 km2) and 13 Marine Protected Areas (272 440 km2). The Director of National Parks is assisted in the management, conservation and protection of these areas by staff in the department, particularly the Parks Australia Division. Parks Australia staff are located in the John Gorton Building in Canberra, and at remote sites in the states and territories (Figure 2).

The AAD leads Australia’s Antarctic Programme. AAD is based in Hobart, and

from this site it administers and supports the Australian Antarctic Territory and Macquarie, Heard and the Macdonald Islands (Figure 2).

The NOO has been incorporated into the Marine Division of DEH since the previous TBL Report. The Marine Division now administers and implements Australia’s Oceans Policy, which applies to all of the ocean areas in Australia’s Exclusive Economic Zone (16 million km2). The Marine Division has staff in Hobart and in Canberra.

The Supervising Scientist undertakes environmental research and reviews the environmental performance of uranium mines in the Alligator Rivers Region in the Northern Territory, to ensure the protection of Kakadu National Park from the potential impacts of uranium mining. The SSD is based in Darwin (Figure 2).

The AGO is located in the John Gorton Building in Canberra. The AGO, as two divisions within DEH, delivers programmes under the Australian Government’s $1.8 billion climate change strategy.

This report should be read in conjunction with DEH’s Annual Report at www.deh.gov.au/about/annual-report

Further information on DEH can be found at www.deh.gov.au/about/

DEH’s primary administration site, the John Gorton Building in Canberra

6


ABOUT DEH

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COPYRIGHT Commonwealth of Australia, 2004

Legendl Commonwealth reserves or conservation zones

DEH Site

Antarctic Station Region

Figure 2: Parks, reserves and protected areas managed by the Director of National Parks or DEH, and administrative sites

7


TRIPLE BOTTOM LINE REPORTING

What is TBL reporting?Triple Bottom Line (TBL) reporting is the public disclosure of the social, economic and environmental performance of an organisation. It is sometimes also called corporate sustainability reporting, or corporate citizenship reporting.

Good TBL reporting uses relevant, common indicators, such as those available from the Global Reporting Initiative (GRI). This makes it easier to compare the performance of comparable organisations.

Honest, open and transparent disclosure of performance is a requirement of TBL reporting. DEH is being open in this report about where we did not meet the goals we set ourselves last year, as well as describing the goals we met and exceeded.

Good TBL reporting is also about performance improvement. Reports should include the key goals for improving organisational performance into the future, with many of these goals being quantitative and time-bound.

Why have we adopted TBL reporting?DEH is expected to play a leadership role in the implementation of sustainability, both in our day-to-day operations, and in our role as a policy development and implementation agency.

Public reporting demonstrates that we not only talk about sustainability, but also try to meet its challenges in the way we work as a public agency. The disciplines of TBL reporting, especially goal setting and reporting performance honestly against previous targets, help drive improvements in our performance as an organisation, putting us in a better position to manage change.

What are we reporting?This report details the environmental, social and economic performance of DEH as a whole. We are reporting against a large number of indicators taken from the GRI indicator set, including those contained in the pilot version of the GRI’s Public Agency Sector Supplement. The GRI web site is www.globalreporting.org

The environmental indicator set for the John Gorton Building is little changed from 2003–04, but the set used by AAD, Parks Australia and SSD includes additional indicators that refl ect the differences between an offi ce-based operation and one responsible for on-ground environmental management.

The social indicator set is also much the same as for 2004–05, though with the inclusion of an administrative effi ciency indicator. The economic indicator set has expanded signifi cantly, taking into account the specifi c guidance provided in the GRI’s pilot Public Agency Sector Supplement.

Table 1: GRI indicator categories

GRI code Indicator category

EC Economic performance

EN Environmental performance

HR Human rights (social performance)

LA Labour practices and decent work

PA Public policies and implementation measures

What are we not reporting?We have not reported against every indicator in the GRI set. Some indicators are better suited to private sector organisations (such as manufacturers) than to the public sector. We have attempted to take as many GRI reporting elements and indicators into the scope of our reporting as possible, and used stakeholder consultation workshops to assess the expectations of our reporting audiences.

For a table of all GRI reporting elements and indicators used or not used in this report, see our web site at www.deh.gov.au/tblreport/2004–05/GRI

Changes in report scope from 2003–04Care needs to be taken when comparing DEH in 2004–05 to DEH in 2003–04, the period of our fi rst TBL Report. Due to the incorporation of the Australian Greenhouse Offi ce and the National Oceans Offi ce in DEH, the Department has expanded. In addition, the fi rst report did not include indicators-based reporting on the environmental performance of our operations beyond the John Gorton Building head offi ce in Canberra.

This report incorporates the social and economic performance of the AAD into the broader DEH data. It includes indicators-based on-ground environmental performance reporting from AAD, Parks Australia and SSD.

Using the GRI Public Agency Sector Supplement, the report includes a short section on our public policy and implementation activities. For more details about this aspect of our role, we suggest readers look at the DEH Annual Report at www.deh.gov.au/about/annual-report

Independent assuranceAs was the case in 2003–04, selected environmental and social data contained within the 2004–05 report has been examined by the Australian National Audit Offi ce (ANAO). Its examination focused on considering the completeness, accuracy and reliability of that data.

Data within the scope of the ANAO’s examination was selected by DEH on the basis that the related indicators were considered key to our operational and policy objectives.

Throughout the report the symbol ● represents those indicators where, based on the procedures performed, nothing has come to the attention of the ANAO to suggest that the data is materially misstated. The symbol ▲ indicates where the ANAO was unable to conclude that data was free from material misstatement.

The ANAO’s independent assurance statement is provided at Appendix A.

8


TRIPLE BOTTOM LINE REPORTING

Education for sustainability The involvement of active, empowered and informed citizens will be essential in ensuring a sustainable future. Education for Sustainability (EfS) aims to equip citizens with the knowledge, skills and experiences necessary for sustainable development. The need for EfS has been recognised globally with the adoption of the United Nations Decade of Education for Sustainable Development (UNDESD) in 2005.

Education for Sustainability encompasses a diverse range of environmental, social and economic issues. It includes all sectors and tiers of learning, from formal schooling to non-formal training and informal learning through the media, interaction with peers and leaders, and implementation of sustainable operations management. Understanding values, learning through doing, personal and collective development and learning about sustainability are important elements of EfS.

Providers of EfS include, but are not limited to schools; universities; TAFEs; private training institutions; industry and business; federal, state/territory and local government; community groups; the media; and Indigenous people.

DEH policy and EfSDEH has a critical role in providing national and international leadership in EfS. We develop national policy and programmes, and work cooperatively with other agencies on whole-of-government and whole-of-nation approaches to sustainability in Australia. DEH is also the lead agency for the Australian Government’s UNDESD response.

Key policy initiatives formulated by DEH on EfS include: Environmental Education for a Sustainable Future: National Action Plan (2000); and Educating for a Sustainable Future: A National Environmental Education Statement for Australian Schools (2005).

DEH programmes and EfSKey Departmental EfS programmes are the Australian Research Institute in Education for Sustainability, the Industry Sustainability project, the Commonwealth Environment Research Facilities programme, the Sustainability in Government project and the Australian Sustainable Schools Initiative (AuSSI). These projects are undertaken collaboratively with relevant stakeholders.

Australian Sustainable Schools Initiative (AuSSI) The AuSSI is a nation-wide programme developed in partnership with all Australian state and territory governments. The AuSSI implements a whole-of-school approach to EfS that includes sustainability content in

curricula, sustainable management of school facilities, and participation in decision-making by teaching and non-teaching staff, students and the local community. It is currently being piloted in over 600 schools and assessments have revealed reductions in resource consumption and reductions in truancy.

Education for our own staffDEH staff are important stakeholders in EfS. Staff learning takes place:

• during involvement in the internal environmental education forum

• through in-house and external personal development • by implementing sustainable operations practices• through participation in relevant conferences and forums • interaction with Indigenous Australians and • by participating in Departmental decision-making.

For more details on EfS see www.deh.gov.au/education

Students from a Victorian sustainable school

Integrated approaches to sustainability – case study

9


ENVIRONMENTAL PERFORMANCE

OverviewThe environmental performance of DEH is reported in four parts in the following sections of the TBL Report:

• John Gorton Building (JGB) – reports our environmental performance at head offi ce in Canberra, drawing on data from our ISO14001 EMS

• Australian Antarctic Division – drawing on AAD’s ISO14001 certifi ed EMS, this section covers on-ground environmental performance in Tasmania, the Antarctic bases, and the sub-Antarctic islands

• Parks Australia – covers the environmental performance of our parks and botanic gardens

• Supervising Scientist Division – covers the environmental performance of head offi ce in Darwin, plus the Jabiru Field Station.

Given the diversity of operating environments for each of the above parts of DEH, we have only aggregated data where contextual differences are not signifi cant (such as for indirect greenhouse emissions from staff air travel and taxi use). Each section uses GRI indicators. For AAD, Parks Australia and SSD, this is their fi rst reporting year and therefore trend data on many indicators are unavailable.

JGB Management: Environmental management system re-certifi ed to ISO14001.

Energy: Upgraded electricity metering was installed. Our total tenant light and power consumption rose by 16.5% due to increased staff numbers, but electricity consumption per person per year has fallen by 12% to 4 849MJ. This is on target to achieve 4 500MJ per person per year by 2005–06. We continued to purchase 100% accredited greenpower for the JGB.

Waste: We conducted a waste audit that identifi ed opportunities to reduce waste to landfi ll by more than 70% through full use of current recycling facilities.

Greenhouse: Emissions were 419kg per person per year, up from 409kg per person in 2003–04.

Water: Water audit identifi ed JGB potable mains water use at 0.79kl per m2 per year, which is 30% less than the Australian offi ce building best practice benchmark of 1.125kl per m2 per year.

Paper: Paper consumption increased by two sheets per person per day from 2003–04 to 2004–05.

AADManagement: Maintained certifi cation of the AAD ISO14001 EMS. Conducted review of signifi cant environmental risks and legal compliance audit.

Energy: Consumed 471 MJ electricity per m2 per year at Kingston (751 MJ at stations). Sourced approximately 30% of Mawson’s electricity from wind power.

Waste: Reused or recycled 26% of all waste.

Greenhouse: Produced 1 483 766 tonnes of CO

2e (excluding waste).

Water: Consumed 6216kl of water at Kingston and 5308kl at Antarctic stations. Water meters were installed at each station and at Kingston.

Paper: Staff at headquarters use 30 sheets per person per day.

Biodiversity: No signifi cant negative impacts.

Parks AustraliaManagement: No EMS in place but management plans for individual parks include some environmental management goals.

Energy: Building management system introduced at the Australian National Botanic Gardens (ANBG) and metering installed at Kakadu.

Waste: Statistics only available for Booderee, where 1160m³ of waste was recycled.

Greenhouse: Total greenhouse emissions from transport energy use were 1495 tonnes.

Water: Water consumed at metered parks was 11 020kl at Booderee, 71 000kl at Uluru–Kata Tjuta and 146 508kl at the ANBG.

Paper: Available data suggests Parks staff use 13 sheets per person per day.

Biodiversity: Continued preparation of species inventories for the six terrestrial parks.

SSDManagement: Draft EMS prepared for Darwin site.

Energy: Reduced electricity usage by 4.59% through staff awareness, equipment shut-down and lighting switch-off initiatives. Reduced transport use of fossil fuels by 20% and distance travelled by vehicles by 25% through video conferencing and reduction in fl eet size.

Waste: Established a worm farm at the Darwin facility to recycle organic waste and provide live feed for breeding populations of the purple spotted gudgeon.

Greenhouse: Total emissions were 1202.5 tonnes of CO

2e.

Water: Consumed 724kl water in Darwin, or 65.5 l per person per day, including use in our aquaculture operations.

Paper: Consumed 27.6 sheets of paper per person per day in Darwin.

Biodiversity: Continued a wide range of biodiversity fi eldwork activities, including pop-netting in Kakadu and testing mining impacts on billabong species.

10


ENVIRONMENTAL PERFORMANCE – JGB

This section focuses on DEH’s Canberra offi ce-based operations at the JGB, including the converted underground space of the former Foreign Affairs Communication Centre. It includes a small tenancy in the Edmund Barton Building (EBB) for TLP. The core staff as of 30 April 2005 numbered 1161●1 (not including staff housed in the EBB).

Performance against 2004–05 goalsIn working towards the goals set for 2004–05, DEH in its Canberra-based operations focused on improving methodologies, identifying additional environmental issues and integrating social and economic considerations.

DEH achieved recertifi cation of its Environmental Management System (EMS) to ISO14001.

A number of changes to infrastructure were made relating to staff numbers (increased by 22%) and tenancy size (increased by 19%). While this has resulted, for example, in an overall increase in TLP, consumption has actually reduced (12%) in terms of TLP per person.

Improvements were made to our electricity and water metering and waste-to-landfi ll methodology resulting in more robust data.

Audits were conducted to look at staff behaviour in regards to waste to landfi ll, recycling, and paper and water usage.

Of our total annual waste 75% was recycled. Paper recycling increased by 4%; commingled recycling decreased by 2%; the amount of organic waste going to the worm farm decreased by 15%; and recycling of printer and toner cartridges increased by 67%. Recycling of collected fl uorescent tubes is 100%.

DEH is negotiating a new Greenhouse Challenge Agreement, setting new greenhouse gas emission reduction targets. Air travel emissions offsets were investigated and assessed as just one of the strategies proposed to meet the new targets.

Electronic letterheads were developed and are now available for staff use. An environmental printing policy for outsourced printing has been drafted. A photocopier and fax review was completed and new energy effi cient machines were installed.

A survey of the environmental performance of organisations in our supply chain was developed, to be mailed out in August 2005.

Environmental performance goals 2005–06In 2005–06 DEH will endeavour to:

• achieve recertifi cation of our EMS to ISO14001 and implement the recommendations of the 2004 EMS audit. We will incorporate the 2004 version of ISO14001 into our EMS Manual and Action Plan, and continue

to improve environmental systems and practices

• maintain and improve our progress towards the long-term goal of decreasing TLP consumption to 4 500 MJ/person/year

• integrate into the TBL report the consumption data for the Marine Division in Hobart and the Natural Resource Management Programmes Division in the EBB in Canberra

• develop systems for collecting more accurate data on waste collection

• improve our recycling rates and maintain our strategy for the collection and recycling of fl uorescent tubes, toner and cartridges (including cartridges from small personal printers)

• achieve audit compliance of DEH’s performance against its Greenhouse Challenge Agreement and negotiate a new agreement

• implement recommendations of the original water audit, and undertake a follow-up audit of water use in the JGB, utilising newly installed meters

• review our offi ce machines in an effort to increase effi ciency and reduce paper use

• complete an energy audit of the JGB, plus an Australian Building Greenhouse Rating assessment

• conduct a follow up paper audit.

John Gorton Building environmental performanceThis year saw us settling in to the extra underground space refurbished for the Australian Greenhouse Offi ce (AGO), now part of DEH. The larger fl oor space and staff numbers of DEH in 2004–05 have meant consumption of more resources in total, but on key indicators such as tenant light and power (TLP), our consumption per person has reduced. This has also been a year for audits, with water, waste and paper audits conducted to provide us with better data.

The key challenges for next year include acting on the fi ndings of these audits.

1 ● indicates selection by DEH for examination by the ANAO and where, based on the procedures performed, nothing has come to the attention of the ANAO to suggest that the data is materially misstated.

2▲ indicates selection by DEH for examination by the ANAO and where, based on the procedures performed, the ANAO was unable to conclude that the data was free from material misstatement.

11



Environmental Management System (EMS) EM1, EM2, EM3, EM4, EM5An EMS is essential as it provides a framework for the management of the environmental impact of our offi ce activities. It also contributes to a healthy working environment and to an eco-effi cient business philosophy. The EMS is certifi ed to the ISO14001 standard. Certifi cation of our EMS is provided annually through an independent audit by the National Association of Testing Authorities (NATA) Certifi cation Services International Pty Limited (NCSI).

Existing strategiesOur strategies are:

• maintenance of EMS certifi ed to ISO 14001

• preparation and improvement of EMS for annual audit

• annual review and prioritisation of our environmental impacts using a risk assessment methodology.

Performance 2004–05An EMS review was conducted in 2003, which recommended the following:

• investigate opportunities to better monitor resource consumption (eg water and paper)

• conduct a National Australian Buildings Environmental Rating System (NABERS) assessment of our tenancy in the JGB

• produce a Public Environment Report • investigate energy-smart metering

to improve monitoring of electricity consumption

• include energy use and environmental performance criteria in IT contracts

• improve carpooling arrangements. • extend the use of video conferencing

to reduce travel-related environmental impacts

• investigate the purchase of greenhouse offsets for staff air travel.

The following EMS activities were completed in 2004–05:

• re-certifi cation of EMS to ISO14001 standard

• implementation of key recommendations of the 2003 EMS review, including regular updating and review of previously identifi ed environmental impacts

• completion of key activities identifi ed in the 2003–04 EMS Action Plan, including:- installation of water meters and water

audit- waste audit- temporary electrical metering of JGB

tenancy

• two additional audits: - ANAO audit of environmental

purchasing at DEH (results to be released in late 2005)

- audit of DEH’s actions under our Greenhouse Challenge Agreement, conducted by URS Australia (response to be fi nalised in late 2005).

Goals 2005–06 • Certifi cation: maintain EMS certifi cation

to the revised international standard ISO 14001:2004.

• Audit reports: implement recommendations of the 2003–04 EMS audit reports, notably:- review environmental aspects- revise legal and policy register- link legal and policy clauses to

environmental impacts identifi ed in our EMS

- revise and improve the methodology used to prioritise our environmental actions.

• Action plan: complete the key activities identifi ed in the 2003–04 EMS Action Plan.

Energy EN3, EN4, EN17

Electricity EN3 – tenant light and powerThe use of coal-fi red generated electricity produces greenhouse gas emissions that contribute to global warming. We can reduce emissions by reducing our energy consumption. This goal is refl ected in the Commonwealth Energy Policy, which requires all departments and agencies to achieve a consumption rate of less than 10 000 MJ/person/year for TLP.

Existing strategiesContinue purchase of Energy Star compliant offi ce equipment.

Improve metering of the JGB tenancy.

Continue purchase of 100% green power for the JGB tenancy.

Performance 2004–05• New photocopiers and fax machines

purchased were all Energy Star compliant.

• Total TLP consumption per person has

actually decreased by 12% ● compared to last year, and is on target for achieving the goal of 4500 MJ/person/annum by 2005–06.

• Annual consumption per m2 of offi ce space has decreased by 7% compared with last year.

• DEH purchased 100% ● accredited green power for the JGB, which produces no greenhouse gas emissions at all. When this is combined with the black electricity consumed in the EBB tenancy, it gives an overall purchase of 97% ● green energy for Canberra operations.

12



• For every 5% reduction in TLP consumption in the JGB, DEH can save approximately $12 860.

Goals 2005–06 • Electrical metering: continue process of

meter upgrades to improve electricity consumption reporting.

• Tenant light and power (TLP): further decrease TLP consumption to 4500 MJ per person per year by 2005–06.

• Green power: renew the JGB tenancy 100% green energy procurement agreements and purchase 100% green energy for the EBB tenancy.

Table 2: Tenant light and power consumption

Tenant light and power

2001–02 2002–03 2003–04 2004–05

Total kWh 1 710 786 1 389 809 1 448 335 1 687 601 ●

TOTAL GJ 6159 5003 5214 6075 ●

MJ/person/yr 5618 5158 5500 4849 ●

MJ/m2 /yr 338 292 274 255 ●

% green power 86% 82% 93% 97% ●

These fi gures are for the Canberra tenancies—in 2004–05 these are the JGB and EBB.

Gas use EN3The burning of gas produces greenhouse gas emissions, therefore it is important that we minimise our gas consumption.

Existing strategiesIn the JGB, gas is used mainly for the operation of air conditioning. As a tenant, DEH does not control gas consumption and therefore cannot directly manage this energy use.

Performance 2004–05Whole of building gas use has increased by 28%. The increase in DEH gas use can, in part, be attributed to the increase in staff numbers (22%) and the corresponding increase in space we occupy in the JGB (19%).

Goals 2005–06 • Benchmarking: establish benchmark for

gas usage for offi ce operations.• Gas usage: raise energy effi ciency

issues with the building owner and identify opportunities for reducing gas consumption.

Figure 3: Annual JGB whole building gas consumption

0

0.5

1.0

1.5

2.0

2.5

July

Aug

Sept Oct

Nov Dec

Jan

Feb

Mar

Apri

lM

ay

June

Month

Gas

(MJ)

(000

,000

)

2003-042004-05

Table 3: Total gas use for DEH in JGB

Gas usage 2003–04 2004–05

Total MJ 3 215 198 5 354 628 ●

MJ/day* 12 809 21 333 ●

MJ/person/day 13.5 18.4 ●

Area of tenancy (m2) 19 017 22 619 ●

Staff numbers 948 1161 ●

*Per working day: 251 in 2004–05 and 2003–04.

13



Transport EN4

The use of transport in DEH operations consumes fi nite fossil fuels and generates greenhouse gas emissions. The vehicle fl eet totalled 35 ● vehicles as at 30 June 2005.

Existing strategies• Vehicle fl eet: staff are encouraged to

lease vehicles with high Green Vehicle Guide (GVG) scores. The GVG is an Australian Government online tool that provides ratings of the fuel effi ciency and emissions performance of new vehicles sold in Australia. Combined ratings are out of 20, with 20 representing best possible performance. The current best performer in the Australian marketplace rates 17.5 out of 20. See www.greenvehicleguide.gov.au for details.

• Air travel: staff are encouraged to use alternatives to air travel, such as tele or video conferencing facilities.

• Alternative modes of transport: DEH continues to encourage the use of public transport for long journeys and, where possible, walking and cycling.

Performance 2004–05Vehicle fl eet: in 2004–05, 22% ● of DEH’s executive leased vehicles scored 10.5 or higher against the GVG. This is compared to 57% ● of the pool vehicles, which results in an average of 29.4% ● for DEH’s fl eet. In 2003–04, 17.86% of the DEH fl eet scored 10.5 or better on the GVG.

The Australian Government fl eet target aims to increase the proportion of vehicles with

scores in the top half of the GVG to 25% by 2006. We have already exceeded this fi gure, with 29.4% of our vehicles in the top half of the GVG.

In 2004–05, the fl eet used 57 712 ● litres of petrol and travelled 424 607▲ kilometres (Table 4).

The pool vehicles have improved since last year as we have increased the number of hybrid vehicles. Current leasing arrangements offer limited fuel effi cient and low emission vehicle options and fuel consumption per 100 km travelled continues to rise (Figure 4).

Air travel: steps have been taken in the JGB tenancy to encourage video conferencing as an alternative to air travel. The 127-person theatrette in the former Communications Centre was originally designed with multimedia capacity. This was updated in early 2005 to enable multi-pointed video conferencing. Known as the Bunker Theatre, this facility now has state-of-the-art electronic equipment, including built-in computer and light projection, video conferencing, CD/DVD display, electronic whiteboard and multi-screen projection capability.

Since it became operational in October 2003, the Bunker Theatre has become the preferred venue for a range of activities, including Secretary’s briefi ngs to staff, agency and industry conferences, staff orientation and video conferencing with DEH divisions and agencies in other states.

Video conferencing equipment has recently been installed in the smaller 30-seat Banksia and 20-seat Wattle rooms, and has been available in the executive conference room since 2002.

Alternative modes of transport: Steps are being taken to extend the existing bike fl eet initiative, in which staff can use a bicycle or semi-motorised bicycle for local business travel instead of taxis. The fl eet of seven includes three electric-assisted bikes and travels around 300 km per month, with resulting annual greenhouse savings estimated at 345 kg CO

2e.

However, our carpooling system has fallen into abeyance as a result of a signifi cant number of staff involved leaving DEH. This initiative will be revived in 2005–06.

Table 4: Distance travelled and fuel consumed

DEH vehicle fl eet 2001–02 2002–03 2003–04 2004–05

Fuel (L) 71 519 65 952 54 698 57 712 ●

Distance (km) 759 831 622 130 499 586 424 607 ▲

Total GJ 2474 2255 1871 1974 ●

Average litres/100km 9.5 10.6 11 13.6 ▲

Figure 4: Four-year trend in km travelled and average fuel

Distance travelled by car fleet and fuel efficiency

0

100200

300400500

600700

800

2001-02 2002-03 2003-04 2004-05

Year

Dis

tanc

e ('0

00 k

m)

0

24

68

10

1214

16

Average fuel

consumption (L/100km

)

Distance (km) Average L/100km

Staff using the bike fl eet for local business travel

The Bunker Theatre with multi-screen projector capability

14



Goals 2005–06 • Vehicle fl eet: provide information packs

for all staff eligible for car leasing arrangements, comprising information on GVG ratings, fuel effi cient vehicles, benchmarks and relevant government and departmental policies.

• Air travel: promote the use of technological alternatives to air travel. Document usage and compare fl ight data to previous years.

• Alternate modes of transport: further encourage staff uptake of more environmentally responsible transport options for business related travel. Revive the carpooling system.

Waste EN11Sending waste to landfi ll contributes to emissions of methane, a potent greenhouse gas. Waste also means the loss of scarce or non-renewable resources. Some wastes also contain potentially hazardous or toxic substances, such as the mercury in fl uorescent tubes.

Existing strategiesDEH has taken steps to minimise the amount of waste going to landfi ll by separating recyclable and waste material at source. DEH has three-bin waste units in all of its Canberra tenancies. These allow staff to deposit waste into separate containers labelled general, recyclable and organic. The units are emptied each day by the cleaners and the contents placed in separate bins or hoppers in the basement for collection by waste management contractors. Staff do not have personal bins by their desks. Classifi ed and unclassifi ed paper wastes are collected in locked and open wheelie bins which are emptied each week.

Performance 2004–05• This year, 179.5 ▲ tonnes of recyclables

and waste were generated. This equates to 154.6 kg per employee, compared to 263 kg per employee in 2003–04. This year 75% of our total waste was recycled.

• The reduction in waste sent to landfi ll (from 108 to 45 ▲ tonnes) is largely due to the use of a more robust method for calculating the volume and weight of waste. Figure 5 gives a detailed breakdown by waste type and destination.

• There is a recycling system in place for the toner cartridges used in our networked printers, based on printer and toner cartridges returned directly to our offi ce equipment suppliers for remanufacturing. The remainder, 285 kg ● was recycled through an alternative recycling programme, where 100% of these cartridges were recycled. Smaller personal printer cartridges are not accounted for and may not have been recycled.

• In 2004–05, 93.3 tonnes ● of paper and cardboard and 21.9 tonnes ● of commingled waste were recycled, compared with 97.4 tonnes and 22.2 tonnes respectively in 2003–04.

• 100% of fl uorescent tubes collected were recycled. An audit of the three-bin system was undertaken in early 2005, identifying staff usage patterns and allowing us to work on improving our system. Key fi ndings identifi ed signifi cant room for improvement. For example, 72% of the material currently being put in general waste (which goes to landfi ll) is recyclable.

• As a result of the audit, new plain-English signs and diagrams have been made for the three-bin system. The improved signage clarifi es to staff which waste material should be placed in each bin. This should reduce contamination of recyclable material and reduce waste sent to landfi ll.

Goals 2005–06 • Recycling: increase the proportion of

material being recycled by end June 2006, in particular personal printer toner cartridges.

• Waste to landfi ll: reduce the amount of recyclable material going into ‘general waste’ bins, thereby reducing the amount of waste going to landfi ll (will conduct a follow-up waste audit).

• Contamination: reduce contamination of the three-bin system, in particular the placement of general and organic waste in the ‘recyclables’ bin. Raise the awareness of staff to exercise more care when disposing of waste into the three-bin system.

0102030405060708090

100110

Waste to

landfill

Paper and

cardboard

Commingledwaste

Organicwaste

Tonercartridges

Fluorescenttubes

Waste by type

Wei

ght (

tonn

es)

2003-04 2004-05

Figure 5: Waste recycled or to landfi ll

15



Greenhouse gas emissions EN8Greenhouse gas emissions are widely acknowledged as a cause of global warming and climate change. Reducing emissions, including CO

2 from cars, aeroplanes, and

fossil fuel generated electricity, is one of DEH’s biggest challenges.

Existing strategiesDEH purchases all its electricity for use at the JGB from producers of accredited green power, resulting in no emissions from this energy source. We also subscribe to Greenfl eet, a not-for-profi t greenhouse offsets scheme, where emissions from the vehicle fl eet are offset through tree planting.

We are presently extending this commitment to reduce our vehicle emissions impact by subscribing to BP’s Global Choice scheme. In this arrangement, a small premium is paid on BP petrol consumed by DEH’s vehicle fl eet, and is put towards a range of greenhouse abatement projects.

Performance 2004–05Our total gross emissions were 631.2 tonnes ▲ of CO

2e from energy used for TLP, gas,

the vehicle fl eet and waste to landfi ll. This compares to 530 tonnes in 2003–04, an increase of 100 tonnes. In per person terms, our gross emissions have declined from 560 kg per person per year in 2003–04 to 544 kg per person in 2004–05, a decline of almost 3%.

Emissions of 1457.5 tonnes ● of CO2

would have been generated from energy used for TLP had DEH not purchased 100% accredited greenpower for the JGB tenancy. Because of that purchase, our only TLP emissions come from the EBB (51.2 tonnes ▲).

Our vehicle fl eet produced 144 tonnes ● of CO

2, which was offset through our

annual subscription to Greenfl eet. This means that 17 trees are planted for each vehicle annually, ensuring that 4.3 tonnes per car are sequestered, thereby offsetting 141.9 tonnes ● of CO

2 emissions from our

vehicles. Two vehicles added to the fl eet late in 2004–05 were not offset.

After our offsets purchase for the vehicle fl eet, our total net emissions of CO

2 are

487.2 tonnes ●, or 419.6 kg per person per year. This is an increase in per person terms from 409 kg per person in 2003–04, attributable to change in the emission share between fl eet and other sources such as gas use.

Emissions from waste to landfi ll in 2004–05 were 54 tonnes ▲ of CO

2e compared to

128 tonnes in 2003–04. This reduction is due largely to a revised waste measurement method, and partly to a real reduction in waste-to-landfi ll emissions of 18 tonnes.

Some 18.7 ● tonnes of organic waste was processed through a local worm farm. The waste audit revealed that the general bins were being contaminated with compostable organics. If this material was sent to the worm farm, an additional 3.4 tonnes of CO

2e emissions could be avoided.

Figure 7 shows our comparative net greenhouse emissions performance, by source, in 2003–04 and 2004–05.

Note: 2004–05 TLP from EBB – all 2004–05 others JGB only.

Goals 2005–06• Carbon neutral: research and develop a

plan to move towards a carbon neutral DEH by 2008–09.

• GHC Agreement: renew DEH’s Greenhouse Challenge Agreement, setting new greenhouse gas emissions reduction targets.

• Offsets: subscribe to BP Global Choice, and continue Greenfl eet subscription to offset vehicle emissions.

• Waste management: implement the key recommendations of the 2005 wasteaudit.

Figure 7: DEH net greenhouse emissions

Figure 6: Total tonnes of CO2 by end use (gross)

51.2

144

54.2

381.8

Tenant light and power

Vehicles

Waste

Gas

-100

0

100

200

300

400

500

600

Tenantlight and

power

Vehicles Waste Gas Total

Emission category

Emis

sion

s tC

O2 e

2003-04 2004-05

16



Indirect greenhouse gas emissionsMany of the things we do as a Department produce greenhouse emissions indirectly, that is, through the activities of others. While managing direct emissions is important, it is also necessary to assess the indirect emissions associated with our operations, especially as these may be far larger than direct emissions, yet still subject to our control or infl uence.

The key sources of indirect greenhouse gas emissions for DEH are from:

• non-green power electricity supply (transmission losses and generator ineffi ciencies)

• staff air travel• staff taxi use.

Existing strategiesWe minimise electricity purchases from non-accredited green power sources. By buying accredited green power we avoid both direct and indirect emissions.

We encourage staff to use alternatives to air travel, such as tele conferencing and video conferencing.

DEH’s AGO divisions offer pre-purchased public transport tickets for connecting from major airports to metro centres (such as in Sydney and Melbourne) to encourage staff to avoid taxi travel.

Performance 2004–05Air travel is the largest source of indirect emissions from DEH’s operations. In 2004–05, DEH staff fl ew a total of 49 553 227 km on domestic and international routes.

Using a new aviation emissions calculator developed for the Greenhouse Challenge Plus tools, we estimate our air travel to have produced 8512 tonnes of CO

2e in 2004–05.

This amount is approximately 22 times our total direct emissions from operations in the JGB, and is equivalent to the annual emissions from 1979 cars on Australian roads. This clearly identifi es an area where DEH can signifi cantly improve performance in the future.

The calculator used to estimate these emissions will be available from the Greenhouse Challenge web site in 2006.

See www.greenhouse.gov.au/challenge/ for details.

The extensive use of taxis also creates signifi cant emissions from the use of LPG, diesel and other fuels. In 2004–05, DEH as a whole spent $379 000 on taxis. Using this total cost in conjunction with information about the taxi fare systems in NSW and Victoria, as well as data from the Green Vehicle Guide, we estimate that this equates to 206 345 km travelled, or 50.76 tonnes of indirect emissions of CO

2e.

Goals 2005–06 • EBB: obtain 100% accredited green

power for the EBB tenancy to reduce indirect emissions from that source to zero by 30 June 2006.

• Air travel: identify and assess options for offsetting greenhouse gas emissions associated with business related air travel.

• Taxis: develop and implement a policy to reduce taxi use where effective public transport alternatives exist.

Figure 8: Direct and indirect greenhouse gas emissions (t CO2e & % total)

51 385 60

Non accredited greenpower use in EBB

Staff air travel

Staff taxi use

Total DEH direct

emissions

7139(93.5%)

(0.7%) (5%) (0.8%)

17



Water EN5, EN22Around 10% of Australia’s water use occurs in buildings. In the context of the current nationwide water shortage, DEH needs to demonstrate leadership in its use of water.

Existing strategiesThere have been no signifi cant changes to our infrastructure since the last report. DEH has previously introduced a range of measures to minimise water use. These include:

• fl ow reduction devices and dual fl ush toilet cisterns (six litres for full fl ush and three litres for half fl ush)

• a grey water treatment system, able to process 36 kilolitres of waste water per day. The recycled water is used for irrigating lawns and gardens, and toilet fl ushing in the underground offi ce complex

• water collection from the JGB roof, and onsite black water and grey water treatment for the AGO space underground.

Performance 2004–05As a tenant in the JGB, DEH relies on the building owner for total water consumption data, including for base building use, for the café and for the watering of lawns.

The building owner estimates that the DEH tenancy used 8912.97 kilolitres of water in 2004–05, assuming part of the consumption is assigned to the building’s central services. This equates to 394 litres/m2/year or 30.6 litres/person/day for the JGB tenancy. This is a slight decrease in total consumption compared to last year (405 litres /m2/year), but a slight increase in per person consumption on last year (28 litres/person/day).

When the building’s central services consumption is incorporated into the

calculations, total consumption is 17 825.9 kl, which equates to 788 litres/m2/year, or 61.2 litres/person/day for the JGB tenancy. This whole building approach (tenancy and central services/base building consumption combined) to water use will be the basis for our future reporting.

This year a water audit was completed which involved the metering of all key water use activities. The improved water metering allowed us to compare our whole building results with the new National Water Intensity Benchmarks for offi ce buildings. DEH scored three (almost four) out of a possible top score of fi ve for an Australian offi ce building. As indicated in the table below, a score of 2.5 is Australian average practice, with a score of fi ve representing best possible practice.

Table 5: National water intensity benchmarks for offi ce buildings

RatingWater consumption

(kl/m²/year)

1/5 1.50

2/5 1.25

2.5/5 1.125

3/5 1.0*

4/5 0.75

5/5 0.5

* DEH = 0.788kl/m2/year

The water audit identifi ed a number of steps DEH could take to further reduce water consumption:

• adjust fl ushing control of urinals• improve toilet cistern maintenance• install fl ow controls in showers• turn off potable water top-up of the grey

water system

• reduce potable water top-up of rainwater system

• fi x bleed off on the hot water system.

We will respond to these audit fi ndings in 2005–06.

Goals 2005–06 • Water audit: implement audit

recommendations.• Complete follow-up audit on

implementation of water audit recommendations.

• Monitoring: review the existing process for monitoring, early detection and reporting of water leaks and wasteful water-use practices. Review signage to raise staff awareness of water use and the reporting of equipment malfunctions.

Contamination of some drinking water in the underground AGO offi ce space was identifi ed in late 2005. Measures to address this have been undertaken, and will be reported on in the 2005-06 report.

18



Materials – paper EN1, EN2The environmental and fi nancial costs incurred in the production, storage, distribution and management of paper use are signifi cant. In its manufacture, large amounts of water are required and hazardous chemicals can be used. Print quality paper also requires large quantities of cardboard packaging, and its distribution and storage are energy intensive.

As a government agency with a paper-based records management system, DEH uses signifi cant quantities of A4 print paper.

Existing strategiesAll our standard A4 paper used for printing or photocopying is made from 60% recycled fi bre (from Australian waste) and 40% sustainable new fi bre.

To minimise paper use, staff are encouraged to use duplex-printing options, which allow both sides of paper to be printed. Paper use effi ciency is further improved with the introduction of electronic departmental and ministerial letterheads. These electronic letterheads replace pre-printed letterheads, reduce paper wastage when letterheads change, and also reduce the paper stock volume held by DEH.

Performance 2004–05In 2004–05, DEH purchased 18 350 reams of A4 paper, weighing some 45.9 tonnes. This is approximately 7903 sheets per person per year (see Table 6), or 32 sheets per person per day. This is an increase of

two sheets per person per day from 2003–04. As a benchmark, average paper use in Victorian state government departments in 2003–04 was 40 sheets per full time staff member per day, with the best performing agency using 18 sheets.

Table 6: Total A4 paper purchased

2003–04 2004–05

Total (reams) 14 300 18 350

Total (sheets) 7 150 000 9 175 000

Total tonnes 36.5 45.9

Reams/employee/year

15.08 16.4

Sheets/employee/year

7542 7903

Total cost/year $76 505 $108 644

Cost/employee/year

$80.70 $97.35

Data is not currently available for paper used for publications, outsourced printing or paper based stationery. Nor is reliable data available for printing/photocopying paper in sizes other than A4.

While all print paper used by DEH staff has 60% recycled content, there is signifi cant room for reductions in the quantity used. Two of the initiatives to improve paper use have been:

• using obsolete letterhead in fax machines and other single sided printing

• encouraging double sided printing through labelling printers and PCs with instructions for setting up duplex printing as a default.

A paper audit on staff paper use behaviour was commenced in the latter part of the year. This audit was to determine the proportion of paper printed on one side only, on both sides, or unused, for comparison with baseline consumption data from our November 2002 paper audit. Early results from the new audit were showing room for improvement.

Goals 2005–06 • Paper audit: consider the fi ndings and

recommendations of the paper audit and develop strategies to increase duplex printing. A follow-up audit will be conducted by June 2006.

• Printers and copiers: conduct a strategic review of offi ce machines to identify strategies to reduce paper consumption and improve energy effi ciency.

• Outsourced printing: introduce new internal environmental printing policy for outsourced printing.

Environmentally Conscious Offi ce Network (ECONet) members

Figure 9: Annual A4 paper expenditure 2004–05

$-

$2000.00

$4000.00

$6000.00

$8000.00

$10 000.00

$12 000.00

$14 000.00

Month

Dol

lars

($)

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

EcoNet offi cers participating in paper audit

19



Suppliers EN33To meet sustainable procurement goals we can purchase products and services that have less impact on the environment. We can use our market position to improve the environmental performance of other organisations in our supply chains.

Existing strategiesDEH’s position in the supply chain allows us to promote good environmental performance through our purchase choices. We encourage staff to ask questions about the environmental performance of goods and services they are procuring. Procurement policy is a key aspect of DEH’s EMS.

DEH staff are encouraged to use the Environmental Purchasing Guide and the environmental purchasing checklists covering 15 common types of goods and services bought by the Australian Government. While these are non-mandatory guidelines, the underlying policies are refl ected in DEH’s Chief Executive Instructions for procurement.

Performance 2004–05• Environmental purchasing was included

in DEH’s EMS training package, which is being rolled out across DEH.

• Changes were made to the Purchase Order/SAP systems to record whether or not environmental issues are being considered in procurements. This involved the addition of a yes/no button for a question about the consideration of environmental issues in each procurement that requires a purchase order. We will be able to extract the results from this change in 2005–06.

• Through staff training and orientation, we promoted the use of DEH’s Environmental Purchasing Guide and the associated checklists.

Goals 2005–06 • Continue to use our position in the supply

chain to improve the environmental performance of our suppliers through the use of the Environmental Purchasing Guide.

• Deliver, collate, and assess fi ndings of the supply chain environmental performance survey.

• Introduce and promote the importance of product stewardship in future procurement requirements.

• Continue to use our position in the supply chain to improve the environmental performance of our suppliers through the use of the Environmental Purchasing Guide.

• Deliver, collate, and assess fi ndings of the supply chain environmental performance survey.

• Introduce and promote the importance of product stewardship in future procurement requirements.

National Oceans Offi ce (NOO)The NOO is located in Tasmania, and is responsible for developing and implementing Australia’s Oceans Policy. It comprises 29 staff in leased premises of 758m2. The NOO will be further integrated into DEH’s environmental management in 2005–06.

The NOO has in place arrangements for the separate collection and disposal of general, commingled, classifi ed and un-classifi ed waste. Estimates of the amounts of waste were based on the number, size and frequency of bins emptied. The assumption is that all the bins are full at the time of collection. Table 7 details the NOO’s performance for 2004–05.

Table 7: Statistics for the NOO (Tasmania)

Energy consumption Amount

TLP (kWh) approx 67 268

Vehicle fuel consumption (L)

12 930 kg

Waste Amount

Unclassifi ed waste: 2805

Classifi ed 900

Commingled 1275

Waste to landfi ll 2400

20


ENVIRONMENTAL PERFORMANCE – AAD

Australian Antarctic Division environmental performanceOur mandate at the Australian Antarctic Division is to advance Australia’s Antarctic interests by delivering on Australia’s Antarctic policy interests and the Australian Government’s goals. Together these defi ne what we are here to do and establish our priorities in pursuit of our vision: Antarctica valued, protected and understood.

In pursuing our vision, we are increasingly aware of the need to consider the economic, social and environmental outcomes of the activities required to achieve Australia’s Antarctic programme. The Triple Bottom Line reporting framework enabled us to consolidate information on management of impacts of our operations, and provided an indication of our capacity to monitor and control risks and a basis for future performance forecasts on a range of issues and processes.

In 2004–05, our performance across environmental indicators was solid, with a range of initiatives developed, implemented or improved especially in the areas of environmental management, biodiversity, electricity and heating at Antarctic stations, and hazardous waste management. Key environmental challenges for next year are in the areas of transport energy usage and associated emissions, issues associated with waste treatment and removal, and the provision of water to Antarctic stations.

The Australian Antarctic Division (AAD), established in 1948, is part of DEH. The AAD is responsible for implementing Australia’s obligations to protect the Antarctic environment, which is refl ected in its vision of ‘Antarctica valued, protected and understood’. The AAD administers the Australian Antarctic Territory and Macquarie, Heard and McDonald Islands, develops domestic and international Antarctic policy, represents Australia at international meetings on Antarctic affairs, implements environmental protection measures, facilitates and conducts scientifi c research, and maintains stations at Casey, Davis, Mawson and Macquarie Island.

The AAD has been headquartered at Kingston, Tasmania, since 1981. Since this time the AAD has established close working relationships with Tasmanian businesses, community groups and state government agencies.

Of the AAD’s 375 employees, 284 work in Hobart at Kingston, at the University

of Tasmania and the AAD’s cargo facility located at the Hobart Port. The AAD’s expenditure on wages is over $30m per year, a large proportion of which fl ows directly to Tasmanian-based enterprises. It is estimated that the net effect of salaries and the procurement of goods and services by the AAD in 2004–05 is worth $43m to the Tasmanian economy.

The AAD is also an active participant in community activities, including providing substantial support to local events such as the Mid-Winter Festival and maintaining a highly visited public display area at its headquarters in Kingston, Tasmania. The recent announcement of the provision of funding for the intercontinental air link will provide further benefi ts and opportunities for the Tasmanian economy, business and the community.

As part of the annual round of Australian Antarctic Science Grants, Tasmanian-based institutions were awarded $181 033 in funding for projects supported as part of

the Australian Antarctic Programme. This funding was distributed to 15 research projects originating from the University of Tasmania and one from the Tasmanian Department of Primary Industries, Water and Environment. In addition, the in-kind logistical support provided by AAD for these projects is worth around $7.5m.

In the fi eld—Heard Island

21



Environmental Management System EM1, EM2, EM3, EM4, EM5The AAD is fi rmly committed to an environmentally responsible approach to all its activities in Australian Antarctic territories and Australia. The AAD is the fi rst national operator among Antarctic Treaty countries to implement a certifi ed EMS to the international standard ISO 14001. The EMS is scoped to address all environmentally signifi cant issues over which AAD has direct control or can be expected to control.

To ensure that the EMS remains applicable to AAD’s activities and environmental aspirations, EMS audits are used to conduct rolling reviews of the EMS to determine whether the EMS has been properly implemented and maintained to conform to AAD’s objectives for environmental management. This rolling review is complemented by audits of particular areas or processes based on the environmental signifi cance of the activity concerned. Environmental inspections and self-assessments of Antarctic stations supplement more formal EMS audits. Audit results are communicated to the relevant persons for follow-up action.

The AAD undertakes thorough environmental impact assessments on all its activities in Antarctica to ensure impacts on the Antarctic environment are minimised. Proposed activities, ranging from major building works through science activities to minor projects, are assessed for their potential environmental impact before they are allowed to proceed. The AAD is also responsible for assessing the environmental impacts of proposed Antarctic activities of Australians operating outside the Australian Antarctic Programme, including commercial tourism operations and private expeditions. All new employees are inducted into environmental policy, environmental management and the EMS, and there is a strong environmental component within the expedition training course.

Performance In 2004–05, external audits of the EMS and environmental management at Davis and Mawson stations were undertaken, as well as DEH’s legal compliance audit. An internal review of AAD’s activities was also undertaken. Initiatives put in place over the year include:

• the development of a comprehensive Antarctic Science Application database that captures data required

for compliance with environmental legislation

• the development of a controlled environmental document database

• the development and implementation of an online incident, hazard and improvement suggestion reporting system for analysis and action response tracking

• extensive revision of the EMS manual and integration of the EMS across all of AAD.

Goals 2005–06 • Achieve recertifi cation to the revised

ISO 14001:2004 EMS standard by 2006.• Achieve approval of the environmental

management programme for AAD headquarters by 2006.

• Implement environmental management plans for Science and Operations by 2006.

• Implement recommendations from external and internal audit processes.

• Continue monitoring for legal compliance with permits and environmental authorisations.

Biodiversity EN6, EN7, EN27Australia has long sought to protect the plants and animals of the Antarctic region, and to minimise the effects of human activities upon them. The whole Antarctic continent has a high level of protection under the Protocol on Environmental Protection to the Antarctic Treaty (Madrid Protocol) and other Antarctic Treaty agreements. There are places within Antarctica where access is carefully controlled to protect outstanding environmental, scientifi c or cultural values, much as we set aside areas as national parks and nature reserves in Australia.

The Madrid Protocol established a protected area system for Antarctica. The protocol requires the establishment of a comprehensive and representative system of protected areas in an environmental-geographic framework. Australia fi rst

declared protected areas in Antarctica in 1966. These protected area provisions have been implemented in Australia through the Antarctic Treaty (Environment Protection) Act 1980.

PerformanceIn 2004–05, AAD managed six Antarctic Specially Protected Areas declared for ecological signifi cance and the Heard Island and McDonald Islands Marine Reserve

Table 8: Areas with special ecological signifi cance managed by AAD

Sites of ecological signifi cance

Area (km2)

Ecological values

Taylor Rookery 0.4 Land-based colony of emperor penguins

Rookery Islands 30Breeding colonies of six bird species including the endangered southern giant petrel

Ardery and Odbert Islands 1.9 Breeding areas of a range of bird species

North-east Bailey Peninsula 0.5 Diverse assemblage of vegetation

Clark Peninsula 12.1 Moss and lichen study area

Frazier Islands 0.6 Breeding location of southern giant petrel

Heard Island & McDonald Islands Marine Reserve

64 600Abundant wildlife and vegetation and intact ecosystems

22



(under delegation from the Director of National Parks). We do not consider that AAD’s activities have any signifi cant negative impact on biodiversity.

AAD actively participates in international monitoring programmes, for example, through the Committee for Environmental Protection, and the Commission for the Conservation of Antarctic Marine Living Resources.

Goals 2005–06• Publication of new species lists from

recent expeditions in 2006.• Continued involvement in research into

human impacts on biodiversity.

Water EN5, EN22, Water 3The AAD uses water for drinking, cooking, washing, scientifi c experiments, irrigation, and to maintain environmental hygiene at Antarctic stations. Meters are installed at each station and at Kingston, Tasmania. The AAD uses the recommended World Health Organization standards for water consumption (160 litres per person per day) as a management guide for the stations. Water savings have been achieved through a range of measures including:

• installing water restrictors in all shower heads

• purchasing only water effi cient appliances

• fi xing any leaks quickly through an effective incident/hazard reporting system

• replacing vegetation at the Kingston site with native vegetation with minimal water requirements.

At present, no grey water is reused, or rainwater captured at the headquarters at Kingston.

PerformanceWater consumption varies from year to year at stations depending on climate, building and scientifi c programmes, and number of expeditioners and visitors to stations (Figure 10).

There is no shortage of water at Macquarie Island relative to the number of expeditioners who occupy the station.

Because of the relatively high rainfall, abundance of fresh water, catchment confi guration, and the small number of expeditioners who stay at Macquarie Island, the water use is not considered to have any negative environmental impacts. At Davis, an increasing summer population is putting strain on the water-making capacity of the current infrastructure. This has led to water restrictions being imposed.

At Kingston, average water usage for 2004–05 was 99 litres/person/day (Figure 10). This is 6216 kl in total, or 22 kl per person per year. A further 5308 kl in total was used at the Antarctic bases, with usage ranging from 95–324 litres/person/day.

Because of its scarcity and fi nite nature at Davis, water conservation is discussed during expedition training. Recycling of water has not been considered sustainable due to the very high costs of infrastructure and water quality requirements.

Goals 2005–06 • Undertake an investigation of options to

increase water capacity at Davis station by 2006.

• Investigate options for recycling grey water at Kingston by 2006.

• Investigate options for rainwater capture at Kingston by 2006.

• Install a moisture-responsive irrigation system for the native gardens at AAD headquarters in 2006.

Southern giant petrels on Heard Island

Water tank and piping at Mawson

Water consumption at Antarctic Stations and AAD Headquarters 2000-2005

050

100150200250300350400450

MacquarieIsland

Mawson Casey Davis Kingston

Wat

er (l

itre

s/pe

rson

/day

)

2000-01 2001-02 2002-032003-042004-05

Figure 10: Water consumption across AAD 2000–2005

23



Energy EN3, EN4, EN17AAD uses a signifi cant amount of energy (266 500 GJ) to fuel ships, planes, helicopters, a large range of vehicles, and for lighting, heating, and general services. All electricity used at Kingston is derived from hydro power. At the Antarctic stations, energy is predominantly derived from fossil fuels, but cogeneration methods, wind and solar power are increasingly being used.

PerformanceElectricity and heating: In 2004–05 a total of 31 324 GJ was used across all AAD operations. Kingston head offi ce consumed 12 177 GJ (3 382 850 kWh) of hydro electricity, and 1.8 GJ of gas. The Antarctic stations used 19 135 GJ (5 315 832 kWh) of electricity, and 10.7 GJ of gas.

The following strategies have recently been implemented at AAD headquarters for reducing energy consumption:

• optimisation controls installed on the boilers to maintain energy effi ciency

• introduction of passive solar glass in parts of new buildings

• installation of window tinting in all buildings and installation of sun shades on the main AAD buildings

• inclusion of skylights in some AAD buildings

• installation of blinds on all windows to reduce heat loss and solar gain.

Over the past fi ve years, a range of energy-saving initiatives have been put in place at Antarctic stations. These include:

• Building Management Control System (BMCS)—a computer-based system that monitors and controls operation of

station infrastructure to optimise energy effi ciency

• Mawson cold stores—the cold stores (used for long-term food storage) use outside radiators as heat rejection units and have conventional compressors as backup. The cold stores use on average 20 kWh per day compared to the original refrigerated containers which had an estimated usage of over 100 kWh per day. The BMCS was connected to the system to control the number of fans and pumps, and the energy usage dropped to 16 kWh, a saving over the ‘uncontrolled’ system of 20%

• installation of wind turbines at Mawson station

• Davis workshop lighting—replacement of 327 old fl uorescent tubes with 172 triphosphur tubes mounted in new mirror-like refl ectors, replacement of the light switching system and connection to BMCS. The result was a 40% increase in available light levels and a 56% fall in energy usage

• heating of buildings through the use of waste heat given off by the power stations’ diesel generators (cogeneration).

The increasing use of wind power and waste heat at stations is related to a reduction in greenhouse gas emissions since 2002 (Figure 11).

Transport: In 2004–05, there were 19 vehicles used in the AAD headquarters fl eet, including two hybrid vehicles. The total energy used by the fl eet in 2004–05 was 561 GJ. The range of vehicles used for Antarctic operations includes hagglunds, all terrain vehicles, skidoos, planes, helicopters, and ships. All vehicles are rigorously maintained

to achieve high energy effi ciency and functionality in Antarctic conditions.

A range of Special Antarctic Blend (SAB) fuels are used to power the vehicles used for Antarctic service. SAB fuels enable vehicles to function in the extremely low temperatures experienced in the Antarctic region. A total of 6.9 gigalitres (234 614 GJ) of fuel was used for the conduct of marine science, transporting expeditioners to Antarctica and between and around Antarctic stations in 2004–05.

Goals 2005–06 • Undertake an energy audit of the AAD

complex to identify problems with energy usage and recommend corrective actions by 2006.

• Develop and implement a fi ve-year strategy to minimise areas of energy waste by 2006.

• Continue to investigate the use of renewable energy sources at stations.

Figure 11: Energy use and greenhouse gas emission at Antarctic stations 2000—2005

0

1

2

3

4

5

6

7

2001 2002 2003 2004 2005

Ener

gy u

se (M

J/pe

rson

'000

)

1300135014001450150015501600165017001750

Greenhouse G

as Emissions (t '000)

Energy (MJ/person '000) CO2 (t '000)

Waste EN11, EN31, Waste 3The management of Antarctic waste is regulated by the Antarctic Treaty (Environment Protection) (Waste Management) Regulations. Wastes are managed in accordance with the AAD environmental policy and code of conduct. Additional waste management protocols are developed where required, consistent with

the requirements of the Madrid Protocol, Australian law, and AAD policy.

The implementation of AAD’s procurement policy (eg bulk purchasing, and decanting at stations) has led to a reduction in packaging and containers. Rubbish tips at all Australian stations were closed in 1985 and a committed clean-up programme has seen many tonnes of waste removed. Hazardous

materials, including polystyrene beads, polychlorinated biphenyls and radioactive material, are prohibited from import into Antarctica. Wastes from airfi eld support camps and general air transport operations are returned to a station for treatment, or returned to continental Australia. Food scraps and perishable wastes are incinerated on station (Figure 12).

24



Non-perishable garbage, other liquid waste, and general waste materials are returned to a waste disposal facility outside Antarctica for landfi ll or other appropriate disposal. The volume and nature of waste returned to Australia can vary signifi cantly from year to year depending on a number of factors including shipping opportunities, the number of personnel present, and the work conducted each season and at each station.

Performance In 2004–05, all AAD activities generated approximately 396 tonnes of waste of which 26% was either reused or recycled (Figure 14). Commingled recyclable waste contributed to 16% of total waste for 2004–05 (Figure 14).

An inventory system for all hazardous materials has been implemented. AAD has also implemented a strategy to remove hazardous and surplus waste from the Kingston site. Over 97 tonnes of hazardous waste (16.1 kg/person at AAD Headquarters; 937.3 kg/person at Antarctic stations) was removed in 2004–05. Control procedures for the storage and handling of hazardous materials have also been developed.

The AAD is researching techniques and environmental impacts of Antarctic contaminated site remediation. This research is initially focusing on site remediation at Casey and the nearby abandoned US station, Wilkes. Over the past two years, signifi cant effort has been made at AAD headquarters to clean up hazardous waste and reduce holdings of hazardous waste to a minimum.

Goals 2005–06 • Undertake an audit of the waste stream

at AAD headquarters and implement appropriate waste reduction practices based on the fi ndings by 2006.

• Implement a procurement system that minimises the quantity of hazardous materials stored at the AAD while ensuring continuity of supply by 2006.

• Centralise hazardous materials to maintain control over the stocks including the elimination of duplication in stock ordering by 2006.

• Maintain inventory system, which identifi es the stock holdings and location of all hazardous material.

• Implement chemical management procedures at stations to improve handling, waste and storage by 2006.

• Decommission existing waste treatment plant at Davis and explore options for replacements in 2005–06.

• Continue scoping the replacement of incinerators at all stations and assessing the impact this will have on infrastructure and our footprint on the Antarctic environment.

Incinerated 14%

Reused 6%

Landfill 27%

Treated & disposed

33%

Recycled 20% 0 5 10 15 20 25 30

Steel/steelproducts

Oil

Glass

Fuel

Batteries

Copper/Aluminium/Brass

Non-metal

Weight (tonnes)

0 5 10 15 20 25 30 35

Foodwaste

Wood/paperproducts

Miscwaste

Sciencewaste

Weight (tonnes)

Figure 13: Waste incinerated, Antarctic stations 2004–05

Figure 12: Disposal methods for all AAD waste 2004–05

Figure 14: Total AAD commingled waste 2004–05

Delivering personnel to Mawson station

Waste awaiting return to Australia at Casey

25



Greenhouse gas emissions EN8 AAD’s greenhouse gas emissions are mainly from electricity generation for bases. This produces more than 98% of AAD’s non-waste greenhouse emissions. Total emissions of CO

2e (excluding waste) in

2004–05 were 1 483 766 tonnes.

Table 9: AAD non-waste greenhouse gas emissions by source

Emission source

Kingston (t)

Stations(t)

Hydro power 20 297

Light diesel (SAB)

1 462 653

LPG 17

Petrol 39 54

ATK 657

Diesel (SAB) 49

Total 20 336 1 463 430

The waste profi le resulting from AAD’s operations is complex and the current reporting requirements of the waste service provider do not include a specifi c breakdown of waste material that is disposed at landfi ll.

Goals 2005–06 • Continue to work towards converting

all energy sources at Antarctic stations to renewable energy sources including continued development of hydrogen as an energy source.

• Investigate contractual arrangements and costs related to the provision of detailed information concerning waste generated by AAD.

Other emissions EN10, EN12, Emissions 3The other emissions produced from AAD activities are considered to be not signifi cant because of the temporal, spatial and landscape scales in which AAD operations occur. Thus emissions are not measured or monitored at this stage, and this is not a priority activity for 2005–06.

Goals 2005–06 • Maintain Antarctic Treaty (Environment

Protection) Waste Regulations of no signifi cant emissions to air and land.

• Continue to monitor outfl ows to water to ensure that there are no signifi cant discharges.

Materials – Paper EN1, EN2White photocopy and printing paper is predominantly used at AAD, but there is also a small amount of coloured paper purchased every year. Magazines from Antarctic stations returned to Australia for recycling are also classifi ed as paper.

PerformanceIn 2004–05, 3897 reams of A4 and A3 photocopy paper (9.3 tonnes) were purchased of which 180 reams were shipped to Antarctic stations. On average, staff in Hobart at AAD headquarters each used 30

sheets per day. At the stations the average was 2.5 sheets per person per day. Nearly 92% of the printing and photocopying paper that AAD uses is 100% totally chlorine free recycled paper. In 2004–05, 8.9 tonnes (30.6 kg/person) of paper was recycled from AAD headquarters, and 274 kg (0.7 kg/person) was recycled from Antarctic stations.

Goals 2005–06 • Continue the provision of a

comprehensive paper-recycling programme as a fundamental site service in 2005–06.

• Promote the use of resource conservation mechanisms in commonly used business equipment eg double sided photocopying and laser printing, image reduction in 2005–06.

• Develop guidelines for conserving paper by 2006.

26



Suppliers EN33AAD procurement policy requires that staff take account of relevant environmental policy, legislation, and targets set by the AAD in purchasing activities. The AAD has an Environmental Purchasing Guide and is progressively imposing requirements on suppliers to improve environmental performance and assisting contractors to develop their own internal waste management strategies. With the renewal of strategic contracts, environmental codes of conduct for contractors are being established. AAD is also encouraging companies to improve their own performance by working with their suppliers to incorporate recycled materials in packaging, make other modifi cations to their products, or to take back packaging after use.

Polystyrene beads and chips are prohibited in Antarctica as the ingestion of polystyrene fragments by seabirds has led to the death of birds and their chicks. AAD has been working with suppliers to ensure goods are not supplied in polystyrene beads and chips and packaging is minimised.

PerformanceThe majority of purchasing undertaken by AAD is conducted through four major contractors, each of which has its own internal waste management strategy in place. Contractors are also involved in regular and ongoing contract management meetings at which environmental performances and non-conformances against AAD environmental policy are discussed. Staff training in AAD procurement policy requirements and awareness raising through briefi ngs with local industry and prospective contractors occurred in 2004–05.

Goals 2005–06 • Continue to raise awareness amongst

staff and the business community of AAD’s requirement to incorporate environmental considerations in the provision of goods and services.

• Promote continual improvement in contractor and supplier environmental performance and foster environmental initiatives.

• Investigate options to capture supplier environmental performance information within AAD’s business systems.

Hydrogen demonstration projectThe AAD received a grant of $0.5m from the Australian Greenhouse Offi ce to demonstrate the use of hydrogen generated by wind in Antarctica.

The demonstration project at Mawson will be set up to research safety and operations aspects of the use of hydrogen on stations, as well as its viability as a major energy carrier.

In contemporary energy systems, electricity serves as an energy carrier. It is produced from primary energy sources using technology such as diesel-powered generators or wind turbines. It is the same case with hydrogen.

Hydrogen will be generated using energy from the Mawson wind turbines, stored and used in a test fuel cell, as fuel in a heater and in one of the station vehicles. For the demonstration project, it is planned to install a test fuel cell and

heater at the fi eld camp on Bechervaise Island. The fuel cell and heater will provide electricity and heat for scientists involved in the penguin monitoring programme.

By the completion of the project, there should be suffi cient information to be able to model the large-scale use of hydrogen to supplement our energy requirements.

The system will be installed and implemented during the 2005–06 season.

It is envisaged that the use of hydrogen as a fuel will reduce the need for fossil fuels during those times when the wind energy is insuffi cient to power the station. The hydrogen will fuel either a large-scale fuel cell system or an internal combustion engine generator.

The ultimate aim is to be able to run the station and all the fi eld camps without the use of any fossil fuels. We believe

this may be the fi rst attempt to use hydrogen as a major energy source in Antarctica.

More information about the hydrogen project can be obtained by visiting the AAD web page at www.aad.gov.au and using the search option.

AAD engineer Peter Magill with the high pressure hydrogen storage cylinders

installed at Mawson

27


ENVIRONMENTAL PERFORMANCE – PA

Parks Australia environmental performanceThe Director of National Parks assists the Minister and the Department of the Environment and Heritage in the conservation and appreciation of Australia’s biological diversity and associated cultural heritage, through leadership and cooperation in the management of the Australian Government’s protected areas.

At Parks Australia we continually work with the dual purpose of conservation and appreciation of protected areas. In 2004–05, we have been active in reducing energy use, surveying biodiversity in our parks, and reducing our water use. This is our fi rst year of TBL reporting, and 2005–06 will see us working to meet the various environmental goals we have set for ourselves.

The Director of National Parks is a ‘corporation sole’ established under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act). The EPBC Act provides for the Director to proclaim and manage Commonwealth reserves. The term ‘reserves’ includes all the areas proclaimed under the EPBC Act with names such as national parks, marine parks, national nature reserves, marine national nature reserves, marine reserves, and botanic gardens. The location of the Director’s reserves are shown in Figure 2.

The holder of the offi ce of Director of National Parks has also been delegated functions and powers to administer programmes that complement his/her functions. The staff involved in these programmes are included within Parks Australia.

Parks Australia is responsible for the management of seven terrestrial parks and reserves including the ANBG. Kakadu National Park, Uluru–Kata Tjuta National Park and Booderee National Park are jointly managed with traditional Indigenous owners, and Parks Australia is a signifi cant employer of Indigenous Australians in these remote areas. Other parks are Norfolk Island National Park and Botanic Gardens, Pulu Keeling and Christmas Island national parks, and the Australian National Botanic Gardens (ANBG) in Canberra.

Responsibility for the marine protected areas has been delegated to the Land, Water and Coasts Division and responsibility for Heard Island and McDonald Islands has been delegated to the Australian Antarctic Division.

The parks are generally located in remote areas, often with extreme climatic conditions, which creates particular

challenges in relation to such issues as alternative energy sources, and suitable facilities for recycling. A total of 264 full-time staff was employed in these parks, and a total of 1 413 970 visitors were recorded in the parks in 2004–05.

Booderee National Park

28



Environmental Management Parks Australia operates in accordance with a divisional plan which includes the long-term outcomes and annual operating plans for the agency, and refl ects the Director’s responsibilities under the EPBC Act. It identifi es specifi c objectives for the current year, strategies to achieve those objectives, and the performance indicators to be used to measure success. The plan is reviewed and revised annually.

To assist in measuring performance, seven key result areas (KRAs) and a set of indicators to report against the KRAs have been identifi ed at the agency level. It is the responsibility of each individual park

to develop a set of park-level performance indicators, which are both relevant to the specifi c park and aligned with the agency-level indicators. All Parks are managed in accordance with a statutory management plan, and each year progress against plan implementation is reported in a State of the Parks Report using these indicators.Additional indicators are currently being developed to assist our monitoring efforts.

The Director also maintains and regularly updates risk watchlists, which identify potential risks and key areas of responsibility for managing those risks. Risk watchlists address identifi ed risks of direct concern to the people, stakeholders,

programmes, projects, activities and interests of the various parts of the agency. Measures to mitigate potential impacts are reviewed regularly. The risk watchlists are incorporated into the management planning process including formal management plans. Current management plans are available at www.deh.gov.au/parks/publications/index.html

Goals 2005–06• All parks to report annually against

agreed indicators and continue to review the risk watchlist.

Energy EN3Parks Australia uses a signifi cant amount of energy to provide services to staff and tourists, mostly at off-grid, remote locations.

PerformanceElectricity/power: Electricity is used to provide energy to offi ces, visitor centres, some staffi ng and entrance stations. The total purchased electricity consumption for 2004–05 was 2 817 010 kWh (10 141 GJ).

In Uluru and Kakadu, power is provided to staff and community houses and district offi ces in the remoter areas by diesel generator. The gross consumption of diesel for power in these locations was 465 033 litres (17 950 GJ) in 2004–05.

A Building Management System has been introduced at ANBG, and metering installed in Kakadu to regulate and optimise the amount of electricity used. ANBG is also working towards using green power in some buildings. One-shot timer switches for

hot water have been installed at 60 houses at Uluru reducing the need to heat water continuously.

Gas: Natural gas is used at the ANBG for heating buildings and greenhouses. Total consumption for 2004–05 was 5087 GJ.

LPG is used at Uluru for heating and running an industrial incinerator. Total consumption was 17 541 litres (441 GJ). Kakadu and Booderee also use LPG for heating, and consumed 2990 litres (75 GJ) and 5342 (134 GJ) respectively.

Goal 2005–06 • Review energy consumption and

consider options for reducing consumption in two parks by June 2006.

Figure 15: Energy used by type

30%

53%

15%2%

Electricity purchased

Electricity generated (diesel)

Natural gas heating LPG heating/

incineration

29



TransportParks Australia owns and operates a large fl eet of passenger vehicles, mostly 4WD because of the location and terrain of parks, and nature of work carried out in the parks. There is also a range of other work vehicles including quad bikes, trucks, and tractors. Park management also requires the use of fi xed wing aircraft and helicopters from time to time for park management activities such as surveys, search and rescue operations, fi re fi ghting and feral animal control.

Because of the nature of work in remote localities, and the need to respond to a range of daily issues, opportunities to reduce fuel consumption are limited. However, in some parks there has been a review of type of vehicles required with a move, where possible, to vehicles which are more fuel-effi cient.

Performance In 2004–05, Parks Australia operated 123 passenger vehicles, 70 quads, motorbikes and ride on mowers, 11 trucks, and 38 tractors and similar working vehicles. Total diesel consumption for vehicles in 2004–05 was 447 356 litres (17 268 GJ). Of this, 424 045 litres (16 368 GJ) was used in passenger vehicles. Total petrol consumption for vehicles was 101 667 litres (3 477 GJ). Passenger vehicles accounted for 71 489 litres (2 445 GJ) of the total consumption. Included in the fuel consumption fi gures is diesel and petrol also currently supplied to external providers contracted to undertake services in Booderee National Park. Passenger vehicles travelled a total of 2 076 391 kilometres. Total consumption of Avgas for use in small aircraft was 14 546 litres (481 GJ).

Goal 2005–06• Review processes for monitoring vehicle

use in the parks by 2005–06

Waste EN11 EN31Because of the high visitation levels in many of our parks, large amounts of waste are collected each year. Solid waste includes bottles, aluminium cans, paper and cardboard and non-recyclable rubbish.

Given the nature of work in parks, there is also an amount of waste that is potentially harmful to land, water and air. This includes pesticides, herbicides and other chemicals, oils, and sewage.

Parks have a number of measures in place to reduce waste and minimise the impacts of waste where possible. Bins for recycling of materials are provided where possible,

but the remote parks do not have ready access to a market for recycled waste. In some parks, green waste is chipped on site for mulch. Composting and solar powered toilets are used where practicable, and oils are collected for recycling in all parks. Herbicides and other chemicals are stored in accordance with legislative requirements and best practice standards.

Performance Statistics on waste are collected only in Booderee. In 2004–05, 1160 cubic metres of commingled waste was collected by a contractor for recycling. All commingled waste in the ANBG is collected for recycling. As no waste collection services

are available in Kakadu, commingled waste is taken by park staff on an as needs basis to Darwin, where it is then recycled.

Goals 2005–06 • Continue to provide collection bins for

recyclable materials where practicable.• Continue to review opportunities for

reusing and recycling materials where practicable.

Figure 16: Transport energy use shown by type of fuel and vehicle

77%

4% 12% 5%2%

Diesel passenger vehicles

Diesel non passenger

vehicles

Petrol passenger

vehicles

Petrol non passenger

vehiclesAvgas plane

transport

30



Greenhouse gas emissions EN2, EN8Total greenhouse gas emission from energy and transport use was 5110 t CO

2e in

2004–05.

Electricity consumption in offi ces, laboratories and other park buildings was the greatest contributor to greenhouse gas emissions (3298 t CO

2e). Purchased

electricity across all parks produced a total of 2089 t CO

2e, while diesel generated

electricity produced 1209 t CO2e. Natural

gas used to heat buildings produced a

further 273 t CO2e and LPG for heating and

incineration 44 t CO2e.

Total transport emissions amounted to 1495 t CO

2e. Of this, diesel contributed

1208 t CO2e, petrol 254 t CO

2e and avgas

33 t CO2e of greenhouse gas emissions.

Goal 2005–06 • All parks have in place a standardised

system for the collection of greenhouse gas emissions data by 2006–07.

Figure 17: Greenhouse gas emissions by source

Water EN5, EN22Management of aquatic ecosystems is a fundamental aspect of the role of Parks Australia to ensure all habitats are appropriately protected, while at the same time providing for residents and visitors.

Potable water in most parks is limited and needs to be carefully managed. The Director’s responsibilities also include three botanic gardens and a suitable water supply is required for their maintenance.

Water restrictions have been introduced at Booderee and Christmas Island national parks to help reduce water use. At the ANBG, a range of measures have been introduced including:

• monitoring to ensure water use matches plant needs and evaporation rates

• increased use of mulch • improved management of ponds to

reduce evaporation• installation of dual-fl ush toilet cisterns.Additional options are being considered.

Performance In the three parks currently metered, Booderee consumed 11 020 kl, Uluru–Kata Tjuta consumed 71 000 kl, and the ANBG consumed 146 508 kl in 2004–05.

Goal 2005–06 • Install water metering in at least one

additional park in 2006.

Greenhouse gas emissions

0

500

1000

1500

2000

2500

Elect

ricity

purchas

edGenera

ted

elect

ricity

LPG

Diese

l

Petrol

Avgas

Source

CO

2 (to

nnes

)

Energy Transport

Natura

lgas

Water bore, Uluru–Kata Tjuta National Park

Emissions EN10, EN32Of all the sources of emissions to air, land and water in the terrestrial parks, fi re presents the greatest challenge. Fire is fundamental to the ecological function of natural areas. To help maintain biological diversity, and minimise the impacts of frequent large-scale fi res, fi re is used as a management tool in most parks. There are complex movements of carbon between the landscape and the atmosphere which can be affected by activities such as land clearing and fi re. Our parks are increasingly working with researchers to investigate these relationships and apply new knowledge to the ongoing improvement of our ecosystem management.

Performance Ongoing investigations have resulted in better understanding of what constitutes optimal fi re regimes, and this is refl ected in the fi re management plans for parks.

Goals 2005–06 • Continue investigations into appropriate fi re regimes which are optimal for maintenance of biodiversity and carbon retention.

• All parks to have fi re management plans in place by June 2006.

Fire management

31



Materials – paper EN1, EN2All parks use 60% recycled Fuji-Xerox Green Wrap paper for all standard A4 printing or photocopying tasks. All parks have printers with double-sided printing capability and there is a standard practice of reusing paper wherever possible. Where parks have access to recycling facilities, waste paper is recycled.

PerformanceNot all parks currently keep statistics for paper use. Available data suggests that parks use on average 6.5 reams of paper per person per year.

Goal 2005–06 • All parks have in place a process to

record paper use by 2005–06.

Suppliers EN33Parks rely on a range of contracted services including cleaning, road and track maintenance, waste disposal, pest control, fee collection and campground maintenance. Parks Australia has a procurement policy that requires environmental considerations to be taken into account in the purchase of goods and services.

Performance Information about the environmental performance of suppliers is not currently

captured, although tenderers are routinely selected for the best value they provide and for appropriate standards in, for example, waste disposal and chemical use training.

Goal 2005–06• Review awareness and application

of Parks Australia’s environmental purchasing guidelines in all parks by 2006–07.

Kakadu wetland

Biodiversity EN6, EN7Of the six Commonwealth national parks, two are listed World Heritage sites (Kakadu and Uluru) for their natural and cultural values. These two parks and Booderee National Park are managed jointly with traditional owners. The other three national parks protect unique island ecosystems within Cocos (Keeling) Islands, Christmas Island and the Norfolk Island Territory (see Figure 2). Management of these parks aims to ensure protection of ecosystems and continuing use by traditional owners, while providing for signifi cant numbers of visitors. A key aspect of these parks is the intact habitats they provide for a diverse range of species, including many species listed as threatened at the state or national level.

Works and activities which have the potential to impact on biodiversity values include road construction, construction of camping grounds and other visitor facilities, and visitor use.

The ANBG in Canberra is the premier national organisation devoted to growing, studying and promoting Australian native plants. A smaller botanic garden is located on Norfolk Island and and an area within Booderee National Park also functions as a botanic garden.

Parks Australia’s parks and gardens amount to a total of 2 131 345 hectares.

Performance Any proposed activity in parks that has the potential to have an impact on park values is subject to an environmental impact

assessment. These activities include, but are not limited to, structures, roads and tracks, visitor facilities and new tourism ventures. Existing activities that have the potential to have an impact are identifi ed in order for routine monitoring to occur. These include visitor activities, fi re management and in some parks, impacts from past mining activities.

Mitchell’s water monitor

32



Major progress was made in preparing inventories of the species listed under environmental legislation that occur in the six terrestrial parks. The exhaustive work undertaken over the past two years is now assisting managers to establish priorities for threatened species management, refi ning pest management, and identifying research priorities.

Progress was also made towards rehabilitation of degraded areas in a number of parks. Major rehabilitation programmes under way include those on Phillip Island, part of Norfolk Island National Park, rehabilitation of mine sites in Kakadu National Park, and the Christmas Island Rainforest Rehabilitation Programme.

Booderee National Park, in conjunction with the Australian National University, is undertaking a major collaborative study of the impact on vertebrate fauna caused by the 2003 bushfi re, which burnt 50% of the park. Initial results show the park is in unexpectedly good shape after the fi res.

Goals 2005–06 • Subject future proposals to

environmental impact assessments and continue monitoring activities in accordance with management plan requirements.

• Progress rehabilitation efforts as identifi ed in management plans and continue monitoring of recovering ecosystems.

Burnt banksia grove, Booderee

Water managementSince late 2002, the ACT has experienced drought, and water restrictions have applied almost continuously since December 2002. The Australian National Botanic Gardens (ANBG) has worked with the local water supplier to meet the restrictions, resulting in over 25% reduction of water used for irrigation over the past year.

The ANBG has the world’s largest and most diverse collection of Australian plants, and many require irrigation at critical times for continued survival. While some water savings have been achieved through better targeted watering programmes, most of the savings have resulted from improved effi ciencies in water delivery. Further effi ciencies are planned through the introduction of a centralised water management system and much better monitoring of water use and runoff.

In the longer term, the ANBG is well placed to utilise recycled effl uent water or other lower garden water sources, and has been working with the National Capital Authority and ACT Government to develop these options.

Australian National Botanic Gardens

33


ENVIRONMENTAL PERFORMANCE – SSD

The Supervising Scientist is a statutory offi ce holder established under the Environment Protection (Alligator Rivers Region) Act 1978. The SSD supports the Supervising Scientist and consists of the Environmental Research Institute of the Supervising Scientist (eriss) and the Offi ce of the Supervising Scientist (oss).

eriss conducts environmental monitoring and research into the effects of uranium mining on the environment and people of the Alligator Rivers Region of the Northern Territory. eriss also conducts research on the ecology and conservation of wetlands in the context of tropical river systems.

The oss is responsible for supervision, audit and policy functions in relation to uranium

mining in the Alligator Rivers Region as well as corporate support for SSD.

The SSD conducts business from two premises: a new DEH facility leased and located in Darwin and the Jabiru Field Station (JFS), located on the Ranger lease near Kakadu National Park. In 2002, SSD relocated most (90%) of the Jabiru based staff, and the Darwin city based oss staff, along with eight staff from Parks Australia North’s Darwin city offi ce, to a purpose built facility on the Darwin Airport precinct in Marrara. Currently a number of buildings at the JFS are unoccupied and will eventually require removal to enable the site to be rehabilitated.

SSD research involves widespread fi eldwork in the Alligator Rivers Region and is assisted and enhanced by the involvement and employment of local Indigenous people.

Over the past year, SSD has employed a number of Indigenous

staff under the Community Development Employment Programme and has provided training in administration, laboratory and fi eldwork activities. Local Indigenous people are regularly employed in other research projects and programmes. The use of local Indigenous people has enabled SSD staff to improve relationships with the local community and our understanding of local culture. This has led to improved communications and a better understanding in the community of SSD’s role in the Alligator Rivers Region.

Supervising Scientist Division environmental performanceThe Supervising Scientist Division’s (SSD) mission is to ensure the protection of the Alligator Rivers Region from the effects of uranium mining and to encourage best practice in wetland conservation and management.

With such a strong organisational focus on environmental management and monitoring, we are very conscious of our own environmental profi le. Even small resource use changes, such as processing organic waste in onsite worm farms, and decreasing landfi ll waste by promoting better management of recyclable waste, have led to signifi cant environmental and business gains.

By rethinking our business practices, we have achieved a 20% decrease in vehicle fuel consumption and a 4.6% decrease in electricity consumption in the last year. These are gains SSD is proud of and we have set ourselves new goals that reinforce or better this performance in the coming year.

New DEH facility, Darwin

Table 10: Occupancy and area of buildings 2004–05

Darwin Jabiru Total

SSD staff 38 8 46

Parks Australia North staff

10 0 10

TOTAL staff 48 8 56

Offi ce area m2 1050 1207 2257

Laboratory area m2 2450 1860 4310

Total 3500 m2 3067 m2 6567 m2

34



Environmental Management System SSD does not yet have a certifi ed ISO 14001 EMS. SSD has established a draft EMS that covers offi ce based operations and is currently working towards expanding this to cover research activities. The development of the EMS is resulting in increased staff awareness and better systems to monitor and reduce SSD’s environmental impact.

Goal 2005–06 • SSD is committed to undertaking an

environmental aspects assessment with the view of establishing a certifi ed EMS to cover all business activities by December 2006.

Energy EN3, EN4, EN17SSD uses energy in both Darwin and Jabiru, for buildings, equipment and vehicles. Remote fi eld sites are accessed by 4WD vehicles, quad bikes and aircraft.

Performance During 2004–05, electricity consumption was reduced by raising staff awareness of energy use, including initiatives such as:

• shutting down computers over night• switching off of 95% of lighting when

buildings are unoccupied.

These efforts have resulted in an overall reduction of electricity usage by 4.59% (160GJ) on the previous year. The use of a solar generated hot water system in

the DEH Darwin facility also assists with reducing fossil fuel usage.

Consumption includes both SSD and Parks Australia North staff. All fi gures rounded to nearest whole number.

With the aim of better managing and reducing energy consumption, a system to monitor and review the use of both electricity and fossil fuels consumed by operating two facilities has been established.

Goal 2005–06 • Promote power conservation to reduce

electricity consumption by 2% in 2005–06.

Indirect energy useSSD does not have access to greenpower in the Northern Territory. The JFS is dependent on the Ranger uranium mine to provide electricity for the facility. JFS uses a diesel generator for backup electricity supply.

In 2004–05, 1000 litres of diesel were purchased to ensure the backup supply of electricity. As this is an emergency backup system, there are no goals for energy use reduction for it.

Table 11: Total power consumption 2003–2005

Power 2003–04 2004–05

Total kWh 967 320 922 879

Total MJ 3 482 352 3 322 364

Total GJ 3482 3322

MJ per person per annum 65 705 59 328

MJ per m2 per annum 530 506

CO2(t) 718 685

35



TransportSSD’s current vehicle fl eet consists of 11 fl eet vehicles, including six 4WDs and fi ve six-cylinder vehicles. Due to extensive fi eldwork in remote localities, extreme wet weather conditions for part of the year, and the distance between facilities, vehicles scoring well in the GVG are not suitable for the SSD fl eet.

The JFS also uses a variety of other vehicle types for conducting fi eldwork. These include an amphibious vehicle, quad bikes, boats and airboats. Statistics on frequency

of use are not available for reporting the effect these vehicles have on the environment.

Helicopters have been used over the past year to access remote sites during the wet season. A total of 5.2 hours fl ight time has been used in 2004–05.

Performance During 2004–05, SSD has reduced transport consumption of fossil fuels by 20%. Total distance travelled in vehicles has also been reduced by 25%. The use of video conferencing in lieu of air and vehicle travel for meetings and the reduction in fl eet size in 2003–04 from 14 to 11 vehicles have contributed greatly to the reduction in fuel use.

Goals 2005–06 • During 2005–06, SSD will assess its

current trends in vehicle usage and fuel consumption and look at strategies to further reduce usage and consumption.

• During 2005–06, SSD will assess the impact on the environment from using 4WDs, boats and quads in off-road areas.

• SSD will develop a strategy to minimise our transport-related impact on the environment.

Waste EN11 (Waste 1 and Waste 3)A special effort has been made to increase recycling rates. More bins for commingled recyclable products, such as plastics, cardboard, glass and aluminium cans, have been placed in all work and amenity areas. Arrangements with the cleaning contractors ensure these items are placed into the appropriate bins for sending to recycling facilities.

The JFS does not have access to recycling facilities, and all waste is disposed of at the local landfi ll. A system for monitoring the types of waste disposed of in Jabiru has not yet been established.

Performance During 2004–05, the Darwin facility disposed of 360 tonnes of commingled waste to landfi ll and recycled 0.9 tonnes of commingled recyclable products. Our waste to landfi ll generated 432 tonnes of CO

2e

in 2004–05; 2.52 tonnes of CO2e was also

generated from recyclable waste products.

All used printer cartridges are recycled and wherever possible recycled paper and other recycled stationery products are used, including printing some publications on partially recycled paper or paper sourced from sustainable plantation timber.

A worm farm has been established at the Darwin facility, and organic waste from the site is composted by the worms. Approximately three litres of organic waste is fed to the worms each week. Excess worms are used as live food in the aquaculture facility. The introduction of live food to the purple spotted gudgeons (Mogurnda mogurnda) has considerably improved the breeding programme. Worm excrement (also known as worm juice) is collected from the farm and used as fertiliser.

Worm feeding at the SSD worm farm

Quad bike being used to access sampling site at Gulungul Creek, NT

Table 12: SSD fossil fuel consumption 2003–2005

Fossil fuel 2003–04 2004–05

Total litres 50 634 40 853

Total distance travelled

357 728 280 933

Average (l) per 100km

14 14.5

Total GJ – Petrol 659 613

Total GJ – Diesel 1211 885

Total CO2(t) – Petrol 48 45

Total CO2(t) – Diesel 85 62

36



Greenhouse gas emissionsEN8SSD’s greenhouse gas emissions are mainly from electricity consumption and waste to landfi ll. A total of 1202.5 tonnes of CO

2e

has been produced in 2004–05.

Greenhouse emissions produced from electricity and waste represent both SSD and Parks Australia North. Emissions produced from fuel are solely from SSD.

Goal 2005–06 • SSD aims to show a reduction in

greenhouse emissions in 2005–06 through achievement of goals set for reduction of energy and fuel usage and waste produced.

Figure 18: SSD greenhouse emissions by source (tonnes CO2 e)

Hazardous waste EN31 (Waste 2)SSD does not currently have a system in place to monitor specifi c quantities of hazardous waste produced, although any hazardous waste produced through laboratory operations is disposed of in accordance with Material Safety Data Sheet specifi cations.

Goal 2005–06 • During 2005–06, SSD will start using

the Chemwatch database to monitor the use and disposal of chemicals as part of its business operations. The Chemwatch database also provides information on chemical hazards, identifi cation, fi rst aid, fi rst response, personal protective equipment, physical properties, toxicology and regulations.

Water EN5, EN22Water usage fi gures for the past 12 months for the Darwin facility have been supplied by the building owner. Total water usage for the Darwin facility for 2004–05 was 724 kL. This includes water use for our aquaculture activities, and equates to 65.5 L per person per day currently occupying the facility. Calculations on a per day basis have

been estimated on staff being present a total of 230 days per year. Water usage fi gures at the JFS are not available for the past year.

Goals 2005–06 • Monitor consumption in Darwin over

2005-06 and establish a strategy to reduce use.

• Establish system to ensure JFS usage fi gures can be reported for 2005–06.

Commingled landfill waste

432 35%

Fuel107 9%

Electricity685 56%

Commingled recycled waste

2.5 0%

37



Materials – paper EN1, EN2Calculations for daily use are based on staff working 230 days per year. This table does not incorporate paper usage for production of SSD publications, outsourced printing or paper-based stationery.

Recycling and conservation of paper products has been a focus when promoting the EMS in SSD’s Darwin facility during 2004–05. All work areas have recycling bins for recyclable paper products and white paper. Printers have been fi tted with duplexing trays, as well as assigned trays for printing on used white paper. Improvements have been made with the increased purchase of recycled paper for use in photocopiers and printers, and there has been a conversion to purchasing recycled paper stationery, hand towels and toilet paper. Staff have also been encouraged to

review and edit their work on screen to reduce use of paper.

Goals 2005–06 • Reduce total paper usage by 10% in

2005–06 and decrease the amount of

virgin paper purchased by 30% for the same period.

• Provide statistics on paper usage for publications printed externally in 2005–06.

Suppliers EN33The cleaning contracts for both the Darwin and the Jabiru facilities are currently up for renewal. Specifi cations for use of environmentally friendly cleaning products have been incorporated into the tender documentation.

Table 13: SSD paper purchased 2004–05

Virgin Recycled Total

Total (reams) 213 371 584

Total (sheets) 106 500 185 500 292 000

Per employee (reams) 4.6 8.1 12.7

Per employee (sheets) 2315.2 4032.6 6347.8

Sheets per person per day 10.1 17.5 27.6

38



Pop-netting in KakaduSince 1978, SSD has been monitoring fi sh diversity and community structure in the billabongs on the lease and in Kakadu National Park. The pop-netting programme began in 1994 and monitors the potential effects of uranium mining on the environment by comparing changes in abundance and diversity in potentially affected billabongs with those in unaffected water bodies.

eriss conducts an annual pop-netting programme to monitor the fi sh and aquatic vegetation communities in the lowland billabongs of the ERA Ranger mine lease and Kakadu National Park. Nine shallow billabongs, of which four are potentially affected by mining activities, are monitored each year at the beginning of the dry season (May–

October). Sampling occurs over a three to four week period.

Pop-nets are enclosures of fi ne mesh netting that are used to surround an area of vegetation from the surface of the billabong to the bottom. The pop-nets are set during the evening allowing fi sh communities disturbed by setting the trap to recolonise. The next morning the net is released by a trigger device attached to long ropes and it ‘pops’ to the surface trapping the fi sh inside. The vegetation is removed (by hand) sorted and weighed. The fi sh are then collected using a small seine net, sorted, counted and checked for abnormalities.

Fish is one of the main food sources consumed by the local Indigenous people. Hands-on involvement in fi sh collection and testing reassures local

Indigenous communities that the food resources being consumed are not harmful to them and their families. Analysis to date from pop-netting and from other studies has shown that there has been no impact on fi sh from uranium mining.

Biodiversity EN6 EN7

FieldworkSSD conducts extensive amounts of fi eldwork in the Alligator Rivers Region, involving the collection of water, fl ora and fauna samples for analysis and testing as part of the ongoing research programmes. Some research requires the collection of vertebrate and invertebrates samples for toxicity testing. The effect of this on the environment is believed to be negligible. This will be assessed as part of the environmental impact assessment.

Weather stations and gauging stations are located throughout the Alligator Rivers Region to collect data. Access to these data collection sites is usually by 4WD vehicle or boat, and during the wet season also by helicopter.

Jabiru Field Station (JFS) and housesThe JFS is located on the Ranger lease area near Kakadu National Park. It is probable that in the next fi ve to 10 years the site will

require rehabilitation. This will be done in consultation with the traditional owners of the area who may decide to keep some of the facilities.

SSD owns a number of houses and units in Jabiru that were built for staff in the early 1980s. As with many houses built during that period, some of them contain non-friable asbestos materials.

Goals 2005–06 • A formal assessment of the

environmental impact of fi eldwork in the Alligator Rivers Region will be undertaken over the next year. From this assessment SSD will be able to provide a case study for the 2005–06 TBL Report on the impact of SSD on biodiversity resulting from business activities undertaken in the Alligator Rivers Region.

• During 2005–06 a review will be undertaken to assess the usage requirements for all existing buildings at the Jabiru site, and a plan established to remove excess buildings and rehabilitate

the site with native vegetation.• During 2005–06 a review of all

SSD houses will be completed and appropriate asbestos management plans will be in place.

A fi eldwork site in the wet season – Gulungul Creek, Alligator Rivers Region

eriss staff seining a pop-net

39


SOCIAL PERFORMANCE

OverviewOur key actions and performance for 2004–05 include:

• increased staffi ng numbers from 1340 people at 30 June 2004 to 1998 at 30 June 2005 largely due to the incorporation of other agencies into DEH●1

• continued recognition as an IiP organisation

• maintained the high profi le of the Graduate Programme

• completed a detailed analysis of staff exiting DEH. Our turnover rate for 2004–05 was 28.69%, which partly refl ects the use of temporary staff to meet seasonal requirements in the AAD and Parks Australia

• commenced extensive work relating to identifi cation of critical roles and succession planning as part of DEH’s focus on ‘Managing the Aging Workforce’

• commenced a number of key projects relating to the 2004 staff survey

• compensation claims accepted by Comcare rose from 35 claims in 2003–04 to 36 claims for 2004–05, but weeks lost due to injury time dropped by 7.3 weeks

(excluding AAD) ▲2

• provided $41 750 in fi nancial assistance for tuition fees for 106 staff under the Study Support Scheme (excluding AAD and the former NOO)

• improved our retention of graduates• achieved 97.8% rate for relevant staff

having a performance agreement in place• 125 staff received an Australia Day

Award.

Our key social goals for 2005–06 include:

• Our Workforce: – continue to implement strategies

and undertake initiatives where appropriate regarding the mature age workforce and staff turnover

• Learning and Development: – complete implementation of the

revised documentation of the Performance and Development Scheme (PDS)

– launch the Management Supervisory and Leadership programmes

• Work/Life Balance:

– complete the feasibility study

regarding the provision of childcare

facilities• Healthy and Safe Working Environment:

– fi nalise the implementation of the online Occupational Health and Safety management system

• Diversity: – establish an effective methodology

to collect statistics on employee diversity

– complete implementation of the Disability Action Plan.

DEH participated in various formal APS-wide recognition programmes such as the Australia Day Awards where 125 staff members received awards. The Secretary’s Award Scheme continued in 2004–05, with 12 staff receiving awards from the Secretary for outstanding achievements and excellence in service.

The focus of our attention in 2004–05 was on responding to the fi ndings of the staff survey, and on dealing with the incorporation of Australian Greenhouse Offi ce and National Oceans Offi ce staff into DEH. In response to the survey, we have made signifi cant changes to recruitment processes, and revised and streamlined our performance and development scheme.

In 2005–06, we will continue to implement our responses to issues identifi ed in the staff survey, such as better ways to plan for and manage organisational change.

Staff receive Australia Day Awards

1● indicates selected by DEH for examination by the ANAO and where, based on the procedures performed, nothing has come to the attention of the ANAO to suggest that the data is materially misstated.2▲ indicates selected by DEH for examination by the ANAO and where, based on the procedures performed, the ANAO was unable to conclude that the data was free from material misstatement.

40


SOCIAL PERFORMANCE

Our social performance

Investors in People (IiP) LA16In 2004 DEH’s Workforce Management Committee supported the continuing commitment to the Investors in People (IiP) Programme for a further three years. They noted that signifi cant benefi ts for management and staff have accrued from our commitment to the IiP International Standard.

In November 2004 DEH was audited against the IiP International Standard. The assessment found that DEH met the requirements of all 12 indicators, and that the IiP system operated by DEH continues to comply with the nominated standard.

There continues to be a substantial departmental investment in and commitment

to IiP. DEH continues to integrate the IiP principles and practices into standard business operations and has strengthened its focus and commitment on all four key areas (Commitment, Planning, Action, and Evaluating) of the IiP Standard.

Throughout the year DEH has continued and improved the initiatives that made substantial contributions towards DEH’s initial recognition (in December 2001) as an Investor in People. In addition, a number of new initiatives have been introduced, for example, the Winter Law Seminar Series, the HR Seminar Series and the ‘Ask The Executive’ online facility for staff.

DEH undertook a comprehensive staff survey in 2004 and this has provided valuable feedback on how our performance can be improved. The key fi ndings from the survey covered the areas of leadership; communication; merit-based employment decisions; job security; management of underperformance; IT systems and support;

and management of individual workloads. DEH has made a commitment in the 2004–2005 DEH Strategic Plan to respond effectively to the staff survey fi ndings.

Goal 2005–06 • Continue to meet the international

standard for IiP accreditation in 2005–06.

DEH Secretary’s Awards—IiP initiative

Our workforce LA1 LA2 LA11 LA16DEH’s staffi ng numbers increased from October 2004 with the inclusion of staff from the Australian Greenhouse Offi ce (AGO) and the National Oceans Offi ce (NOO), following their abolition as Executive Agencies. Employees from the Australian Antarctic Division (AAD) have also been included in this year’s TBL Report.

With the inclusion of these additional staff, DEH’s profi le has changed slightly and for the purpose of this report comparisons will be made to the APS as a whole and to the previous TBL Report.

At 30 June 2005, DEH employed 1998 staff ● (based on headcount) who are located in Canberra; Darwin; Antarctica; Adelaide; Brisbane; Hobart; Perth; Sydney; Bendigo; Launceston; Port Hedland; Longreach; Cairns; Townsville; Kakadu National Park;

Uluru–Kata Tjuta National Park; Booderee National Park; Cocos (Keeling) Islands; Christmas Island; and Norfolk Island.

Of our 1998 employees:

• 64% (1277) were located in the ACT ●• 72% (1439) were full-time ongoing,

down 2% from 30 June 2004 ●• 8% (158) were part-time ongoing, down

1% from 30 June 2004 ●• 15% (291) were full- or part-time non-

ongoing staff employed for short periods, an increase of 107 staff or 1% from 30 June 2004 ●

• 5% (110) were casual employees, an increase of 2% from 30 June 2004. ●

DEH continues to have a high percentage of non-ongoing staff (20%) that is above the APS average (7.2%—includes non-ongoing and casual). This high percentage is driven by the fl exibility that this mode of employment offers in supporting the

seasonal requirements in both the AAD and Parks Australia.

F/T ongoing72%

P/T ongoing8%

Non ongoing15%

Casuals5%

Figure 19: Make-up of DEH staff at 30 June 2005. Headcount of full-time & part-time ongoing, non-ongoing & casual staff (including staff on leave without pay) ●

41


SOCIAL PERFORMANCE

Figure 20 shows the distribution of ongoing staff by classifi cation group. It compares DEH in 2005 (excluding staff on leave without pay) to DEH (excluding staff on leave without pay) and the whole of the APS in 2004.

The main differences are at the APS 3, APS 4, APS 6 and EL 1 levels:

• APS 3 and APS 4: the APS as a whole has approximately double the number of staff at these levels compared to DEH. This difference is largely due to DEH having fewer client-service positions than other agencies.

• APS 6: DEH has approximately one-third more staff at this level compared to the APS refl ecting the policy development and programme delivery aspects of our work.

• EL 1: DEH has nearly double the number of staff at EL 1 in comparison to the APS, again refl ecting the policy development and programme delivery aspects of our work.

The majority of DEH’s staff at the APS 1/2 and 3 levels are located within the Parks Australia Division, whilst the majority of Executive Level staff are located in Canberra working on policy advice and programme administration.

Figure 21 demonstrates the percentage of males to females within each classifi cation both within DEH and the APS.

Of interest to note is at the:• APS 1/2, APS 3, APS 4 and APS 5 levels

more females are in these roles than males in both DEH and the APS

• EL 1 and above, there is a greater representation of males than females. DEH also follows the APS trend here.

For the APS 1–6 levels, 58% of the workforce is female compared to males at 42%. This is in line with the APS as a whole. ●

In comparison, for EL 1–SES 3 levels, 62% of DEH’s workforce is male compared to 38% female. Again this mirrors the APS. ●

The Executive Roundtable, DEH’s peak decision-making body, comprises 25% female and 75% male members as at 30 June 2005 (compared to 83% male and 17% female in 2004). ●

Figure 22 demonstrates some changes to the DEH workforce in comparing 2005 to 2004. With the inclusion of staff from the AAD, AGO and NOO, there has been an:

• increase in staff in the age brackets 20–24, 25–29, 30–34, 50–54 and 60 plus

• decrease in the number of employees at 35–39, 40–44 and 55–59 years.

Although the movements are slight it is interesting to note the increase in the younger age brackets (20–34 years) and the decrease in the middle brackets (35–44 years). This could be attributed to the combination of a number of factors, including the incorporation of the AGO, NOO and AAD into the 2004–05 staffi ng profi le, the increasing retention period of graduates and the fi lling of a small number of traineeship roles.

DEH is continuing to analyse the impact of an aging workforce and is implementing strategies such as:

• knowledge management• identifi cation of critical roles• job rotation• leadership and management

development.

Figure 21: Distribution of ongoing staff: classifi cation profi le by gender—comparison of DEH 2005 (excluding staff on leave without pay) to the whole of APS 2004 (APS 2005 not available) ●

0%

APS 1/2

APS 3

APS 4

APS 5

APS 6

EL 1

EL 2

SES 1

SES 2

SES 3

5%

10%

15%

20%

25%

30%

prop

orti

on o

f sta

ff

DEH 2004 DEH 2005 APS 2004

classification

Figure 20: Distribution of ongoing staff by classifi cation group—comparison of DEH 2005 (excluding staff on leave without pay) to DEH and APS 2004 (APS 2005 not available) ●

0%

APS 1/2

APS 3

APS 4

APS 5

APS 6

EL 1

EL 2

SES 1

SES 2

SES 3

25%

100%

75%

50%

2004 APS Males

2005 DEH Females

2004 APS Females

2005 DEH Males

prop

orti

on o

f sta

ff

classification

42


SOCIAL PERFORMANCE

Turnover and net job creation In comparing DEH’s staffi ng composition in 2004–05 to 2003–04 and to the APS:

• In 2004 the APS had 92.8% of its workforce as ongoing staff and 7.2% non-ongoing (refer Australian Public Service Statistical Bulletin 2003–04).

• At 30 June 2005, DEH had 80% of its employees as ongoing, 15% as non-ongoing and 5% casual (this includes employees from the AAD, the former AGO, the former NOO and irregular and intermittent staff, and excludes staff on leave without pay). This compares with 14% non-ongoing staff in 2003–04 (not including AAD, the former AGO and the former NOO).

DEH’s above average percentage of non-ongoing employees relates to the need to have fl exible and seasonal staffi ng arrangements in several of DEH’s divisions.

Whilst the overall separation rate within DEH for the period ending 30 June 2005 was 28.7% (including promotions and transfers to other APS agencies and expiry of contracts), separations for ongoing employees was only 10.7%. This fi gure includes AAD, AGO and NOO. In 2003–04, the overall separation rate was 24.6% (excluding AAD, AGO and NOO) and 10.8% for ongoing staff (also excluding expiry of contract).

The retention rate (proportion of ongoing employees retained for the full year) was 89.8% for 2003–04, greater than the APS median of 88.7% for 2004.

A detailed exit survey process was introduced into DEH in 2004. Staff are offered the opportunity to have a face-to-face interview with an independent person or answer the survey questions at their leisure prior to leaving DEH. This process has been operating successfully since September 2004 with detailed analysis completed recently highlighting the most common reasons for staff leaving DEH being related to: workload; communication; career progression opportunities; supervisory/management skills; and IT support. These responses support the major outcomes of the DEH 2004 staff survey.

As part of its succession planning and knowledge management processes, DEH commenced identifi cation of critical competencies and roles in an attempt to retain and build the necessary skills and knowledge required for its operation now and in the future. This process is under way and has already highlighted where some gaps may be developing due to specialist skills being required.

DEH commenced a development programme for APS 6 employees by seeking nominations from these staff. Due to the

limited response received, management did not proceed with this programme and is focusing on rotational opportunities at the EL 2 level.

Goals 2005–06 • Complete the identifi cation of critical

competencies and roles by mid 2006, with regular updates to occur.

• Propose suitable strategies regarding exit survey outcomes with alignment to the staff survey 2004 through DEH’s Workforce Management Committee by end 2005.

25-2

9

0%

5%

10%

15%

20%

20-2

4

30-3

4

35

-39

40-4

4

45

-49

50-5

4

55

-59

60 +

DEH 2004 DEH 2005 APS 2004

prop

orti

on o

f sta

ff

age group

Figure 22: DEH age distribution as at 30 June 2004 and 2005: ongoing staff (exluding staff on leave without pay) ●

43


SOCIAL PERFORMANCE

Learning and developmentLA16DEH continues to support the development of its employees through such initiatives as:

• committing an average of $1000 and fi ve days per person per year for various forms of development and training

• reviewing and updating DEH’s PDS• DEH’s Graduate Programme• assistance for studying part-time• introduction of a mobility programme for

EL 2 staff• implementation of development

programmes for leading and managing people

• online orientation.

Study assistanceDevelopment of DEH’s employees has been assisted by the Study Support programme.

A new initiative in this programme (through the Certifi ed Agreement) is the provision of a bursary to contribute to the payment of fees. DEH supported 106 staff for part-time study at a cost of $41 750 for 2004–05.

While there have been varied qualifi cations studied the predominant disciplines are environmental law, environmental management, accounting and communications.

Knowledge managementIt is also recognised that a considerable amount of learning takes place on the job within the workplace. This was acknowledged by the announcement of two new categories of Secretary’s Award, one for knowledge sharing and the other mentoring.

The critical importance of informal networks to the work experience of individuals was documented as part of a knowledge audit undertaken in 2003–04 by the Knowledge Management section.

Performance and Development Scheme (PDS)The PDS:

• identifi es and facilitates employee access to job related learning needs

• provides employees with clarity about job performance expectations

• mandates a mid cycle and end of cycle performance discussion

• encourages regular ongoing feedback on performance.

The PDS also provides a framework for each employee to establish a career development plan (optional) following a discussion with his or her supervisor. Employee participation in the PDS provides the basis for DEH Certifi ed Agreement pay increases and pay point advancement. As at 30 June 2005, 97% of relevant DEH employees had performance agreements in place.

The DEH 2004 staff survey provided employee feedback on the PDS and an independent external consultant was engaged in March 2005 to review the PDS. Staff mentioned that the PDS worked well in the areas of clarifying roles, linking to goals, helping supervisors assess performance and the inclusion of a learning and development plan. Areas requiring attention included quality of feedback, fairness of ratings and managing under-performance.

The PDS Review Report recommended both short and longer-term strategies to ensure the scheme (including supporting documentation) is more user friendly and effective. Some of these recommendations have been acted on with the implementation of revised documentation for 2005–06.

Graduate ProgrammeDEH’s Graduate Programme continues to maintain its high profi le. For the 2005 programme, 18 graduates (15 external to DEH and three internal) have been recruited from a total of 167 applicants (not including the AGO applications received). These recruits have qualifi cations and experience in a range of disciplines including science, engineering, environmental management, law and agriculture. From the 2004 programme 14 graduates have been placed in ongoing roles across DEH.

During 2004–05, an analysis of graduate employment trends commenced. The report is in its fi nal stages with some keys points being:

• The retention rate of graduates after completing the 12-month programme is improving. At 30 June 2005 graduates remaining with DEH are: from the 2000 programme, 41%; from 2001, 50%; from 2002, 61%; from 2003, 75%; and from 2004, 91%.

• The predominant period for graduates to leave DEH remains within three years of recruitment.

• The main reasons cited for leaving DEH include: promotion prospects; placements after completing the graduate programme; recognition of expertise and skills; management and supervision skills within DEH; and ongoing mentoring. Some of these concerns are being addressed as part of the management response to the 2004 staff survey.

• Graduates who remain with DEH are progressing rapidly to APS 6 and EL 1 levels. Those graduates who have been promoted to EL 1 have all done so within two to four years, ahead of the APS average of seven years.

EL 2 Mobility and Development ProgrammeDEH has implemented a new scheme to support the broader development of Directors (EL 2), the EL2 Mobility and Development Programme.

This programme aims to provide opportunities across the organisation for Directors to enable them to develop their skills and experience further, which will assist with and support leadership development. Eight staff were placed on this programme during 2005.

Leading and Managing People modelsDEH is creating two development programmes for its staff: the Management Supervisory Model, and the Leadership Model.

These models are based on the Integrated Leadership Strategy developed for the APS and tailored to the needs of DEH.

44


SOCIAL PERFORMANCE

They will underpin the learning and development strategies for leadership and management within DEH and include innovative learning approaches. These programmes will commence during 2005–06.

Orientation for new employeesDEH places a high priority on ensuring that employees are inducted into the organisation and are provided with a clear understanding of:

• the role of DEH and each division• their responsibilities, particularly in

relation to the Code of Conduct and APS Values

• DEH’s commitment to employees in relation to OH&S, security and environmental performance

• the employees’ role in their work team.

Much of this is provided through a departmental orientation programme and completed with induction by the supervisor. A total of 193 employees attended orientation sessions during 2004–05 (approximately 89% of new starters).

An online orientation programme is currently under development that will provide consistent information to employees regardless of their location. The programme will also provide additional information for employees in remote localities and other work areas not located in Canberra, such as the AAD.

Due to a range of priorities and budget constraints, DEH was not able to investigate possible avenues to improve the reporting on development activities undertaken by staff in DEH.

Goals 2005–06 • Complete implementation of the revised

documentation for the PDS by January 2006.

• Commence the Management Supervisory and Leadership training programme by early 2006.

• Implement the Online Orientation Programme by December 2005.

Work/life balance LA4 LA12DEH provides a fl exible working environment for staff through its Certifi ed Agreement and Australian Workplace Agreements (AWA).

AWAs are offered to all ongoing substantive EL 1s and 2s, ongoing employees with equivalent classifi cations and to other employees on a case-by-case basis. All Senior Executive Service employees have an AWA in place.

At June 2005 a total of 505 staff had signed AWAs. This fi gure incorporates the AAD, the former AGO, and the former NOO.

DEH continues to provide family rooms for staff at the JGB in Canberra and has also provided a room that would meet the standards required by the Australian Breastfeeding Association. Formal accreditation for this room was not obtained due to the cost of being a member of the association.

As part of the 2004–2006 Certifi ed Agreement, DEH is conducting a feasibility

study into the provision of childcare services for employees located in Canberra and Darwin. A liaison group of interested staff has been established and a survey to gauge staff needs has been completed.

DEH attempts to involve staff in decision-making processes regarding the structure and organisational objectives. DEH seeks input from staff relating to business and strategic planning. A number of informal mechanisms are used such as workshops, staff surveys and general staff consultation, and more formal avenues include the DEH Consultative Committee and establishment of relevant sub-committees to address the change issues.

DEH completed a staff survey in August 2004. This was the fi rst survey since 1995. A number of major projects have been initiated from the survey including a review of the selection and recruitment processes, a review of the performance development scheme, development programmes relating to management and supervisory skills, and better practices for change management and workload management.

As part of these better practices, a new DEH Change Management Protocol and Change Management Guide and Checklist have been introduced to assist staff with the implementation of change. Also a Workload Management Framework has been developed which will help staff with managing their workload and in turn promote work/life balance.

Goals 2005–06 • Complete analysis of childcare feasibility

study by June 2006.• Complete projects relating to staff survey

2004 by early 2006.

45


SOCIAL PERFORMANCE

Healthy and safe working environment LA5 LA7 LA16

AbsenteeismFor 2004–05 on average each DEH employee was on sick leave for 6.3 days.● This equates to 2.44% of available working hours lost due to employees being absent on sick leave with or without a doctor’s certifi cate (includes the former AGO, and the former NOO from 27 October 2004, but excludes AAD).●

Our absenteeism performance has improved since 2003–04, when on average each employee was on sick leave for 6.4 days (not including the former AGO and NOO).

Occupational Health and Safety (OH&S)DEH’s objective is to achieve best practice in OH&S management. DEH’s OH&S policy, agreement and their associated programmes underpin our commitment to maintaining a safe working environment and helping to ensure the health of all of our employees.

Active OH&S committees and a network of health and safety representatives, who represent employees’ health and safety interests within a designated workgroup, assist with the effective implementation of OH&S policies and programmes which are primarily the responsibility of the employer.

OH&S activities and programmes include:

• Workplace assessments (on request) (results do not include AAD): during 2004–05 184 workstation assessments were completed—36 by in-house OH&S staff and 148 by external consultants. Of these, 146 assessments recommended that additional equipment be supplied. In 2003–04, 173 workstation assessments were conducted. ▲

• The Employee Assistance Programme (EAP) provides a free and confi dential counselling service as well as an online advisory service.

• A range of body stress reduction programmes were offered (in ACT) including ‘Back in Alignment’ (2004–05: 22 staff attended ●) and the ‘Alexander Technique’ (2004–05: eight attended ●). Slightly fewer staff attended these programmes than in 2003–04.

During 2004–05, a number of divisions continued with various voluntary health and fi tness programmes such as Health Futures, which provides free health checks and promotes the benefi ts of healthy eating and regular exercise, and the Heart Foundation’s 10 000 Steps programme. Some divisions also provided free fl u vaccinations to employees.

Development of an online SAP-based OH&S management system, which records, reports on and assists in the management of incidents, accidents, hazards, risks, workers compensation and rehabilitation case

management, was undertaken. The system is currently being user acceptance tested and fi nal refi nements are under way for implementation in early to mid 2006.

Compensation claimsDEH is required to maintain records of OH&S incidents, including near misses, and report these to the Australian Government’s workers compensation insurer, Comcare Australia.

In 2004–05, Comcare accepted 36 compensation claims from staff of DEH (excluding AAD) for injuries occurring within that year, which is only a slight increase on 2003–04 when 35 claims were accepted. ▲

The highest incidences for 2004–05 were:

• sprains and strains (accounting for 33% of all claims)

• occupation overuse syndrome (17% of all claims).

Cost (incapacity only) for the 36 claims for the fi nancial year ending 30 June 2005 was $126 779, compared to $104 100 for 2003–04. ▲

Highest claim cost injuries for 2004–05 were:

• occupation overuse syndrome (33%)• sprains and strains (18%).

There were no work-related fatalities in 2004–05.

(Note: Figures provided relate to compensation claims with a date of injury in the period 1 July 2004 to 30 June 2005.)

Return to workOur Rehabilitation Unit assists employees who have been affected by injury or illness whether or not work-related to make a safe, early and effective return to work. To achieve this objective, the unit works closely with the employee, their supervisor/s, rehabilitation providers, government medical offi cers and Comcare Australia.

Goal 2005–06 • Fully implement reporting system for

OH&S by early to mid 2006.

DEH staff sports day

46


SOCIAL PERFORMANCE

Diversity LA10 HR4 HR12DEH’s Diversity Programme was reviewed in 2005. The new programme (2005–07) will continue to support equity and diversity in all areas of DEH and was endorsed by DEH’s Secretary in May 2005.

Due to a range of priorities, DEH has not developed an effective methodology for collecting information on employee diversity as established as a goal for this year. DEH does not yet have available statistics on the number of people we employ who are Indigenous, have a disability, or come from diverse cultural and linguistic backgrounds. Staff are able to self-identify these characteristics via our employee self service system and on employment application forms, but few choose to do so.

Awareness programmes are being provided for all staff including areas outside Canberra. The programmes will promote an understanding and awareness of diversity as well as the use of diversity in employing and promoting employees.

The Disability Action Plan, the Workplace Contact Offi cers Network and the Indigenous Career Development and Recruitment Strategy all support the DEH Diversity Programme.

Disability Action PlanThe DEH Disability Action Plan has incorporated feedback received from staff and is currently awaiting senior executive endorsement. This plan will support the DEH Workplace Diversity Strategy through:

• continually raising the general awareness of all staff about disability issues

• considering the needs of staff and stakeholders with disabilities when developing and implementing policies and procedures including the appropriate consultation processes

• ensuring that premises are accessible• ensuring that all information is provided

in accessible formats.

Workplace Contact Offi cers NetworkDEH has a network of Workplace Contact Offi cers (WCO) comprising 18 staff across DEH. The role of the network has been to provide other employees, supervisors and managers with information and support in relation to issues such as harassment, whistleblowing, grievance procedures, workplace diversity, APS Values and the DEH Code of Conduct. Their role does not encompass the instigation of investigations.

During 2004–05, the network has met on a number of occasions. The WCOs report regular ongoing enquiries from and assistance provided to employees across DEH.

Indigenous employment, development and retentionDEH is committed to the employment of Indigenous people in the jointly managed national parks and recognises the traditional rights, roles and obligations of Indigenous employees. DEH is well under way with a revision of our Indigenous Career Development and Recruitment Strategy. This strategy is part of DEH’s Workplace Diversity Programme.

The strategy is currently under consideration by Indigenous staff and senior managers. During 2004–05 DEH’s Workforce Management Committee established a sub-committee to monitor and progress the document. A number of activities are included in the strategy and several have been undertaken already, such as delivery of cross-cultural awareness programmes and training for interviewees and selection advisory panels.

The Portfolio Indigenous Affairs Coordination Group advises the Executive Roundtable on the coordination of Indigenous issues across the portfolio and supports the Secretary and whole-of-government Indigenous policy.

Goals 2005–06 • The Disability Action Plan was

progressed during 2004–05. Complete implementation will occur during 2005-06.

• Implementation of the Indigenous Career Development and Recruitment Strategy will occur by June 2006.

• An effective methodology to collect statistics on employee diversity will be established by end of 2005.

47


SOCIAL PERFORMANCE

Community activityDEH recognises the value for organisational performance and morale of encouraging employee volunteering.

Departmental staff have paid volunteer leave available to them under the Certifi ed Agreement for emergency situations such as bushfi res. Staff also use other leave types (such as recreation leave) or fl ex-time to participate in community activities such as tree-planting. Some work areas use volunteering as a team-building opportunity.

DEH staff community activities in 2004–05 included:

• participation in tree-planting with staff from the Department of Agriculture, Fisheries and Forestry

• volunteering as wildlife carers under the WIRES scheme• participating in the Booderee volunteer fi refi ghters register• contributions to a variety of Christmas charity appeals,

including the Wishing Tree.

Goal 2005–06

• During 2005-06 promote the use of appropriate leave for volunteer work.

ParkSafe LA5It has been recognised that Parks Australia, by the nature of our work, faces the most diverse range of OH&S hazards when compared to other divisions within DEH. To manage these risks OH&S is integrated into the business activities of Parks Australia.

OH&S risksOur main hazards include fi eldwork in remote and arduous locations, operation of plant and machinery, use of chemicals and hazardous substances, handling unpredictable wildlife, manual handling, driving vehicles and static posture injuries utilising personal computers.

Improving OH&S

Our ParkSafe OH&S management system is based upon AS/NZS 4801: 2002 ‘occupational health and safety management systems’. ParkSafe is Parks Australia’s integrated system designed to provide a safe and healthy workplace for

all employees and contractors working for Parks Australia. It was developed in 2004–05, and work has been ongoing to integrate safe work practices into all areas of Parks Australia to reduce the incidence and severity of occupational injuries and illness.

A key feature of ParkSafe, once complete, will be an integrated health and safety framework containing a comprehensive range of policy and procedures accessible by all staff via the intranet. ParkSafe will facilitate improved sharing of knowledge and practices as well as effective implementation of Parks Australia OH&S work initiatives.

The ParkSafe project has been developed to enhance OH&S performance, reduce injuries and incidents, and improve OH&S culture and behaviour in the following areas:

• accountability, commitment and responsibility of management and staff

• staff empowerment and involvement to address OH&S issues

• effective OH&S systems and tools• revising the OH&S risk assessment

methodology and integrating it into day-to-day parks/reserve management

• reviewing and updating OH&S policies and procedures to refl ect better practices and legislative changes

• reporting of OH&S key performance measures and analysis.

A comprehensive ParkSafe training programme is being implemented. This has included training and awareness on hazard identifi cation risk assessment and control, job safety analysis, accident reporting and investigation, consultation, communication and reporting and OH&S record keeping. Supervisors and staff have been trained in their OH&S and legislative responsibilities.

DEH and DAFF staff tree-planting

48


ECONOMIC PERFORMANCE

DEH achieved solid fi nancial performance in 2004–05, resulting in minor surpluses and a healthy balance sheet. The incorporation of the budgets, staff and business systems of the Australian Greenhouse Offi ce (AGO) and the National Oceans Offi ce(NOO) posed signifi cant challenges for us, and the Australian Antarctic Division(AAD) also moved over to our SAP based system.

Key challenges for next year include bedding down these major changes, continuing to meet our programme expenditure goals (including for some new grants programmes such as Community Water Grants), and getting a better idea of the indirect economic contribution our operations make to regional and remote Australia.

2004–05 outcomes for Outcome 1–Environment and Outcome 2 –AntarcticSpecifi c fi nancial outcomes are as follows:

• $122.4m paid in employee expenses (up $24.7m from 2003–04)

• $180.4m spent on suppliers for the provision of goods and services (up $46.7m from 2003–04)

• $357m spent on grant services (up $124.6m from 2003–04)

• $10.8m spent on asset acquisitions (down $8m from 2003–04)

• a new system to track OH&S and environmental issues considered in procurement decisions was implemented

• a supply chain environmental performance survey was developed for implementation in 2005–06

• DEH exceeded its goal to increase the proportion of invoices paid within 30 days

• DEH achieved its goal of bettering the Government’s target of 10% usage of smaller airlines.

Scope of economic dataThe economic performance data in this section covers all divisions of DEH and includes both Departmental and Administered revenues and expenses. In 2003–04 Administered revenues and expenses were not included in this section of the report. For consistency, where possible, the 2003–04 TBL data has been restated to enable comparison with 2004–05 data.

The overview data includes the total of both Outcome 1 (Environment) and Outcome 2 (Antarctica) expenses. The sections below are reported separately by Outcome. Data for Outcome 2 was not reported last year. It is reported separately this year to allow for trend comparisons.

There are overall increases in revenue, expenses and staff numbers against Outcome 1. The main reason for the increases is the transfer of functions from the AGO and the NOO to DEH on 4 November 2004.

The economic performance data has been drawn from DEH’s audited Financial Statements.

Revenues EC1In 2004–05, total revenue for Outcome 1 was $257.6m. This represented an increase of $75.5m (29.3%) from 2003–04. The main sources of Outcome 1 revenue came from government ($208.8m) and the sale of goods and services ($34.3m). Details are in Figure 23.

Figure 23: Outcome 1 – Environment – sources of revenue 2004–05 ($m)

Note: The ‘Other’ category includes revenue from interest earned, reversal of the sale of assets, industry contributions and grants repayments.

Revenues fromGovernment 208.8

Sale ofassets 0.2

Taxation1.5

Other 12.9

Goods and services 34.3

49



Expenses EC2 PA8 PA9 PA10 EC8Outcome 1 expenses for 2004–05 totalled $657m. This is an increase of $224m (34.1%) from last year. This spending occurs primarily over Australia and the external territories. Some payments are made to overseas suppliers for items not available in Australia and for the provision of fi nancial assistance in the form of grant payments ($2.8m).

Of Outcome 1 total expenses in 2004–05, the major expenses were on grants

($356.3m), suppliers ($127.3m) and employees ($92.5m). Figure 25 shows the breakdown of total expenses by payment type.

Outcome 2 expenses for 2004–05 totalled $106.5m. This is an increase of 14.5% from last year. This spending occurs over Australia and the external territories and overseas. Specialist scientifi c and mechanical equipment is sourced from overseas, both directly and through Australian-based distributors. Examples include heavy duty earthmoving equipment,

snowblowers, hagglunds (a special type of Antarctic vehicle), shipping containers, and specialist scientifi c equipment.

Of Outcome 2 total expenses in 2004–05, the major expenses were on suppliers ($53.1m), employees ($29.9m) and depreciation ($18m). The Antarctic outcome does not make transfer payments. Figure 26 shows the breakdown of total expenses by payment type.

In 2004–05, total revenue for Outcome 2 was $99.8m. This represented an increase of $8.6m (8.6%) from 2003–04. The main sources of this revenue came from government ($86.6m) and the sale of goods and services ($13.1m). Details are outlined in Figure 24.

Figure 24: Outcome 2 – Antarctica – sources of revenue 2004–05 ($m)

Revenues fromGovernment 86.6

Sale of assets 0.1

Other 0.1Goods and services 13.1

$ (m

illio

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53.1

29.9

18.0

4.2 0.8 0.60

10

20

30

40

50

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050

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Figure 25: Total Outcome 1 – Environment – expenses by payment type 2004–05

Figure 26: Total Outcome 2 – Antarctic – expenses by payment type 2004–05

50



Employees EC5As at 30 June 2005, Outcome 1 employed 1665 staff (up 325 people from last year). Total payroll and benefi t expenses for 2004–05, excluding accrued leave entitlements, were $84.9m. This is an increase of $25.7m from 2003–04. The expense fi gures include part year costs for the AGO and the NOO as these agencies became part of DEH for reporting purposes on 4 November 2004. The payroll and benefi t expenses included salaries and allowances, lump sums paid to staff who left DEH permanently, superannuation contributions and performance pay.

Note: The staff numbers in Figure 27 include Parks Australia staff – these staff are not included in the Outcome 1 payroll expenses.

The staff listed by classifi cation at 30 June 2005 totalled 1301. There were 74 staff on leave without pay, 110 irregular and intermittent (casual) staff and 180 non-ongoing staff (full-time and part-time).

The gender breakdown, excluding irregular and intermittent (casual) staff, staff on leave without pay and non-ongoing staff, was 609 males and 692 females.

A total of 444 staff were on Australian Workplace Agreements and 1111 staff were covered under a Certifi ed Agreement. Irregular and intermittent staff are not included in these fi gures.

As at 30 June 2005 Outcome 2 employed 333 staff. Total payroll and benefi t expenses for 2004–05, excluding accrued leave,

were $28.6m. This is a $0.2m increase from 2003–04. These payments and benefi ts included salaries and allowances, lump sums paid to staff who left DEH permanently, superannuation contributions and performance pay.

The staff listed by classifi cation at 30 June 2005 totalled 220. There were four staff on leave without pay and 109 non-ongoing staff (full-time and part-time).

The gender breakdown, excluding staff on leave without pay and non-ongoing staff, was 154 males and 66 females.

A total of 61 staff were on Australian Workplace Agreements and 272 were covered under a Certifi ed Agreement.

Figure 27: Outcome 1 – Environment – total staff by classifi cation

050

100150200250300350400

APS

1/2

APS3

APS4

APS5

APS6 EL

1

EL2

SES1

SES2

SES3

LWOP

Casu

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Non

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Staff classification

Num

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Figure 28: Outcome 2 – Antarctic – total staff by classifi cation

APS

1/2

APS3

APS4

APS5

APS6 EL

1

EL2

SES1

SES2

SES3

LWOP

Casu

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Non

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Staff classification

Num

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20

40

60

80

100

120

51



Grants paymentsOutcome 1 grants expenses main recipient categories were state or territory governments and Australian Government entities, that received $231.6m and $38.9m respectively in 2004–05. Grants to these sectors constituted 78% of total grant payments.

The signifi cant grant programmes within Outcome 1 include payments from the Natural Heritage Trust of Australia Account ($258m), Representative Areas Programme–Structural Adjustment Package ($17m), the Renewable Remote Power Generation Programme ($16m) and the Greenhouse Gas Abatement Programme ($13m).

Note: The ‘Other’ category includes universities, individuals and overseas recipients.

Outcome 2 grants expenses were paid to universities who received $0.8m in 2004–05. The main recipients were the University of Tasmania and the University of Melbourne, who received $0.149m and $0.098m respectively. The expenses were paid under the Australian Antarctic Science Grants Programme.

Transfer paymentsA transfer payment occurs when an agency receives income which is then passed immediately to another organisation or function for expenditure. A good example of a transfer payment is money received by a social support agency for payment to social welfare recipients. Outcome 1 makes a transfer payment as part of funding under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act).

The payment is to the Director of National Parks, at the Secretary’s discretion, through DEH. Outcome 1 transferred $40.1m in 2004–05.

Outcome 2 does not make any transfer payments.

231.6

38.9

35.4 30.211.0

9.1

State or territorygovernments

Commonwealth entities

Non-profit institutions

Profit-making entities Local

governments

Other

Figure 29: Outcome 1 – Environment – grants by classifi cation ($m)

Taxes EC8GST is effectively a tax on fi nal consumption and is ultimately borne by the consumer. Therefore registered entities such as DEH will generally be entitled to input tax credits for the GST on acquisitions purchased for the purpose of DEH’s business. DEH will offset these input tax credits against the GST payable.

In 2004–05, Outcome 1 was reimbursed a total of $25.3m in GST by the Australian Taxation Offi ce (this was $26.2m received for GST, offset by $0.9m paid for GST) and paid $0.266m for Fringe Benefi ts Tax.

In 2004–05, Outcome 2 was reimbursed a total of $5.1m in GST by the Australian Taxation Offi ce (this was $5.3m received for GST, offset by $0.2m paid for GST) and paid $0.062m for Fringe Benefi ts Tax.

52



Procurement policy PA11 PA12 PA13 PA14Sustainable development issues are addressed in the Commonwealth Procurement Guidelines, environmental purchasing guidance section, developed by DEH for Australian Government agencies, and also in DEH’s procurement policies. Our staff are required to consider relevant environmental and social sustainability issues (such as energy consumption and OH&S) when conducting procurements, evaluating tenders and drafting contracts.

The key sustainability criterion applicable to procurements, fi nancial commitments and other types of fi nancial expenses in the Australian Government is value for money. Value for money is not simply lowest fi nancial cost. Making value for money decisions will often involve the consideration of relevant environmental and social costs and benefi ts, such as the operating energy consumption of an appliance.

As DEH’s public policy priorities are mainly in the area of environmental sustainability, these issues are a key part of our purchasing activity. Key goods and services procurements, such as major offi ce machines, vehicle fl eet and waste services, are addressed as signifi cant aspects of our environmental management system. This ensures that key purchasing decisions

are made with an eye on our corporate environmental performance objectives. We also use the environmental purchasing guidance we provide to other agencies to inform our own purchasing decisions.

As of 1 July 2005, revisions to our business systems have required staff making signifi cant purchases (more than $10 000 in value) to answer a question about the consideration of environmental and social factors in the procurement. The results from this will start to be available in 2006.

DEH does not currently record the total value of goods and services purchased that were registered with voluntary environmental or social labels and/or certifi cation programmes. We do have some data about key purchases from suppliers with certifi ed environmental management systems (such as paper suppliers). The results from our supply chain environmental performance questionnaire will help us report on these issues for 2005–06.

53



Supplier expenses EC3Outcome 1 expenses on goods, services and leases in 2004–05 were $127.3m, an increase of 27.4% ($34.8m) on the 2003–04 total of $92.5m (note: the fi gures include both departmental and administered expenses). Goods expenses were $6.2m in 2004–05, services expenses were $105m and lease expenses were $16.1m. Out of the supplier expenses, spending on goods comprises 4.9%, services 82.5% and leases 12.6%. Table 14 describes the destination of Outcome 1 supplier expenses.

Outcome 2 expenses on goods, services and leases in 2004–05 were $53.1m, an increase of 22.4% ($11.9m) on the 2003–04 total of $41.3m. Goods expenses were $0.3m in 2004–05, services expenses were $34.1m and lease expenses were $18.8m. Out of the supplier expenses, spending on goods comprises 0.6%, services 64% and leases 35.4%. Table 15 describes the destination of Outcome 2 supplier expenses.

Table 14: Outcome 1 – Environment – supplier expenses by major reporting categories 2004–05

Category Expenses($ million)

2003–04

Expenses($ million)

2004–05

No. of suppliers 2004–05

Consultants and other professional services

34.9 55.9 595

Information and communication services

8 9.3 75

Property and lease payments 9 9.7 136

Travel 4.9 7.5 63

Offi ce services and public relations

6.5 5.6 403

Acquisition of furniture, equipment and other goods

3.7 6.2 1100

Legal services 1.4 1.6 24

Employment, professional development and conference expenses

2.6 4.4 970

Transport 0.3 0.1 45

Insurance 0.8 0.7 2

Joint contribution and service delivery agreement charges

20 25.3 12

Repairs and maintenance 0.5 1 114

Table 15: Outcome 2 – Antarctic – supplier expenses by major reporting categories 2004–05

CategoryExpenses

($ million)2004–05

No. of suppliers2004–05

Transport 25.25 4

Information and communication services

0.53 2

Consultants 0.51 15

Property 2.30 1

Travel 0.85 1

Insurance 5.17 2

54



Payment on time EC4Outcome 1 percentage of invoices from small businesses paid within 30 days was 92% in 2004–05. This compares to the 2003–04 percentage of 90.09% and the Australian Government’s target of 90%. DEH’s 2004–05 goal to increase the proportion of invoices paid within 30 days to over 91% was achieved.

Outcome 2 percentage of invoices paid within 30 days was 98.82% in 2004–05. This performance well exceeds the Australian Government’s target of 90% and DEH’s goal of increasing the proportion of invoices paid within 30 days to over 91%.

Top suppliers EC11Of the $127.3m spent on suppliers under Outcome 1 in 2004–05, some $42m or 33% was to pay for goods and services provided by Outcome 1’s top 10 providers. Figure 30 shows those providers and the amount paid to each.

Note: the table below does not include Natural Heritage Trust funding paid to DEH for staffi ng and support.

Of the $53.1 million spent on suppliers under Outcome 2 in 2004–05, some $33.7m (63.5%) was to pay for goods and services provided by Outcome 2’s top 10 providers.

Figure 31 shows those providers and the amount paid to each.

Capital expenses PA10In 2004–05 Outcome 1 spent $3.8m on capital works. This compares to $4.7m in 2003–04. This included internally developed data access systems such as $1.4m for the Environmental Data Gathering and Reporting System (EDGAR)/

On-Line System for Challenge Plus Activity Reporting (OSCAR), $0.8m for Australian Greenhouse Emissions Information Access System and $0.5m for the EPBC database system.

In 2004–05 Outcome 2 spent $7m on capital works. This compares to $14.1m in 2003–04. The 2004–05 expenses included $0.7m spent on skis for CASA aircraft, $0.6m on the Casey fi eld store building and $0.6m on infrastructure for Davis site services.

Figure 30: Outcome 1 – Environment – top 10 suppliers

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1.4 1.1 1.1 1.0 1.0

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Figure 31: Outcome 2 – Antarctic – top 10 suppliers

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55



Small airlinesThrough 2004–05, Outcomes 1 and 2 maintained good usage of small airlines on the Sydney–Canberra route. These outcomes averaged 15.8% up until Regional Express ceased servicing this route in December

2004 and 12.9% since the Regional Express services ceased.

The overall yearly average of smaller airline usage for Outcomes 1 and 2 for 2004–05 was 14.4%. This compares to 23.1% in 2003–04. The Regional Express withdrawal

from the Canberra–Sydney route impacted on DEH’s ability to maintain the 2003–04 usage. However DEH was still able to exceed the 2004–05 goal by continuing to better the Australian Government’s target of agencies allocating a minimum of 10% to their usage of the smaller airlines.

Indirect economic impactsEC13Tourism in the Northern Territory contributes over $1 billion to the economy each year1. Kakadu and Uluru–Kata Tjuta national parks as major tourism destinations in the NT contribute substantially to this amount both directly and indirectly.

An average of 65% of expenditure under Outcome 2 is directed to employees resident in southern Tasmania or suppliers with offi ces in Tasmania.

Economic performanceGoals 2005–06 • Complete top 100 suppliers

environmental performance survey. • Assess the extent of environmental

purchasing activity under Outcomes 1 and 2 and identify opportunities to improve purchasing performance.

• Complete a cost-benefi t analysis of opportunities to purchase greenhouse offsets for Outcomes 1 and 2 greenhouse gas emissions (from direct and indirect sources).

• Increase the proportion of invoices paid within 30 days to more than 92%.

• Complete regional economic contribution assessments for at least two more Outcomes 1 and 2 sites by end June 2006.

• Continue to better the Australian Government’s goal of agencies allocating a minimum of 10% of their Sydney–Canberra air travel to smaller airlines.

1 Northern Territory Tourist Commission – Territory Tourism Selected Statistics 2003–04.

Contracting services to the Wreck Bay Aboriginal Community, Booderee National Park HR12Contracting, employment and development of commercial activities are key issues for Wreck Bay Aboriginal Community, identifi ed in the Booderee National Park Management Plan and park lease. In 2003, the Director of National Parks and Wreck Bay Aboriginal Community Council (WBACC) negotiated a services contract which establishes the mechanism for provision of services to the Director by WBACC’s commercial arm, Wreck Bay Enterprises Limited (WBEL).

The contract arrangement gives WBACC fi rst preference for services required in the park. Under the arrangement, service level agreements are negotiated which take into account value for money and capacity to perform the service. The arrangement provides opportunities to develop community organisational, fi nancial and management skills. It also provides for development of specifi c job related skills, which will enhance

community ability to manage park operations, community business, or commercial activities in the broader regional community in the future.

In 2004–05, the Director contracted WBEL to undertake roads and fi re trail maintenance, entry fee collections services, cleaning, building maintenance and interpretive services. Two service level agreements for the road and fi re trail maintenance and entry station operations have been fi nalised this fi nancial year. WBEL staff also played

a major role in the fi re recovery effort, repairing and installing infrastructure burnt in the Windermere fi re (December 2003 to January 2004).

The contracting arrangement builds on the sound working relationship developed between community members working in WBEL and WBACC, and park staff on the ground. It delivers good service outcomes to the park, while at the same time delivering economic and social outcomes to the community.

Contractors, Booderee National Park

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Governance structure and management systemsCorporate governance for DEH refers to the processes we have for departmental direction, control and accountability.

Our structureOur governance structure begins with the Secretary, who is the head of DEH. The key senior management forum for DEH is the Executive Roundtable, which consists of the Secretary, deputy secretaries, heads of divisions and heads of portfolio agencies. Minutes from the roundtable are made available to staff through our intranet.

Eight committees support the Executive Roundtable. There are committees for:

• Audit• Budget, Finance and Strategy• Compliance• International work• Knowledge Management• Marine and Coastal Coordination• Portfolio Indigenous Affairs• Workforce Management.

Our planningDEH has:

• a corporate plan for three to fi ve year periods

• an annual strategic plan• annual work plans for each division

based on the strategic plan• annual branch, section and individual

work plans.

Results arising from these plans are subject to periodic internal review, such as through the performance and development scheme and internal audit.

Our management systemsFor our social performance, DEH uses:

• Investors in People standard and plans• the performance and development

scheme• an annual strategic people management

plan

• a monthly ‘human resource scorecard’ reported to the Executive Roundtable.

For our environmental performance, DEH uses:

• ISO14001 standard for our EMS• EMS internal audit and management

review.

For our economic performance, DEH uses a mix of risk management policies, risk management plans, internal audit and a fraud control plan.

Governance reviewsIn 2004–05, DEH conducted a review of its governance arrangements. The review found that current systems were operating effectively. A new audit and governance unit has been set up to ensure that this continues to be the case.

Also in 2004 DEH commenced responding to the recommendations of the Uhrig Review into corporate governance arrangements for statutory authorities and statutory offi ce holders. In 2004–05, assessments against the governance principles in the Uhrig Review were conducted of the Sydney Harbour Federation Trust and the Offi ce of the Renewable Energy Regulator. Assessments of the Director of National Parks and the Great Barrier Reef Marine Park Authority are ongoing.

Administrative effi ciencyMany of our management systems contribute to ongoing evaluation of how effi ciently we perform the functions of public administration. For example, the work of our audit committee helps in assessing the fi nancial effi ciency (as well as probity) of our public expenditures.

In addition, reviews of key policy and programme functions are conducted from

time to time, including as requirements of Budget allocations. In 2004–05 signifi cant external reviews of the effi ciency of key programmes included:

• review of the National Pollutant Inventory

• Productivity Commission review of native vegetation and biodiversity laws

• ANAO audit of the administration of the National Action Plan for Salinity and Water Quality

• review of ambient air quality National Environment Protection Measure

• review of the Fuel Quality Standards Act 2000.

These reviews indicated opportunities to improve the quality of our National Pollutant Inventory public communications and our database systems. The ANAO audit of the National Action Plan for Salinity and Water Quality noted the pioneering nature of the scheme and that problems in expenditure were mainly attributable to delays in signing the bilateral agreements with other governments.

Further details on DEH’s governance arrangements can be found in the Managing the Department section of the DEH Annual Report.

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MORE ABOUT DEH

Our stakeholdersDEH’s activities are of interest to a wide range of stakeholders. Our staff, members of the public, other government agencies, community groups and businesses are all concerned with how well we acquit our responsibilities.

Stakeholders expect us to provide national leadership in environmental management. In embracing TBL reporting, DEH is moving ‘beyond compliance’—that is, we are beginning the process of reporting more than we are required to by law. This voluntary increase in disclosure and transparency is a part of providing national leadership and meeting stakeholder expectations that we will account not only for our fi nancial performance, but also for our environmental and social performance.

Meeting with some stakeholdersGood reporting requires understanding your audience, which for DEH includes external and internal stakeholders. In preparing this second TBL report, we met with stakeholders and asked them how they thought we should improve our reporting. In Table 16 we have summarised the feedback we received and noted whether we were able to make those changes for this report.

The DEH internal stakeholders consulted were from three staff groups:

• EcoNet Offi cers—staff volunteering time to implement and promote internal resource effi ciency and environmental management

• Investors in People representatives—staff who implement staff development programmes in DEH

• graduate group—the 2005 graduate intake into DEH.

Three intensive small group meetings were held in Sydney and Melbourne, aimed at external stakeholders with experience and expertise in TBL reporting. These expert groups drew upon business, government, university and community sectors.

External Group 1 had participants from:

• PricewaterhouseCoopers• Institute of Public Administration

Australia• International Council for Local

Environmental Initiatives/Centre for Public Agency Sustainability Reporting

• National Australia Bank• RMIT University.

External Group 2:

• International Council for Local Environmental Initiatives

• Centre for Public Agency Sustainability Reporting

• Australian Conservation Foundation• World Wide Fund for Nature• City of Melbourne.

External Group 3:

• NSW Parliament, Public Accounts Committee

• Westpac Bank• University of Technology Sydney• KPMG Australia• Centre for Australian Ethical Research• NSW Department of Environment and

Conservation.

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MORE ABOUT DEH

Table 16: Stakeholder feedback on fi rst TBL report

External

Issues needing improvement

DE

H

Inte

rnal

Gro

up1

Gro

up 2

Gro

up 3

Report relationship with other DEH reports and linkages P P

Should have a single environment report for the entire Australian Government and Commonwealth Budget expressed in TBL terms

O

Explain Commonwealth Public Service governance P P P

Report DEH mission and vision P

Report integration of policy and programme activity and sustainability P P P P

Include diagram of ‘our sustainability’ P

Need clearer statements of reporting boundaries, scope of report, statement of intention over time and areas for improvement

P P

Report on DEH leadership role and performance within sphere of infl uence P P P

Expand reporting to cover remote and distant operations P P P

Explain the operational context of the reporting areas P

The presence or absence of an EMS should affect reporting on signifi cant issues P

Should explicitly discuss data and management gaps and reliability issues P P

Use case studies more effectively P P P P

Report on progress towards achieving goals in next report P P P

Discuss some examples of things that did not work out and challenges to overcome O

Identify and discuss stakeholders and their interests P P P P

Report who reads the DEH TBL O

TBL should address the needs of all of the possible reading audiences O

Pilot new GRI Public Agency Sector Supplement P

Need better GRI links and explanation for indicators not addressed P

Include an indicator about the number of public agencies producing sustainability reports O

Improve social indicators, data and discussion P P P

More numerical/quantitative goals required P P

Future report should show performance trends over time P P

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MORE ABOUT DEH

External

Issues needing improvement

DE

H

Inte

rnal

Gro

up1

Gro

up 2

Gro

up 3

Introduce longer-term goals (more than 1 year) O O

Provide some critical comment on the things reported ie are they good or not? P

Improve educational value of report P P P P

Improve the use of web links for accessing more information P

Compare DEH performance to similar sized organisations with similar activities O

Should have more benchmarking of performance P

Need more balance between environmental, social and economic sections P

Report social activities external to DEH O

Report Indigenous development/engagement P

Include taxi use and plane travel information in transport section P

Include energy/greenhouse effect of staff travelling to and from work, and initiatives to encourage use of low impact options

O

Report costs/savings made with changed resource use and sustainability reporting P P P

Improve procurement policies, and outcomes reporting P P

Improve report cohesion to make it more readable P P

Include more graphics and images P

Use TBL to report and promote good practice in reporting areas P

Ensure symbols and colour coding used assists the reader P P P P

Continue producing the TBL as a stand alone report P P

TBL should be fully integrated with the DEH Annual Report O

Verifi cation should continue P P P

Reader feedback should be further encouraged P P

P Issue raised and addressed in this report O Issue raised but not addressed in this report

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Discussion of stakeholder feedback

Data issuesA number of stakeholders suggested we improve the data contained in the report by improved social indicators, more numerical goals, trend reporting, introduction of longer-term goals, and introduction of appropriate benchmarks for judging DEH.

There were also some specifi c data requests such as for data on the energy and greenhouse effect of plane and taxi travel, and staff travelling between work and home.

Response Wherever possible we have addressed these issues in this report. For example, we are now reporting the indirect greenhouse emissions from staff use of taxis and air travel. We have reviewed social data presently held which might improve our social reporting, and we are moving towards including more quantitative goals. We have included some additional benchmarks in this report, and will improve on this in subsequent reports.

Information issues Last year’s report was seen to have missed a valuable opportunity for reader education. Stakeholders wanted to see statements

about why the things we reported on—like greenhouse gas emissions and water use—are important issues. They also viewed case studies as opportunities for improving reader insight into DEH operations. It was also pointed out that readers would benefi t from explicit interpretation of the data presented—is the value reported a sign of good or bad performance?

ResponseWe have addressed these issues in the report, and will continue to work on increasing the educational value of our reports.

Best practice issuesThe external groups consulted had particular expertise and experience in TBL reporting, and came up with issues related to moving towards best practice reporting. They suggested we trial the recently released pilot GRI Public Agency Sector Supplement, improve the links and explanations around our use of GRI indicators, explicitly discuss our data gaps and expand the scope of what we report.

ResponseWe have piloted the GRI’s Public Agency Sector Supplement, and by doing so have dealt with some of the other issues raised by stakeholders, such as stating DEH’s mission

and explaining public sector governance. We have included a web link to the full list of GRI indicators and an explanation of why some of those indicators were not used. Where we have data gaps, we have acknowledged this in the report. The scope of the report has also been expanded to include our on-ground environmental management activities across all divisions.

Other issues The full range of issues raised by stakeholders are noted in Table 2, and whether they have been addressed in this report is shown with the tick or cross symbols. How these issues have been addressed can be explored in the text of the report.

Goals 2005 – 06 • Assess the relationship between our TBL

and annual reports.• Continue to pilot the GRI Public Agency

Sector Supplement in our reporting for 2005–06.

Public policies and implementation measuresDEH is the Australian Government’s lead agency on environmental matters.

Our approach to sustainable development PA2Our approach to sustainable development involves a focus on the environmental dimension of sustainability, but not at the expense of social, cultural and economic aspects.

The Australian Government defi nition of sustainable development is:

using, conserving and enhancing the community’s resources so that ecological processes, on which life depends, are maintained, and the total quality of life, now and in the future, can be increased.

Endorsed in 1990, the above defi nition represented a consensus between all Australian governments and was part of an extensive, national, multi-stakeholder consultation process that led to the National Strategy on Ecologically Sustainable Development (NSESD), released in 1992.

The NSESD identifi ed fi ve key principles of ESD:

• integrating economic and environmental goals in policies and activities (the integration principle)

• ensuring that environmental assets are properly valued (the valuation principle)

• providing for equity within and between generations (the intergenerational principle)

• dealing cautiously with risk and irreversibility (the precautionary principle)

• recognising the global dimension.

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Putting sustainable development into practice PA3As an environment and heritage agency, all of DEH’s public policy roles have a direct bearing on sustainable development. As a result, sustainable development informs all our public policy and implementation activities.

The role of the department is to achieve two major outcomes for the Australian Government:

Outcome 1: the environment, especially those aspects that are matters of national environmental signifi cance, is protected and conserved

Outcome 2: Australia’s interests in Antarctica are advanced.

These outcomes are the broad public policy goals for the portfolio, in both the short and long terms. The fi rst outcome is the responsibility of DEH (working in partnership with other agencies and portfolios). The second outcome is the responsibility of DEH’s Australian Antarctic

Division. In the economic section of this report, we detail our economic performance against outcomes 1 and 2.

DEH specifi c goals PA4 In the portfolio, outcome milestones and achievements are tracked against six themes:

• Climate change• Land and inland waters• Coasts and oceans• Heritage• Impacts of human settlements• The Antarctic.

How were these outcomes and themes set? PA5The outcomes for portfolios (and hence for all agencies) are set by the Australian Government as part of general budget, reporting and accountability processes.

The six themes for DEH’s outcomes were developed in consultation with other agencies. These refl ect useful divisions of

responsibilities between operating units in DEH and our key pieces of enabling legislation, such as the Environment Protection and Biodiversity Conservation Act 1999. The themes also refl ect Australia’s international obligations, such as for Ramsar wetlands and international movements of hazardous waste under the Basel Convention.

Public policy implementation PA6 Given the large number of sustainable development policies and programmes we are responsible for, this report will provide a key example of sustainable development in our public policy implementation. For a more detailed description of these actions against sustainability principles, please see the full DEH Annual Report for 2004–05 at www.deh.gov.au/about/annual-report

Example – Impacts of human settlement on Antarctica Expeditions to, and exploration of, the Antarctic and sub-Antarctic region have been ongoing since Captain James Cook’s voyages in the late 1770s. More recently, thousands of men and women have travelled south over the years since the establishment of the Australian National Antarctic Research Expeditions (ANARE) in 1947. All have lived and worked in one of the most challenging environments on the planet for periods of time ranging from a few weeks to 18 months. Settlements developed in support of national research

programmes, and ship-based tourism are the main activities occurring in Antarctica today.

Implementation measuresAustralia has been active in promoting environmental protection of the Antarctic since the inception of the Antarctic Treaty System. Australia’s main achievement in this arena was the acceptance by the international community of the call for comprehensive protection of the Antarctic environment that led to the Protocol on Environmental Protection to the Antarctic Treaty (the Madrid Protocol). The Madrid Protocol requires that activities shall be planned to avoid impacts not just on the fl ora and fauna of Antarctica but also on the Antarctic environment, dependent and associated ecosystems and the intrinsic

value of Antarctica, including its wilderness and aesthetic values and its value as an area for the conduct of scientifi c research.

AAD’s Environmental Policy provides a framework for achieving continual improvement in environmental performance through sustainable practices, which include:

• promoting compliance with the environmental principles and agreements of the Antarctic Treaty System by other national operators, organisations and individuals in the Antarctic– compliance by participants in projects

and programmes supported by the AAD, by other Australian visitors to the Antarctic, and by our contractors and suppliers with all applicable environmental laws, regulations and agreements

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– developing and implementing measures and technology to prevent or minimise pollution, waste and other human impacts on the Antarctic environment and dependent and associated ecosystems.

To ensure effi cient implementation of its Environmental Policy, the AAD brought together and strengthened its environmental management processes by implementing an environmental management system (EMS), which has been certifi ed to meet the requirements of the Australian/New Zealand Standard AS/NZS ISO 14001:1996 Environmental Management Systems.

Implementation measures include:

• participation in and support of the Committee for Environmental Protection, in the Antarctic Treaty System

• active engagement with tourism and other non-government operators to promote environmental stewardship in Antarctica

• development of strategies and techniques for clean-up of abandoned work places and waste disposal sites in the Australian Antarctic Territory and Heard Island satisfying Annex III of the Madrid Protocol (no greater adverse environmental impact than leaving waste in existing location)

• development of an automated system which makes tracking easier and provides consistency of approach for Antarctic approvals which comply with all relevant legislative and regulatory requirements

• incorporating an environmental code of conduct in the ANARE handbook and fi eld manual

• conducting competency-based environmental training for expeditions including environmental awareness of waste, energy, wildlife and water issues

• establishment of a contaminated sites database which provides a prioritised guide for site remediation activities

• establishment of an incident, hazard and improvement suggestion reporting system (IHIS), which includes review and feedback mechanisms.

Predicted performancePerformance related to the international, agency and individual implementation measures is predicted to be positive. Currently, Australia holds the chairmanship of the Committee for Environmental Protection and is very active in the Antarctic Treaty System. The development of environmental management plans to inform the EMS will improve monitoring, evaluation and reporting outcomes. Performance related to on-ground measures to minimise the impacts of human settlement on Antarctica is diffi cult to predict as it depends on a number of factors including:

• access to sites which are limited by distance and practicalities of shipping

• time on site which is limited by climate and environment

• capacity to move material which is limited by shipping and container capacity

• on-site conditions that are diffi cult to predict with certainty

• research outcomes which may indicate that clean-up activities may cause greater adverse impacts than leaving a site in existing condition.

Indicators and targetsKey indicators and targets for performance of activities related to the impacts of human settlement on Antarctica are currently being developed for:

• Australian environmental initiatives accepted and endorsed by the Committee

for Environmental Protection and the Antarctic Treaty Consultative Meeting

• environmental impact assessments for all tourist operators operating in the Australian Antarctic Territory

• number of people inducted and receiving environmental training

• progress achieved in documenting and assessing contaminated sites

• management status of contaminated sites• volume of contaminated waste on site• number of environmental standards

established for contaminants in Antarctica

• preventative measures incorporated into the automated Antarctic approvals process

• the effects of human activities on key environmental values.

Performance

New rules on environmental liabilityThe 28th Antarctic Treaty Consultative Meeting was held in Stockholm from 6–17 June 2005 in conjunction with the annual meeting of the Committee for Environmental Protection.

An important outcome of the Stockholm meetings was the adoption of a new annex to the Protocol on Environmental Protection. This was the most substantial instrument added to the Antarctic Treaty System since the protocol itself was added in 1991.

Settlement at Mawson Station

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The new annex to the protocol—the sixth—deals with liability arising from environmental emergencies, an issue with many legal complexities. Once in force the annex will require anyone who causes an environmental accident in Antarctica to take action to clean up the pollution and prevent further environmental damage.

Further, if someone else has to clean up the damage, they can claim compensation from the polluter.

The adoption of the annex concludes more than a decade of negotiations.

The annex is a pragmatic fi rst step towards elaborating a full set of rules and procedures on liability for any form of environmental damage. When it adopted the annex the Antarctic Treaty Consultative Meeting foreshadowed ‘future steps’ towards a more comprehensive liability regime.

Thala Valley Waste RemovalAround 1000 m3 of waste, stored at a bunded stockpile to reduce off-site contaminants, remains to be removed from Casey Station by ship. Monitoring of the Thala Valley site continues to ensure that there is no further off-site migration of contaminants.

Contaminated Sites Register The Contaminated Sites Register, dating back to 1947, contains 166 records overall. Only one new site was added in 2004–05. This was an old depot of fuel drums and gas

cylinders discovered in 2004 in the Beaver Lake area.

Incident, Hazard and Improvement Suggestion Reporting System (IHIS)In 2004–05, a total of 113 environmental reports were logged on the online IHIS: 50 incidents, 12 hazards and 59 suggestions for improvements.

Continuous improvement actions During 2004–05 a range of continuous improvement actions were undertaken to improve the effectiveness of our policy responses to impacts of human settlement. These include:

• development of site remediation procedures appropriate for the Antarctic environment

• development of environmental guidelines (trigger values and targets for remediation) designed for the Antarctic environment

• review of the EMS and incorporation of inputs and techniques from scientifi c research

• review of the methodology used for ensuring regulatory compliance

• development of an AAD environmental audit program

• incorporation of feedback through IHIS into developing environmental guidelines.

Future goalsAddressing the issues associated with the historic and current impacts of human settlement on Antarctica requires long-term commitment. Based on the current notional timetable and priorities, specifi c goals for 2005–06 are:

• continued active participation in the Committee for Environmental Protection and the Antarctic Treaty System

• establishment of a full-scale pilot trial for in-situ remediation of a fuel spill contaminated site at Casey Station

• development of objectives and targets relating to human impacts of settlement on Antarctica to inform the EMS

• development of quarantine procedures with our Antarctic Treaty partners

• development of management plans for Australian Antarctic cultural heritage places

• review of Antarctic environmental policy objectives.

Stakeholder engagement in public policy PA7Good practice in policy development and implementation involves consultation with key stakeholders. While DEH does not currently have an explicit strategy for stakeholder identifi cation and engagement, talking with interested community groups, industry, non-governmental organisations, universities and other government agencies is common practice in DEH.

Typically, this is a requirement of legislation we administer, such as the EPBC Act. In addition, the Australian

Government requires regulatory impact statements for signifi cant new regulation to address social, economic and environmental impacts, and this usually entails consultation.

Some examples of recent policy work featuring stakeholder engagement include:

• widespread consultation with industry, water utilities, all Australian jurisdictions and the community as part of developing the Water Effi ciency Labelling and Standards scheme

• consulting with affected communities,

including farming and fi shing interests, as part of regional marine park planning for the Great Barrier Reef

• employment of regional natural resource management facilitators to enhance engagement with regional stakeholders such as catchment management groups and primary producers

• AAD sponsorship and active participation in the annual Antarctic Winter Festival that aims to educate, inform, inspire and celebrate the community’s involvement with Antarctica and Australia’s role in Antarctic science and policy.

Barrels of fuel ready for airlifting

64


APPENDIX A – ASSURANCE STATEMENT 65


APPENDIX A – ASSURANCE STATEMENT66


APPENDIX B

Appendix B – Environmental reporting unitsAbbreviation Name Description

J joule Unit of energy

kJ kilojoule 1000 (one thousand) joules

MJ megajoule 1 000 000 (one million) joules

GJ gigajoule 1 000 000 000 (one billion) joules

W watt Unit of energy use (equivalent to one joule per second)

kW kilowatt 1000 (one thousand) watts

kWh kilowatt hour Electricity consumption that uses 3.6 MJ of energy in one hour

kg kilogram A metric unit of weight

t tonne 1000 (one thousand) kilograms

L litre A metric unit of volume (equivalent to one thousand cubic centimeters)

Kl kilolitre 1000 (one thousand) litres

Ml megalitre 1 000 000 (one million) litres. Equivalent to 1 cubic metre.

km kilometre A metric unit of distance

km/h kilometers per hour Velocity

m3 cubic metre A metric unit of volume (equivalent to one megalitre)

ha hectare A metric unit of area.

CO2

carbon dioxide The most common greenhouse gas produced by human activity

tCO2-e

tonnes of carbon dioxide equivalent

Standard measure for normalising the varying global warming impacts of different greenhouse gases.

Ream 500 paper sheetsA standard measure for quantifying standard photocopying and/or printing paper. One ream is 500 sheets of A4, A5, A3 or any other standard sized paper.

67


APPENDIX C

Appendix C – Abbreviations used in this report

4WD Four wheel drive vehicle

AAD Australian Antarctic Division

ABGR Australian Building Greenhouse Rating

ACT Australian Capital Territory

AGO Australian Greenhouse Offi ce

ANAO Australian National Audit Offi ce

ANARE Australian National Antarctic Research Expeditions

ANBG Australian National Botanic Gardens

APS Australian Public Service

AuSSI Australian Sustainable Schools Initiative

AWA Australian Workplace Agreement

BMCS Building Management Control System

BP British Petroleum

CASA Civil Aviation Safety Authority

CO2 Carbon dioxide

DAFF Australian Government Department of Agriculture, Fisheries and Forestry

DEH Department of the Environment and Heritage

EAP Employee Assistance Programme

EBB Edmund Barton Building

ECONet Environment Contact Offi cer Network

EDGAR Environmental Data Gathering and Reporting System

EfS Education for Sustainability

EMS Environmental Management System

EPBC Act Environment Protection and Biodiversity Conservation Act 1999

ERISS Environmental Research Institute of the Supervising Scientist

ESD Ecologically Sustainable Development

GRI Global Reporting Initiative

GST Goods and Services Tax

GVG Green Vehicle Guide

HR Human resources

IHIS Incident, Hazard and Improvement Suggestion Reporting System

IiP Investors in People

68


APPENDIX C

ISO International Standards Organisation

IT Information technology

JFS Jabiru Field Station

JGB John Gorton Building

KRA Key Result Area

LPG Low Pressure Gas

NABERS National Australian Built Environment Rating System

NATA National Association of Testing Authorities

NCSI NATA Certifi cation Services International Pty Ltd

NOO National Oceans Offi ce

NSESD National Strategy for Ecologically Sustainable Development

OH&S Occupational health and safety

OSCAR On-line System for Challenge Plus Activity

OSS Offi ce of the Supervising Scientist

PDS Performance and Development Scheme

RAIA Royal Australian Institute of Architects

SAB Special Antarctic Blend

SSD Supervising Scientist Division

TAFE Tertiary and Further Education

TBL Triple Bottom Line

tCO2-e Tonnes of carbon dioxide equivalent

TLP Tenant light and power

UNDESD United Nations Decade of Education for Sustainable Development

UNFCC United Nations Framework Convention on Climate Change

WBACC Wreck Bay Aboriginal Community Council

WBEL Wreck Bay Enterprise Limited

WCO Workplace contact offi cer

WIRES Wildlife Information and Rescue Service

APS 1,2,3,4,5,6 APS Administration Offi cer (level) classifi cations.

EL 1,2 APS Executive Level classifi cations (middle management)

SES Band 1,2,3 Senior Executive Service (level) classifi cations

69


Our sustainability story

In this, the second Triple Bottom Line Report from the Department of the Environment and Heritage, you can read the story of our environmental, social and economic performance for the 2004–05 fi nancial year.

Here you will fi nd information about:

• the incorporation of the Australian Greenhouse Offi ce and the National Oceans Offi ce as part of the Department

• how we have reduced our electricity use at head offi ce to 52% of the Australian Government’s energy use target

• the challenges of environmental management in the Antarctic, in our national parks and around uranium mine sites in the Northern Territory

• our social and economic performance across all our sites and divisions

• what our stakeholders think of our reporting and how we have responded

• how we have gone with meeting the performance improvement goals set in the fi rst Triple Bottom Line Report

• our goals for continued improvements in 2005–06 and beyond.

This second report is one of the fi rst in the world to use the new Global Reporting Initiative (GRI) Public Agency Sector Supplement, which provides common indicators for sustainability reporting in the public sector.

A selection of indicators in this report has been audited by the Auditor-General as a sign of our commitment to open and honest accounting for our performance.

For more information on our policy and programme activities, see the full Department of the Environment and Heritage Annual Report (Volumes 1 & 2).

triple bottom line report 2004-05 - department of the ...environment.gov.au › system › files ›...

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