Department of Natural Resources and Mines

2027 06/17

Welcome from our Director-General

As Director-General, I’m extremely proud to lead the Department of Natural Resources and Mines (DNRM).

We’re a professional, diverse agency, with offices located across Queensland. Our people are integral to our success as an organisation. We value every employee for their contribution and we actively support their health and wellbeing as well as their ongoing learning and development.

I encourage you to explore this document and learn more about our people, our work and our culture.

James Purtill Director-General

Table of contents

Welcome .............................................. 1

Our work ............................................. 2

Our services ....................................... 3

Our government and minister ........ 4

Our structure ...................................... 5

Our workforce ................................... 6

Our board ........................................... 7

> James Purtill .......................................................... 8

> Alan Feely ............................................................... 9

> Nicole Buchanski ............................................. 10

> Rachael Cronin ................................................... 11

> Brenda Parker .................................................... 12

Our working environment

> Fair, professional and transparent ....... 13

> Our public sector values ............................ 14

> Health, safety and wellbeing .................. 15

> Supporting our people ................................ 16

> Employment conditions and pay .......... 17

> Leave ....................................................................... 18

> Superannuation ................................................ 19

> Salary packaging ............................................ 20

> Union membership ........................................ 21

> Capability and improvement ................... 22

> Performance and development agreements (PDAs) ........................................ 23

> Study and research assistance and professional development ........................ 24

> Reward and recognition ............................. 25

Becoming a part of DNRM ............ 26

© State of Queensland, 2017.

For more information on this licence, visit http://creativecommons.org/licenses/by/3.0/au/deed.en.

Our work

DNRM is a Queensland Government department committed to ensuring the responsible use of our natural resources— water, land, minerals and energy—to sustainably generate prosperity for current and future generations of Queenslanders.

Partnerships with our customers and stakeholders are important to us, as we work to improve our products and services and deliver policy that is environmentally responsible, reflective of the needs of the broader community, and of significant long-term economic benefit to our state.

Our strategic plan guides our priorities, which support the Queensland Government’s focus on working closely with all Queenslanders to create jobs and a diverse economy, deliver quality frontline services, protect the environment (including the Great Barrier Reef), and build safe, caring and connected communities.

DNRM’s strategic objectives• Sustainable management of

Queensland’s land and water resources

• Responsible use of our minerals andenergy resources

• Accurate, timely knowledge of ourproperty and spatial informationresources

• Great services, great place to work

DNRM’s guiding principles• Safety and wellbeing

• Professional excellence

• Customer focus

• We deliver

• Respect

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Our services

Land and property• Titles registry• L and valuations and property data• Land access laws, fees and royalties• State land management (stock routes

and fire management)• Indigenous land use (leasing, transfers,

freehold title, land trusts and native title)• Vegetation management (laws, clearing

exemptions, self-assessable clearing codes and vegetation maps)

Mapping and data• Surveying (Queensland surveying

standards, forms, calibration baselines and permanent survey marks)

• Geological data services

• Queensland Globe

• Queensland digital exploration reports

• Geospatial data

• F lood mapping and simulations

• Aerial and satellite imagery of Queensland

Water management• Water catchment and resource

planning

• Water monitoring

• Water licences, permits and forms

• W ater access (including bores, metering and water sharing)

Mining and exploration• Mining and petroleum permits

• Mine safety and health

• Groundwater impact assessment and monitoring programs

• Fossicking information and permits

• Coal seam gas (CSG) and liquefied natural gas (LNG) projects, including compliance and engagement

• N ew resource opportunities

• Abandoned mines

• Explosives and fireworks regulation

• Gas safety

• Mine safety training, research and testing

• Exploration land releases

Fast fact: DNRM administers more than 126 million hectares of leaseshold state land—an area five times the size of the United Kingdom.

Fast fact: DNRM’s 400 water-monitoring stations delivered stream-flow and rainfall data hourly to the Bureau of Meteorology during Tropical Cyclones Oswald, Marcia and Ita and other extreme weather events.

Fast fact: In 2014–15, DNRM administered drought relief funds of $4.1 million via land rent rebates and waivers of water licence fees for landholders.

Fast fact: In 2014–15, DNRM conducted 1615 mine audits and inspections, inspected 683 explosives operators and completed 2278 petroleum and gas inspections, including inspections of wells.

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Our government and minister

Queensland Parliament is the only state parliament in Australia without an upper house. This makes it a ‘unicameral’ parliament, meaning that it has just one house: the Legislative Assembly. Members of the Legislative Assembly make decisions about new laws and changes to legislation. As part of the democratic process, members also debate the key issues of the day and ask questions of ministers when in session.

Our minister, Dr Anthony Lynham is the Minister for State Development and Minister for Natural Resources and Mines.

Before entering parliament as the member for the Brisbane seat of Stafford in 2014, Dr Lynham worked as a maxillofacial surgeon. Dr Lynham is an adjunct professor at Queensland University of Technology and an associate professor at the University of Queensland School of Medicine.

Following his election in July 2014, he served as the Shadow Minister for Education, Shadow Minister for Science, Information Technology and Innovation, Shadow Minister for Primary Industries and Fisheries, and shadow spokesman for the public service assisting the leader.

As a surgeon who continuously dealt with the aftermath of violence, including domestic violence, Dr Lynham is a passionate opponent of all forms of violence. Before entering parliament, Dr Lynham was a prominent advocate of policies to minimise alcohol-fuelled violence. He is also a White Ribbon ambassador.

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Our structure

DNRM is structured into four main areas.

Natural Resources (NR) is the delivery arm of DNRM, providing customer-focused services and practical solutions to help customers achieve their business goals. NR has a strong regional presence and is working closely with Policy and Program Support to achieve DNRM’s key reform initiatives. NR’s service areas include land valuations, land titles registration, spatial services, state land and vegetation management and water licensing and allocations.

Policy delivers strategic policy (for the land, water and mining service areas), planning and assessment.

As part of this service, the group provides expert advice on policy matters regarding land, water, mines and native title. Policy Division also supports the implementation of the DNRM blueprint and is charged with implementing program management for ICT investmenand core service areas.

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Minerals and Energy Resources (MER) is responsible for reducing safety and health risks in Queensland’s minerals, energy and explosives industries. MER also provides world-class geological science, as well as planning for a strong, internationally competitive minerals and energy sector.

Business and Corporate Partnership (BCP) provides coordinated corporate support to DNRM, as well as specific corporate services to a select group of agencies in a sector-leading partnership model of service delivery. BCP’s extensive professional expertise helps business areas develop tailor-made solutions to ensure they can deliver on the government’s priorities.

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Our workforce

DNRM employs staff right across Queensland, as far north as Cairns and west to Mount Isa. Roughly one-third of our employees are located within the Brisbane CBD, but the majority are spread across the state.

Diversity and inclusion

• 50% representation of Women in Leadership roles

• 10% representation of workforce identifying as having a disability

• 10% representation of workforce from a non english speaking background

• 3% representation of workforce identifying as being Aboriginal and/or Torres Strait Islander

DNRM is committed to creating a diverse and inclusive workplace where individual differences are respected, diverse skills and knowledge are valued and utilised, and opportunities are available for all. DNRM’s goal is to ensure our workforce represents the community we serve.

A diverse workforce benefits the Queensland Government by providing different experiences, perspectives and backgrounds to our decision-making processes, the way we meet the needs of the community and the way we interact with our colleagues.

Our commitment extends to increasing the representation of Aboriginal and Torres Strait Islander people, women in leadership roles, people with a disability and people from a non-English speaking background.

Aboriginal and Torres Strait Islander People

DNRM’s Cultural Capability Strategy for Aboriginal and Torres Strait Islander people has been developed by our Aboriginal and Torres Strait Islander employees. It ensures we value the diverse knowledge, skills, history, traditions and cultures of Aboriginal and Torres Strait Islander people, maximise their employment and career development opportunities and take steps to become a culturally capable employer and service provider.

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Our board

DNRM is managed by a board that comprises the Director-General (who chairs the group), the four Deputy Directors-General, the Executive Director Communications and the Corporate Counsel.

The board’s role is similar to the role of a board that governs a corporation. Its job is to direct and control DNRM to enable it to deliver on its strategic plan.

The members of the board are collectively responsible for the strategic operation, performance and culture of DNRM as a whole. They are appointed to further the interests of the whole department, and will ‘speak as one voice’ on board matters.

The board is collectively responsible for the efficient and effective operation of DNRM under the following legislation:

• Financial Accountability Act 2009 and Financial and Performance Management Standard 2009

• Public Service Act 2008

• Public Records Act 2002

• Public Sector Ethics Act 1994

• Right to Information Act 2009

• Information Privacy Act 2009

• Work Health and Safety Act 2011.

The Director-General can delegate some functions to assist with governance, but retains accountability as the officer certifying compliance with the requirements of the Financial Accountability Act 2009, the Financial and Performance Management Standard 2009 and the annual report requirements for Queensland Government agencies.

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James Purtill Director-General

James has senior executive experience within both the public and private sectors.

A scientist and business administrator by profession, James has Australian and international experience, has been a chief executive officer in the Queensland Government, was a delegate to the United Nations, and has been awarded the Prime Minister’s Centenary Medal.

In the public sector, James was Director-General of the Queensland Environmental Protection Agency for six years, Queensland Public Service Commissioner for two years, and most recently Director-General of the Department of Aboriginal and Torres Strait Islander Partnerships.

In the private sector, James was a director with a multi-national engineering, procurement and contract management firm, and served as a managing director for an environmental rehabilitation company. He has also consulted to industry and government on a range of organisational design and environmental management issues. As a general manager of sustainability for an ASX top 20 resources company, he led the community and environmental programs for an $18 billion project.

James joined DNRM in July 2015.

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Alan Feely Deputy Director-General, Natural Resources

Alan commenced with DNRM in March 2016, and is responsible for DNRM’s delivery of mining, water, land, vegetation and property services (including titles, valuations and spatial data).

Alan graduated with a Bachelor of Agricultural Science from Lincoln University in New Zealand, and devoted the first few years of his career to soil conservation and erosion control in New Zealand and Canberra.

Since then, Alan has held a number of senior public sector roles covering land and water management, pollution control, mine rehabilitation, vegetation and water reform. Most recently, Alan was Deputy Director-General of the Department of Aboriginal and Torres Strait Islander Partnerships, looking after the economic agenda. He also recently worked in the private sector in the CSG–LNG industry.

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Nicole Buchanski Deputy Director-General, Policy Division

Nicole began her professional career with the Queensland public sector in the early 1990s with the then Department of Environment and Heritage as an Environment Officer based in Maryborough. Then she took on more responsibilities with Queensland’s Environmental Agency, including operational roles in Far North Queensland. After returning to Brisbane she was a Senior Officer in the Sustainable Industries Division with responsibility for developing industry partnerships with peak bodies including the Queensland Farmers Federation, Canegrowers, Urban Development Institute of Australia, AIG and Commerce Qld.

She’s lead legislative and policy reform across the areas of air, noise, waterand energy, and was proud to have a front row seat in the development of Queensland’s Climate Change Strategy – Climate Smart 2050, the establishment of the Office of Climate Change and the Premier’s Climate Change Council.

After leaving the public service she took up a leadership role in the coal sector focusing on water management, environmental approvals and carbon. Most recently she held a corporate role in the petroleum and gas industry, this included responsibility for sustainability, environmental management, water and cultural heritage nationally.

© Alan Jensen

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Rachael Cronin Deputy Director-General, Minerals and Energy Resources

Rachael commenced in this role in January 2016. Her role in DNRM encompasses mine health and safety, CSG compliance, the Office of Groundwater Impact Assessment, Mining and Petroleum Operations and the department’s Safety In Mines Testing and Research Station (Simtars).

Rachael has a broad range of experience in both the public and private sectors. In her current role, and in her prior role in government, Rachael has been actively driving regulatory and business process reform for the mining and petroleum sector. She has been instrumental in increasing the availability of online services within DNRM.

These improvements in service delivery have positively influenced the way industry manages its business and have improved public access to government information. Rachael’s roles in the private sector predominantly focused on business improvement. Her experience ranges from operational management within a development unit in an underground coalmine in Central Queensland to magazine production and print management nationally and abroad (United Kingdom and Canada).

Rachael holds a Master of Business Administration and bachelor degrees in commerce and law.

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Brenda Parker Deputy Director-General, Business and Corporate Partnership

Brenda is responsible for the efficient and effective delivery of strategic corporate services and business support programs in human resources, finance and performance management. She also leads the delivery of several other corporate functions, including legal, facilities management and web and creative services for multiple agencies under a corporate partnership model.

Prior to this current role, Brenda led the Corporate Services Renewal Taskforce at the Public Service Commission, which was responsible for identifying and implementing recommendations to improve the manner in which corporate services are delivered across all government agencies. Brenda has held several positions in the public sector over the past 20 years, including key leadership roles in the provision of corporate services.

Brenda has a number of qualifications and accreditations in human resources, workplace health and safety, rehabilitation and risk management, and is a graduate of the Australian Institute of Company Directors.

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Our working environment

Fair, professional and transparent

DNRM is an equal employment opportunity employer and supports diversity in our workplace. We promote a fair, professional and transparent work environment.

We make a difference to the lives of Queenslanders. The people of Queensland ask for and deserve our best efforts in meeting our professional duty and upholding our code of conduct.

The Code of conduct for the Queensland public service describes how staff are to conduct themselves in delivering services to the Queensland community. This includes how staff conduct themselves in the workplace and while representing the Queensland Government at work-related events including (but not limited to) conferences, training events, business trips and work-related social events. Managers and supervisors have a responsibility to model and promote this code.

The public has the right to expect the same ethical standards from all of us. To meet these standards, we:

• uphold the principles and values and comply with the standards of conduct set out in the code

• comply with all relevant awards, certified agreements, subsidiary agreements, directives, whole-of-government policies and standards

• adhere to the values, policies and procedures within DNRM.

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Our public sector values

Our department upholds the five Queensland public sector values:

• Customers first• Ideas into action• Unleash potential• Be courageous• Empower people.

These were developed to define how the public sector will become a high-performing, impartial and productive workforce that puts our customers—the people of Queensland—first.

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Health, safety and wellbeing

DNRM is committed to achieving and maintaining a culture that promotes a safe and healthy work environment for all our staff, customers, visitors, volunteers and contractors at all workplaces.

DNRM has consultative committees set up to provide leadership and safety and wellbeing governance to keep people safe. These committees also allow employees to have safety concerns raised and addressed.

Human Resources supports and administers the work health and safety (WHS) framework endorsed by the Director-General. This framework is a legislative requirement of the Work Health and Safety Act 2011.

The health of our people is always our priority, and DNRM offers a structured health and wellbeing program focused on three key areas:

• active lifestyles• healthy choices• building resilience.

As part of maintaining a healthy work–life balance, staff may be able to access flexible working arrangements, such as flexible work hours, job-sharing, purchased leave, carer’s leave, part-time work and telecommuting.

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Supporting our people

DNRM is working towards White Ribbon Australia workplace accreditation to support our people affected by domestic and family violence.

We are actively taking steps to recognise, prevent and respond to all staff who may be affected by violence and are working to create a workplace that promotes a respectful, safe and inclusive culture. Respect is something we all want and deserve, and as a guiding principle we are committed to raising awareness of domestic and family violence.

The Employee Assistance Program (EAP) is a free, confidential counselling and consultancy service available to any departmental staff (and their families) who are dealing with personal or work-related problems. The EAP can be used for a range of issues, including:

• work-related problems • interpersonal conflicts (work- • alcohol and other drug problems• financial worries related and other) • grief and trauma.• emotional stress • matters around domestic and

family violence

This is a confidential service. DNRM is not given any information that identifies those who seek assistance. Support and online resources are also available for managers.

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Employment conditions and pay

Most staff in DNRM are required to work at least a 7.25-hour day unless their manager/supervisor has prior knowledge, there is an emergency or the employee is not fit for duty due to illness.

There may be instances when staff are directed to be on call outside ordinary and rostered working hours, but this would be by prior arrangement with their manager/supervisor. No employee may work more than 9.5 hours (excluding a meal break) in one day without prior approval from their manager/supervisor.

Staff at classification A08 (and equivalent) and below are required to complete timesheets. Depending on your business area’s work rules, these are electronic or manual.

Salaried staff are paid fortnightly. Pays are deposited into bank accounts and, for accounts with major banks, are generally available by close of business on a Wednesday for the fortnight ending the following Friday. An employee can nominate up to three bank accounts for pay distribution.

Part-time staff are paid for their scheduled hours per fortnight. If extra hours are worked, part-time staff may be paid for the extra hours worked or accrue the extra hours to be taken off at a later date.

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Leave

A number of different leave types are available, depending on the reason for the absence. Common types of leave are recreation leave, long service leave, sick leave, family leave and special leave. Leave may be taken on full, half or no pay and for various periods as approved, and depending on the circumstances and operational requirements.

Employees must inform their manager or supervisor as early as possible of their request for leave, when they are planning to be away and any crucial dates. Employees can apply for leave to their manager online through the department’s Employee Self Service (ESS) portal.

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Superannuation

QSuper is the superannuation scheme provided by the Queensland Government. It is a co-contributory scheme and staff can contribute between 2% and 5% of their salary. This is matched by the compulsory employer contribution of between 9% and 12.75%.

Staff can also make voluntary contributions, salary sacrifice, transfer money from other funds and receive spousal contributions. Insurance for income protection and total and permanent disability is automatically provided. For more information, call QSuper on 1300 360 750.

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Salary packaging

Salary packaging is a voluntary arrangement between the Queensland Government and its staff, in which the government provides staff with benefits in return for an agreed salary adjustment. Salary packaging is a tax-effective way of receiving a salary as a combination of income and benefits. It allows staff to deduct some pre-tax income and use it for benefits such as superannuation.

Queensland Government employees have the choice of two salary packaging providers:

• Remuneration Services (Qld) Pty Ltd (RemServ)

• Smartsalary Pty Limited.

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Union membership

The Queensland Government has made a commitment to encourage union membership among its employees; however, union membership is optional. Each employee’s name, workplace and workplace location is provided to a relevant union so they can discuss with the employee the benefits of union membership. The unions that cover DNRM employees are:

• Together Queensland

• Professionals Australia.

Employees have access to union delegates and union officials during working hours to discuss any employment matter or seek union advice. Employees may be eligible for industrial relations education leave in the form of paid time off to acquire knowledge and competencies in industrial relations.

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Capability and improvement

DNRM’s capability framework and capability assessment tool have been designed specifically for our department to demonstrate the expected behaviours and capabilities of our people. They are important tools in generating regular performance and development conversations.

The framework gives both individuals and the organisation a basis for identifying what is expected for our people to be successful in their roles. It provides a reflective process that helps users understand their capabilities, strengths and weaknesses. It also provides structure to resolve gaps in knowledge and skill, and to identify learning and development opportunities.

Role descriptions for vacancies within DNRM use the framework when determining the capabilities required for the role. The capabilities will continue to be built on as part of the future performance and development process.

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Performance and development agreements (PDAs)

To better understand how their efforts contribute towards DNRM’s strategic priorities, every employee is required to complete a PDA.

The PDA process, undertaken in conjunction with our online capability assessment tool, helps an employee and their supervisor set key priorities, objectives, goals and expected behaviours in line with the capability framework.

Further, the process prompts conversations about resources and programs needed for capability development, as well as career aspirations.

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Study and research assistance and professional development

Staff who are studying may be entitled to leave assistance and/or an education allowance. The Study and Research Assistance Scheme (SARASsupports staff who undertake further education in an area of study or research relevant to services we provide and linked to our strategic outco

DNRM actively supports learning and professional development opportunities for our staff, with a strong emphasis on leadership development at all levels. We promote a variety of opportunities to learnand grow professionally, through the 70:20:10 model:

• 7 0% of significant learning happens through work experiences (or on the job)

• 20% happens through social experiences (working with and learning from our peers and others)

• 10% happens through formal and structured learning.

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mes.

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Reward and recognition

CUDOS is the department’s reward and recognition program. It’s an easy-to-use online program that gives every staff member the ability to recognise and acknowledge their peers for the great work they do.

The system generates e-cards and lets you nominate individuals or teams for reward points. These points can be redeemed for a range of products or as donations to charity.

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Becoming a part of DNRM

Once you have been offered a position with DNRM, you will be welcomed into the department through our formal induction and onboarding program.

Your local supervisor and Human Resources officer will provide you with everything you need to know and do in your first days and weeks with DNRM. This includes:

• access to IT systems and programs

• training in emergency procedures, code of conduct and workplace health and safety

• information about your work group, local protocols and your day-to-day activities and responsibilities.

If you are a permanent staff member, you will also be invited to participate in our quarterly onboarding program. This interactive and informative two-day event gives you the opportunity to meet our Director-General and senior leaders, network with staff across the agency, find out about the diverse work we do and learn about the wide range of programs available to support your ongoing professional development at DNRM.

More informationTo learn more about DNRM, visit www.dnrm.qld.gov.au. Positions with DNRM are advertised regularly on Smart Jobs and via our LinkedIn page. You are also welcome to contact a member of our Human Resources team by calling (07) 3333 5177 or emailing HR@dnrm.qld.gov.au.

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