Working for WWF-Australia
WWF Australia team 2011
Our aim is to stop the degradation of the planet’s natural environment and build a future in which humans live in balance with nature. Our team is comprised of talented professionals who share a passion for the environment and a commitment to WWF’s mission.
We follow the principles of Equal Employment Opportunity and our values and ethics inform everything we do. Our flexibility and staff support provides work-life balance as well as challenging and rewarding work and this provides for a healthy and sustainable workforce.
Our Values
WWF-Australia’s values are integral to our workplace culture. Our values form the basis for measuring the WAY we do things, guide our decision making and goal achievement, and our relationships with colleagues, partners, clients and the community.
We follow the principles of Equal Employment Opportunity and our values and ethics inform everything we do. Our flexibility and staff support provides work-life balance as well as challenging and rewarding work and this provides for a healthy and sustainable workforce.
Our Values
WWF-Australia’s values are integral to our workplace culture. Our values form the basis for measuring the WAY we do things, guide our decision making and goal achievement, and our relationships with colleagues, partners, clients and the community.
WWF Australia employee Mina Bassarova handling a flying fox
Equal Opportunity
WWF-Australia is an Equal Opportunity Employer and applies objective and fair criteria to the selection, assessment, promotion and treatment of staff members and potential staff members. We comply with the Equal Opportunity for Women in the Workplace Act 1999 and report annually to The Equal Opportunity for Women in the Workplace Agency (EOWA). We convene an annual staff forum which specifically focuses on our approach to EEO and Diversity.
Performance and Career Development
Our CEO’s performance is reviewed by the WWF-Australia Board, and the CEO evaluates the performance of the Executive Team. All staff participate in performance and career development reviews in collaboration with their managers. In these reviews we evaluate job outcomes, values alignment and discuss career development. Performance and career development training is available to all staff.
Staff training and development is a high priority in WWF-Australia as knowledge is key to our success in conservation. The WWF-Australia Guide to Training and Development is a source of reference for the career development opportunities offered by WWF-Australia. The Guide changes periodically to reflect strategic priorities and capability requirements Training & Development Handbook.
Salary Reviews
WWF reviews staff salaries annually. Salary decisions are influenced by a number of factors including individual performance and economic factors. WWF salaries are informed by external market data for the charity sector and our internal Job Grading Matrix. External salary benchmarking ensures we offer competitive remuneration for the sector.
Modern Awards, Policies and Procedures and Risk Management
A number of WWF positions are covered by Modern Awards and WWF complies with the requirements of the relevant Modern Awards. In addition we have a suite of institutional policies that inform how we work. These include Occupational Health and Safety, Child Protection, Code of Ethical Conduct, Whistleblower Policy, Grievance/Dispute Resolution, and Advocacy with Excellence. We manage a comprehensive Risk Register to ensure scientific, financial, and reputational risks are identified and managed and report on progress annually.
Induction
All new board members, staff, interns and volunteers participate in a New Starter Induction. Induction includes an overview of programs, policies, systems, processes and expectations. Our induction process typically receives a 100% satisfaction rating.
Cross-Cultural Training
As part of our commitment to Indigenous engagement, WWF-Australia has conducted cross cultural training programs in Sydney, WA and Queensland. The program includes an On Country component whereby Traditional Owners share their knowledge and experiences with WWF staff in order to facilitate a deep understanding of Aboriginal culture and how best to develop close partnerships. Board members and staff alike haveattended these sessions.
WWF-Australia is an Equal Opportunity Employer and applies objective and fair criteria to the selection, assessment, promotion and treatment of staff members and potential staff members. We comply with the Equal Opportunity for Women in the Workplace Act 1999 and report annually to The Equal Opportunity for Women in the Workplace Agency (EOWA). We convene an annual staff forum which specifically focuses on our approach to EEO and Diversity.
Performance and Career Development
Our CEO’s performance is reviewed by the WWF-Australia Board, and the CEO evaluates the performance of the Executive Team. All staff participate in performance and career development reviews in collaboration with their managers. In these reviews we evaluate job outcomes, values alignment and discuss career development. Performance and career development training is available to all staff.
Staff training and development is a high priority in WWF-Australia as knowledge is key to our success in conservation. The WWF-Australia Guide to Training and Development is a source of reference for the career development opportunities offered by WWF-Australia. The Guide changes periodically to reflect strategic priorities and capability requirements Training & Development Handbook.
Salary Reviews
WWF reviews staff salaries annually. Salary decisions are influenced by a number of factors including individual performance and economic factors. WWF salaries are informed by external market data for the charity sector and our internal Job Grading Matrix. External salary benchmarking ensures we offer competitive remuneration for the sector.
Modern Awards, Policies and Procedures and Risk Management
A number of WWF positions are covered by Modern Awards and WWF complies with the requirements of the relevant Modern Awards. In addition we have a suite of institutional policies that inform how we work. These include Occupational Health and Safety, Child Protection, Code of Ethical Conduct, Whistleblower Policy, Grievance/Dispute Resolution, and Advocacy with Excellence. We manage a comprehensive Risk Register to ensure scientific, financial, and reputational risks are identified and managed and report on progress annually.
Induction
All new board members, staff, interns and volunteers participate in a New Starter Induction. Induction includes an overview of programs, policies, systems, processes and expectations. Our induction process typically receives a 100% satisfaction rating.
Cross-Cultural Training
As part of our commitment to Indigenous engagement, WWF-Australia has conducted cross cultural training programs in Sydney, WA and Queensland. The program includes an On Country component whereby Traditional Owners share their knowledge and experiences with WWF staff in order to facilitate a deep understanding of Aboriginal culture and how best to develop close partnerships. Board members and staff alike haveattended these sessions.
What we offer to staff
• Rostered Day Off Program
• Option to convert sick days to “health” days
• Extra leave at Christmas time
• Flexible working practices
• Workplace Giving Program
• Employee Assistance Program
• Wellbeing Benefit Program
• Staff Recognition Scheme
• Leave without pay options
• Paid parental leave (that exceeds the government’s scheme)
• A proactive approach to encouraging staff vacation time
• Casual office environment
• Commitment to sustainability and “green office”
• A strong health and safety culture
• Commitment to building positive workplace cultures
• Career development including access to the WWF-International e-Learning Campus and over 150 training programs from quality institutions such as e-Cornell, Harvard Business School Publishing and MindLeaders.
Internal communication, participation and consultation
As part of our commitment to staff engagement and empowerment, WWF-Australia has a number of avenues for staff consultation, feedback and information sharing.
Our monthly national teleconference meeting known as “Big Issues” is our key forum for information sharing on important operational issues. The meeting is also an opportunity for staff to raise concerns and seek information on a range of matters.
Our National Occupational Health & Safety Committee meets via teleconference four times each year. Comprising employer and employee representatives, the committee’s purpose is to oversee WWF’S OH&S Management System and to provide a forum for consultation with staff.
Our newly convened National Sustainability Committee will action our sustainability commitments and initiatives to achieve our annual sustainability targets.
The Annual EEO Forum provides staff with the opportunity to review and discuss WWF-Australia’s approach to EEO and diversity management.
Other committees and staff forums are convened to work on a range of interesting issues on an as-needs basis. For example in 2011 one cross-functional team was formed to work on WWF’s Values and Behaviours and another supported the 2011-2016 Strategic Planning process.
“Panda Post” is a key source of internal e-communication. Our Internal Communication Coordinator compiles and distributes a range of important conservation facts, WWF success stories, institutional updates and other interesting news on a regular basis.
Organisation Culture
Since 2002 WWF-Australia has conducted staff surveys to assess organisation climate, employee satisfaction and the impact of culture on organisational effectiveness. In 2010 we completed the Organisational Culture Inventory which included individual surveys, an analysis of data and reporting of results.
The process provided a benchmark that highlighted differences between the actual and preferred culture and great insights into to how we can execute change and pursue continuous improvement. This work will continue and will feature Leadership and Team Development in 2011 and a follow up survey in FY13 to assess the effectiveness of our approach.
As part of our commitment to staff engagement and empowerment, WWF-Australia has a number of avenues for staff consultation, feedback and information sharing.
Our monthly national teleconference meeting known as “Big Issues” is our key forum for information sharing on important operational issues. The meeting is also an opportunity for staff to raise concerns and seek information on a range of matters.
Our National Occupational Health & Safety Committee meets via teleconference four times each year. Comprising employer and employee representatives, the committee’s purpose is to oversee WWF’S OH&S Management System and to provide a forum for consultation with staff.
Our newly convened National Sustainability Committee will action our sustainability commitments and initiatives to achieve our annual sustainability targets.
The Annual EEO Forum provides staff with the opportunity to review and discuss WWF-Australia’s approach to EEO and diversity management.
Other committees and staff forums are convened to work on a range of interesting issues on an as-needs basis. For example in 2011 one cross-functional team was formed to work on WWF’s Values and Behaviours and another supported the 2011-2016 Strategic Planning process.
“Panda Post” is a key source of internal e-communication. Our Internal Communication Coordinator compiles and distributes a range of important conservation facts, WWF success stories, institutional updates and other interesting news on a regular basis.
Organisation Culture
Since 2002 WWF-Australia has conducted staff surveys to assess organisation climate, employee satisfaction and the impact of culture on organisational effectiveness. In 2010 we completed the Organisational Culture Inventory which included individual surveys, an analysis of data and reporting of results.
The process provided a benchmark that highlighted differences between the actual and preferred culture and great insights into to how we can execute change and pursue continuous improvement. This work will continue and will feature Leadership and Team Development in 2011 and a follow up survey in FY13 to assess the effectiveness of our approach.
Ron Newton, WWF-Australia Internal Communication Coordinator at the Born to be Wild VIP screening, Sydney, April 2011.
WWF Australia's organisation chart
