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W O R K WAY S H I S T O R Y & H I G H L I G H T S

Since 1989, Workways Australia has grown from being a local, community-based organisation in regional Victoria to a large, dynamic not-for-profit operating across Victoria, New South Wales, the ACT and Queensland.

True to its mission, Workways remains one of the highest performing employment services providers in Australia, and now delivers a range of federally funded programs, including jobactive, Work for the Dole, Disability Employment Services (ESS and DMS), Transition to Work, ParentsNext, Springboard, the Gippsland East Mentoring Program, Green Army, and Environmental Programs funded by the NSW Environment Trust, Landcare Australia and philanthropic grants. We also operate two commercial social enterprise businesses, Workways Recruitment and Labour Hire, and EnviTE Environmental Services.

In 2013, Workways embarked on a growth strategy to increase its geographic and program coverage. Three not-for-profit organisations – EnviTE Inc, based on the north coast NSW; Job Futures SEQ in southeastern Queensland; and Advance Personnel in the ACT – joined up with Workways, significantly contributing to the growth of our footprint.

As an organisation, Workways continues to deliver programs and services that assist those most in

need within our communities, and local employers, to create local employment opportunities. This includes:

• Provision of tailored, highly supportive, employment assistance to individuals seeking employment

• Working with business and industry to design industry specific training relevant to their changing industry and community needs

• Development of directed recruitment support to business and industry

• Development of long-term workforce solutions to attract skilled people to growing industries

• Development of Social Enterprise Intermediary Labour Market businesses that offer supported employment and a smooth transition into mainstream employment

• Development of targeted employment programs aimed at ensuring business and industry can attract and retain employees from key social groups, including Indigenous people, people from diverse cultural backgrounds, those with disabilities and young people

• Delivery of environmental services that involve the community in improving the quality of our natural environment

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C O N T E N T SHistory and Highlights 2 Chairperson’s Report 4 Chief Executive Officer’s Report 5Corporate Governance – Profile of the Executive 10 People, Culture and Technology Report 13Workways’ Programs and Services 16 Employment Services Report 17 Operations & Disability Employment Services Report 22 National Coverage 24Strategy and Growth Report 26Corporate Governance - Profile of the Board 34 Directors’ Report 38Auditor’s Report 41 Committee Reports 42Chief Financial Officer’s Report 44 Financial Performance at a Glance 46

O U R V I S I O NWorkways Australia will be a leading regional facilitator of sustainable employment outcomes throughout Australia.

O U R M I S S I O NTo deliver positive economic, social and environmental benefits to the community by enabling people to participate in the workforce, develop their potential and contribute to society.

O U R P U R P O S EWorkways is a charitable organisation established for the principal purpose of promoting the relief of poverty, distress, misfortune or disability of individuals who suffer from long-term unemployment and other significant social disadvantages by providing programs to assist then to obtain and retain employment or to proceed to further education and/or training.

O U R VA L U E S• Equity• Respect• Integrity• Excellence• Innovative• Responsive • Collaborative

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C H A I R P E R S O N ’ S R E P O R T

Throughout 2015-16, the board of Workways Australia has overseen significant business growth and diversity within the company. We are now a national organisation with four major business divisions: the jobactive program, Disability Employment Services, Environmental Projects and Recruitment and Labour Hire services.

The business has 34 sites throughout Queensland, New South Wales, the ACT and Victoria; employing around 230 staff with an operating budget of $23 million. Board decisions on business growth have been carefully considered to ensure they fit within our mission and purpose; that they complement existing programs; that they are strategically wise; and that they are financially sustainable. While our business is now more complex, it is much better positioned for a sustainable future.

In February this year, the board discussed our Strategic Plan and determined that the key priority for the next 12 months would be a focus on operational consolidation of the three new businesses acquired in the previous year. The efficiencies that flow from fully integrated systems

should lead to an improvement in our overall financial performance. Our company has to invest and improve its infrastructure to meet the demands of its changing environment.

The board is cognisant of the pace of political change and subsequent economic consequences. These factors, together with our national footprint, demand particular skills of the board, and it needs to be able to recruit directors on the basis of required skills and experience to ensure it is able to meet its governance responsibilities.

Despite making a significant financial loss during 2015-16, the board expects the growth experienced during the year will return the company to profitability in 2016-17.

Joanne Booth resigned her directorship in June 2016. Joanne served as a director for six years and during that time was Chair of the Audit and Risk Committee. Her expertise and insightful contributions to the governance of the company were substantial.

During my term I have been ably assisted by Angela Hutson as Deputy Chair and Michael Nelson as immediate past Chair. Two new directors, Margaret Taylor and Jane McKay, joined the board in November 2015. I have been very pleased at the participation and commitment of all directors.

Workways Australia is well led by our Chief Executive, Bryan McCormick, and his executive team. The achievements that you will read about in the following pages would not have been possible without them.

The board has confidence that Workways Australia is well placed to take advantage of the available opportunities and has a very positive future ahead of it. We can all be proud of the commitment and passion of the company’s staff, which is reflected in the high quality of service delivery and client outcomes.

Thelma Hutchison Chairperson

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C H I E F E X E C U T I V E O F F I C E R ’ S R E P O R T

In the past year, Workways has continued its transition to a national community services organisation and we now deliver more services to more regions than at any time in our 27-year history. This means a higher number of people than ever before are being supported by our programs.

Whether it is assisting people with a disability or facing disadvantage to gain employment, or improving our environment, Workways delivers a broad range of wonderful programs, as you will see throughout this report. All of us here at Workways are proud of this work, which includes:

• jobactive – employment services to unemployed people on government benefits

• Disability Employment Services (DES) – employment services to people with a disability

• Environmental Services and Projects – environmental services to government and the private sector

• Green Army – environmental training of young people aged 17-24 on community projects

• Recruitment and Labour Hire – fee for service recruiting and labour hire services

• Springboard – support services to young people transitioning from residential out-of-home care

• Gippsland East Mentoring (GEM) – mentoring services to “at risk” or disengaged young people

• Transition to Work – intensive support to disadvantaged young people aged 16-21 to help them prepare for, find and keep a job

• ParentsNext – support for young parents to assist their return to the workforce

I congratulate everyone that supports these programs on a job well done.

Our purpose, the reason we exist, is to relieve “poverty, distress, misfortune or disability of individuals who suffer from long-term unemployment and significant social disadvantages”. There were more than 12,000 people whose lives were improved in 2015-16 because of the support we provided. This subsequently added value in so many ways to the communities we service.

The value of our work is regularly recognised by government, industry associations and, of course, the people we support. I was particularly proud that Workways was recognised by CoAct at its national conference in May 2016 as the best provider of employment services in its national network of providers.

This year Advance Personnel in the ACT/Queanbeyan region merged into Workways. Advance is a disability employment service provider with a proud history of supporting people with a disability into employment. After 26 years as a stand-alone organisation, Advance made the historical decision to join a larger group.

We are very excited Advance chose Workways as its preferred merger partner. Workways is now the largest provider of disability employment services in the ACT and Queanbeyan and we are all committed to building on the wonderful history of both Advance and Workways.

I acknowledge and thank everyone who either served on the Advance board or was employed by Advance before and after the merger. I especially acknowledge Advance’s immediate past chairpersons, Sue Salthouse and David Doherty, CEO Kate Hamilton and Workways’ previous chairperson, Michael Nelson, who led Advance and Workways through the merger process.

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What we witnessed during this period was a dedicated group of people who came together with one purpose – to continue the work of improving the lives of people with a disability in the ACT/Queanbeyan region. Workways is delighted the number of people supported by Advance and obtaining sustainable employment has doubled since the merger, the outcome for which we were all hoping.

This year we also saw the commencement of the Federal Government’s largest employment service program, jobactive. Workways delivers this program in the Cairns and Townsville regions, including Mount Isa. The Cairns region was new to Workways and we opened offices in Cairns, Innisfail, Tully and the remote aboriginal community of Yarrabah. This has been an exciting experience and we are achieving outstanding results for job seekers in all our regions.

Our other major employment service is the Disability Employment Service (DES) program. We now provide this service in the ACT/Queanbeyan, Richmond (NSW), Gold Coast, Brisbane, Townsville and Mount Isa regions. Like jobactive, it has enjoyed an outstanding year of successes. One of our core services is providing support towards gaining employment for individuals who are long-term unemployed, disadvantaged or have a disability. This is vital to our many thousands of job seekers.

Two other new programs commenced this year: ParentsNext and Transition to Work. The Federal Government awarded Workways contracts to deliver the ParentsNext program in Brisbane and the Transition to Work program in the Gippsland and Townsville regions, including Mount Isa. These were very competitive national tenders and our success in being awarded these contracts was no doubt built on our excellent performance in delivering our other programs and our strong reputation with government. Both programs have now commenced and are running very successfully.

On the Transition to Work program Workways formed a partnership on a national tender for services with the Brotherhood of St. Laurence (BSL) for the first time. It is an organisation dedicated to the eradication of poverty in Australia and is named after St. Laurence, the patron saint of the poor. BSL is widely known and respected for its policy research and services to assist young people. The opportunity for Workways to partner with BSL on a major youth employment program is something we embraced, and we look forward to a long and productive relationship.

I would also like to acknowledge our Gippsland partner on the Transition to Work program, Berry Street. It has a long history, dating back to 1877, of helping children and young people with challenging and complex needs. The Workways/BSL/Berry Street partnership will deliver the best possible support to disadvantaged youth wanting to obtain employment.

CoAct is another critical partner in our continued success. CoAct is a national network of locally embedded community service providers working together to create social and economic opportunities for Australia’s disadvantaged. The collective strength of CoAct provides great support to Workways in allowing us to help the people we service. We deliver our jobactive, DES and some of our Green Army programs in partnership with CoAct.

We also deliver Green Army programs with Conservation Volunteers Australia (CVA). CVA is a community organisation that works in partnership with our environmental division, EnviTE, to undertake important environmental projects as part of the Green Army program.

EnviTE undertakes a stunning array of environmental projects and we expanded its services into Victoria this year. Our commitment to the environment through this very important environmental work will be something we support and grow for many years to come. The work we do through EnviTE is set out later in this report and you will be richly rewarded by taking the time to read about this fabulous initiative.

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Another achievement this year was the commencement of our recruitment and labour hire business. Following the national jobactive tender in 2014, an analysis of results showed the strongest performing employment service providers also provided fee for service recruitment and labour hire services. The addition of this service to Workways provides additional links to employers, more choices to employers and consequently more opportunities for our job seekers to find employment. Already turning over more than $1 million annually and with clients in two states, we look forward to growing this business and creating more opportunities for job seekers.

What much of the above snapshot of Workways demonstrates is the value of the partnerships we have formed in recent years. The needs of our communities, the people we support and the environment we live in are more complex and require more resources than ever before.

The ability of community organisations to do this on a stand-alone basis is long gone. To ensure we deliver on our mission we will continue on our path of forming partnerships with strong community organisations, government and business. The power of many is not only vital to Workways’ future but, more importantly, is also vital to the people and communities we support.

Workways looks a lot different today than it has in years past and much of this change has been driven by external factors, primarily government policy. Three years ago, Workways embarked on a strategy of diversification and growth in response to the changing external environment. This change has been necessary to achieve a more sustainable organisation with multiple programs across multiple states and territories.

I thank our Chairperson, Thelma Hutchison, and all the board of Workways Australia for their support to myself, the rest of the executive management team and all our managers and staff.

Workways could not do what it does without this leadership. I acknowledge and thank former chair and current director, Michael Nelson, for his leadership during our transition to a national organisation. It has been an incredible transformation and his vision and leadership was critical to making the transition a success. I thank the Federal, State and Local Governments for supporting Workways in the work we do.

Finally, I thank all our people at Workways for their dedication to making our services as valued as they are across the country. We have a lot to be proud of and a lot to look forward to.

Bryan McCormick Chief Executive Officer

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C O A C T N A T I O N A L E M P L O Y E R O F T H E Y E A R A W A R D – T A Y L O R M A D E

Dynamic husband and wife team Bruce and Chotimar (Nok), joint owners of Taylor Made in Cairns, Queensland, were honoured at the recent Employer of the Year awards. CoAct Ambassador, Olympic and World Champion swimmer Matthew Cowdrey, and the couple’s nominator Workways (a member of CoAct) celebrated the duo at a ceremony in Sydney.

The awards ceremony recognised businesses from across the country that provide opportunities to local job seekers who need a road back into the workplace and a brighter future. MPs, CoAct members, Government ministers, leaders in the NFP sector and VIPs from the United Nations and OECD attended the ceremony.

Taylor Made Enterprises delivers a range of cleaning, lawn care, and property maintenance services around the Cairns region. Taylor Made and Workways have a collaborative relationship, with Workways providing specialist recruitment support to the company to fill available roles. Since the commencement of the jobactive program, Taylor Made has employed 13 Workways job seekers.

It has a particular interest in employing humanitarian refugees and people who are new arrivals to Australia, and has worked with Workways to develop a number of strategies to support them in the workplace. These include instructions being written in their native languages; buddy systems with someone from the same cultural background; a six-month training process with a senior worker who supervises and trains them on the job; and flexible support to ensure their on-going success. Bruce from Taylor Made told us he was “happy to give people a fair go, particularly people who really wanted to work and who needed an opportunity”.

Chief Executive Officer of Workways Bryan McCormick said the couple are very deserving of the award and are doing a great job of providing employment opportunities for local job seekers who need a chance to show what they can do.

A R B E T S F Ö R M -E D L I N G E N D E L E G A T I O N F R O M S W E D E NIn March 2016, Workways had a visit from the Arbetsförmedlingen delegation (Swedish Government Employment Services delegation) who spent some time with us at our Advance Canberra site. Our team was very proud to be chosen to host them, and enjoyed sharing information about our programs and services.

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P A R T N E R S H I P W I T H C O A C TWorkways Australia is a member of and subcontractor to CoAct in the delivery of jobactive, the Disability Employment Service and Green Army. CoAct (formerly Job Futures Limited) is a national network of locally embedded community service providers working together to create social and economic opportunities for Australia’s disadvantaged.

Workways Australia delivers jobactive, Disability Employment Services and Green Army by way of subcontract to CoAct.

CoAct website: http://www.coact.org.au

C O A C T N A T I O N A L A W A R D F O R E X C E L L E N C E – W O R K W A Y S A U S T R A L I A

P A R T N E R S H I P W I T H C O N S E R V A T I O N V O L U N T E E R S A U S T R A L I AEnviTE Environment is a subcontractor to Conservation Volunteers Australia in the delivery of the Green Army program.

Conservation Volunteers Australia run projects for the protection, maintenance and restoration of the environment, including landscapes, habitats, species and heritage.

Conservation Volunteers Australia website: http://conservationvolunteers.com.au/

P A R T N E R S H I P W I T H B E R R Y S T R E E T A N D T H E B R O T H E R H O O D O F S A I N T L A W R E N C EWorkways was successful in our tender to deliver the Transition to Work service in Townsville and Gippsland. This service is delivered as part of a consortium led by the Brotherhood of St Lawrence, together with a number of Transition to Work services nationally. This partnership will monitor and evaluate the Transition to Work service, identifying best practice and ensuring the program continuously improves to meet the changing needs of young people and our local communities. This forum will also advocate the needs of young people, working closely with the Department of Employment to develop the service across the country.

In the Gippsland region, Workways has partnered with Berry Street, which is an expert in the delivery of youth and family support services in the region. Workways and Berry Street provide career pathway planning and employment assistance to young people aged 15-21, and local employers looking to employ young people as part of the national Transition to Work service.

Workways took out the National Excellence Award at the CoAct conference for being a great all-round provider of Employment Services across the CoAct network. This was an incredible honour and acknowledgement for the Workways jobactive, Disability Employment Services and Green Army teams who have worked exceptionally hard to ensure their programs are a success. Congratulations to everyone on this wonderful award.

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B A R B A R A B A L I N T , C H I E F F I N A N C I A L O F F I C E RB B u s ( A C C O U N T I N G ) , C PA , A D V D I P M A N A G E M E N TBarbara moved to Bairnsdale seven years ago to take up the role of Finance Manager at Workways.

Since joining she has overseen the implementation of new integrated accounting software designed to grow as Workways meets its strategic directions: growth and diversification. Document scanning and electronic storage side by side with financial and payroll data is another new application that has been implemented and there will be others introduced in the coming years to further increase efficiency.

Barbara has extensive financial management experience in large multinational organisations, with previous senior roles including Chief Accountant, Company Secretary, Senior Financial Accountant and Commercial Manager.

In her spare time Barbara travels regularly to Melbourne to meet with friends and family, and enjoy the latest concert, play or exhibition.

C O R P O R AT E G O V E R N A N C E P R O F I L E O F T H E E X E C U T I V E

B R Y A N M C C O R M I C K , C H I E F E X E C U T I V E O F F I C E RB E c ( M O N ) L L B ( M O N )Bryan started his professional career as a solicitor and practised successfully for more than 20 years, covering business, workplace relations law, contracts and governance. During this time he held a senior position with multinational law firm Slater & Gordon and was also a partner in one of regional Victoria’s largest law firms.

Bryan’s career highlights include an appointment as a Supreme Court Mediator and retention by both the Victorian Trades Hall and VECCI to conduct workplace relations litigation on behalf of their members. After leaving the practice of law in 2008, Bryan joined the high-profile Leading Teams organisation as a facilitator. Leading Teams delivers leadership and team development programs to business, sport and community groups. Bryan spent the next two years travelling Australia, working with senior management and staff from a wide range of companies. He also worked with elite sporting teams including running the leadership program with the coaches and players of the Essendon Football Club in the AFL in 2009 and 2010.

He was the Chief Executive Officer of a Disability Employment Service in 2011 and 2012 before becoming CEO of Workways Australia in 2013. Bryan was the Victorian representative on the National Committee for Open Employment, which advises government on employment policy and also won the national Job Futures Network Leadership Award in 2012.

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M A R C D A V I E S , G E N E R A L M A N A G E R O P E R A T I O N S & D E SMarc joined Workways Australia in 2014 when Job Futures SEQ, of which he was managing director, became part of Workways. He has extensive industry experience dating back to 1986 and has been in primary leadership roles for a significant amount of that time.

Since joining the Workways team Marc has led the Disability Employment Services (DES) arm of the business to become an industry leader in service delivery, as recognised by the CoAct network. He has played an integral role in the growth in performance improvement and service in DES, resulting in Workways’ ongoing success.

Marc also provides invaluable strategic support in his management of the company’s fleet and facilities to ensure our staff has the essential framework needed to provide exceptional services to all of our clients.

His 30 years’ experience in the labour market industry means Marc brings to his role of General Manager Operations & DES a strong connection to community through a client first, people focused approach to service delivery.

M U R I E L M A R C Z Y N S K I , G E N E R A L M A N A G E R P E O P L E , C U L T U R E & T E C H N O L O G YM o E ( L E A D E R S H I P M G T ) G R A D D I P E D ( P R O F D E V ) D I P M G T C E R T I V TA A Muriel manages the People, Culture and Technology portfolios, developing and implementing strategy. She provides high-level advice and support to the Executive Management Team, while partnering with program managers to drive and deliver best practice program delivery.

Muriel’s career highlights include facilitating the Victorian Government Bushfire Address Roundtables in 2009, working as Project Manager for the Goods Shed North development (Melbourne Docklands), the first five-star green star heritage site in Victoria; and prior to joining Workways, she was instrumental in steering two Statutory Commissions to form a new authority for the Victorian State Government. She is the recipient of several national awards recognising innovation in technology, workforce initiatives and leadership.

Muriel is a member of Australian Human Resource Institute, Organisational Development Australia and the Institute of Public Administration Australia and she is also a certified practitioner of a number of psychometric instruments.

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S A M A N T H A H I L L , G E N E R A L M A N A G E R S T R A T E G Y & G R O W T HSamantha has worked in the Social Services sector for more than 10 years, and has a strong commitment and passion for delivery of services and programs that assist people in being active in their community and achieving their goals.

Prior to commencing with Workways, Samantha was the CEO of a not-for-profit organisation delivering community and employment services programs across the wider Illawarra, New South Wales, region. She now works closely with her large network of national organisations, and actively participates in the development of exciting state-based and national partnership programs.

Since joining the Workways team, Samantha has worked closely with staff from across the organisation in a business development capacity, assisting in the identification of opportunities that will allow us to deliver even more support and services to local communities.

Samantha holds a Master of Business Management, a Graduate Diploma in Management (Professional Practice), a Graduate Diploma in Community Services Management, and has extensive experience in community development, youth work, small business development, and strategy and growth.

T H O M A S C R U M P T O N , G E N E R A L M A N A G E R E M P L O Y M E N T S E R V I C E SThomas is a member of the Executive Management Team and reports directly to the Workways CEO. As the General Manager of Employment Services he has overall responsibility for managing both performance and revenue elements of the jobactive Employment Services program, Springboard and Gippsland East Mentoring program. With his team of program managers, Thomas oversees all of the programs’ functions as well as the day-to-day program service delivery models.

Thomas’s proactive and innovative approach to effective planning, co-ordinating and delivering employment and community services to job seekers, clients and employers, has contributed to Workways being viewed as an industry leader. In the past 12 months, the Workways jobactive program has been recognised on multiple occasions as an award-winning finalist and overall winner at a national level.

He previously worked as a registered nurse in the acute sector for many years before making the transition to employment services at Workways. Since commencing in his current role Thomas has invested in professional development, completing both Dip Management and AdvDip Management qualifications.

Thomas is passionate about improving the lives of long-term unemployed and disadvantaged people by assisting them to gain meaningful employment opportunities and supporting their integration within their communities. He has a deep admiration for all the program staff members and the important work they do.

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P E O P L E , C U LT U R E & T E C H N O L O G Y R E P O R T

Over the past 12 months we have managed significant changes to our operating model and establishment of business processes. Our people have adapted to these changes, achieving excellent results with this cultural shift, and they have demonstrated a deepened commitment to support the needs of our clients.

The People, Culture and Technology team is a vibrant and progressive group of human resources, work health and safety, quality and risk, and technology practitioners who are dedicated to partnering and supporting staff and the business.

Recent achievements have included: ISO 9001:2008 Accreditation, SoA 1 Accreditation (Technology), developed and implemented the Integrated Risk Management Framework (IRMF); implemented a new online recruitment system; Completed a review of policies and procedures, conducted new and improved Organisational Alignment Survey, aligned Information Technology platform across Workways’ entities; developed the ICT Roadmap 2016-2020, Workforce Gender Equality Agency Certificate of Compliance obtained; and launched the new Workways Our Values.

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O U R W O R K F O R C EIn February 2016, the board endorsed the Workways People Strategy 2016-2018. This strategy focuses on six key elements of people development that will build organisational capacity to deliver our business well into the future and is aligned to the Workways Strategic Plan.

Workways’ workforce consists of around 230 employees who deliver varied services to the community from 31 workplaces across Victoria, New South Wales, the Australian Capital Territory and Queensland.

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(Based on 229 staff)

S TA F F N U M B E R S

G E N D E R B R E A K D O W N ( % )

S TA F F N U M B E R S B Y A R E A

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Workways is an equal opportunity employer, is fully compliant with Workplace Gender Equality Agency (WGEA) legislative requirements. Workways complies with all relevant legislative requirements.

We achieved ISO accreditation again in 2015/16 and continue to review systems and documentation management of the business as part of a commitment to ongoing continuous improvement, risk management and quality assurance.

A G R E A T P L A C E T O W O R KDeveloping, attracting and retaining a high-performing workforce is integral to Workways’ ability to meet the rising demand for our services.

As we grow our services, we adapt with innovative and flexible workforce models. Building individual and organisational capability continues to be a key focus, as does our ongoing commitment to a values-driven culture.

Workways provides diverse and varied employment opportunities, and organisational surveys tell us our staff derive satisfaction from working to help more than 12,000 Australians in any one year.

Muriel Marczynski General Manager, People, Culture & Technology

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“OUR EMPLOYEES MAKE A DIFFERENCE IN PEOPLE’S LIVES AS THEY PERFORM

THEIR ROLES.”Muriel Marczynski - General Manager, People, Culture and Technology

Workways Aitkenvale ‘Jeans for Genes’ crew

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A N O V E R V I E W O F W O R K WAY S ’ P R O G R A M S A N D S E R V I C E S

jobactive is the Australian Government’s new employment services, designed to better meet the needs of job seekers and employers, and improve job outcomes. Through this program Workways is able to offer national and local businesses free recruitment services, assisting them to fill their available roles with the most appropriately skilled and trained people.

Work for the Dole places job seekers into work-based activities so they can gain skills and experience that give back to the community and will help them find a job. Participants enrol in a six-month program focused on building their employability and practical skills while linking them with local employers.

Disability Employment Service works closely with our clients, local employers, service providers and communities to develop strategies to ensure that people with disabilities are able to actively participate in employment while contributing and adding value to their workplace.

Transition to Work is an employment service providing intensive support to young people aged 16-21 who require assistance to prepare for, find and keep a job. Workways provides case management support alongside practical employability and practical industry training, to ensure that young people have everything they need to successfully transition into employment.

ParentsNext is an employment support service that provides young parents who are looking to return or enter into the work force with career planning, employability skills training and job search support. It provides case management alongside work preparation training, with the aim of assisting young parents to be ready for work by the time their youngest child starts school.

Springboard provides intensive support for young people transitioning from residential out-of-home care who are not engaged in education, training or employment.

Gippsland East Mentoring Program (GEM) provides mentors on a one-on-one basis to young people to help them with career choices, further education and to enjoy other fun activities like crafts, sports and life experiences.

Workways Recruitment and Labour Hire is a national Recruitment and Labour Hire Social Enterprise. This commercial business, previously known as Gippsland Workabout, has been delivering recruitment and labour hire services in Victoria for more than 20 years, and has an excellent reputation for provision of high quality employment support to both business and employees alike.

Green Army provides opportunities for young Australians aged 17-24 to gain training and experience in environmental and heritage conservation fields, and explore careers in conservation management, while participating in projects that generate real benefits for the environment.

EnviTE NSW Environment Trust Projects implement a diverse range of projects related to biodiversity conservation and ecological restoration that are funded and supported by the NSW Environment Trust. EnviTE Environment has a combination of high level technical expertise and practical ecological restoration skills and experience developed over more than 20 years. We have a large team of qualified bush regenerators with strong local knowledge and experience working in a variety of ecosystems.

Landcare Grants are being delivered by EnviTE Environment and are aimed at engaging the local community in environmental projects, adding value to local eco-communities and providing education about issues relating to the environment and sustainability.

EnviTE Environmental Services delivers commercial environmental services to support road works, large building and construction projects across our footprint.

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On July 1, 2015, Workways launched the new and exciting jobactive employment services program, which spans five years and has already experienced major success, placing 3,107 job seekers in employment in the first year. It is the Australian Government’s employment service program and is designed to assist job seekers find and keep a job, and help employers find suitable staff.

Workways has been delivering the jobactive program to more than 9,000 job seekers from the time of the contracts commencement across two Queensland Employment Regions: Townsville; including Mount Isa; and Cairns, together with the Aboriginal community of Yarrabah. In the first six weeks of the jobactive program, Workways achieved the commencement target set by the Department of Employment (DoE) as more than 6,000 job seekers were enrolled in the program.

The DoE has provided Workways with the chance to deliver the jobactive program through a unique service delivery model, some of which includes one-on-one case management; group-based training; and face-to-face employer campaigns. The DoE completes an assessment of all jobactive providers’ performance on a quarterly basis and releases a rating system in the form of star ratings from one to five. Workways has been recognised as a high performer across both employment regions, with four stars in Townsville and three stars for Cairns.

Australia’s national unemployment rate currently stands at 5.8%; Workways’ employment regions experience greater unemployment rates, with Townsville standing at 7.6% and Cairns 8.3%. With this in mind Workways must be innovative and strategic in our approach to engage employers and create employment opportunities. Workways’ staff has developed strong local employer networks across both employment regions, which have resulted in the creation of 757 new employment vacancies, all of which have been successfully filled by Workways job seekers in the first year. These opportunities are within industries that are consistent with national employment trends: health care and social assistance, retail trade, accommodation, food services and construction.

The below table demonstrates an overall increase in both job seeker placements and employment outcomes, where job seekers are remaining employed for up to 26 weeks and beyond. This table includes all employment outcome milestones, counting four weeks, 12 weeks and 26 weeks. These trends are attributed to the detailed job matching process and delivery of intensive post placement support from the job seekers’ employment start date through to their 26-week milestone.

Job seekers are required to participate in Work For the Dole (WFD) activities under the terms of the jobactive contract and their individual obligations. Workways has sourced and created 1,181 WFD activities with not-for-profit organisations and our job seekers have obtained real work experience. Our programs are highly successful, with many job seekers transitioning directly from the WFD activity into employment. Since July 1, 2015, Workways has enrolled 6,173 job seekers into WFD activities.

J O B S E E K E R P L A C E M E N T S & O U T C O M E S TA B L E 2 0 1 5 - 2 0 1 6

E M P L O Y M E N T S E R V I C E S A N N U A L R E P O R T – J O B A C T I V E

J O B S E E K E R S P L A C E D I N T O E M P L O Y M E N TE M P L O Y M E N T O U T C O M E M I L E S T O N E S A C H I E V E D

JUL

3 5 0

3 0 0

2 5 0

2 0 0

1 5 0

1 0 0

5 0

0

AUGSEP

OCTNOV

DECJAN

FEBMAR

APRMAY

JUN

17

J O B A C T I V E O U R A C H I E V E M E N T S I N 2 0 1 5 - 1 6

T O TA L N U M B E R O F J O B S E E K E R S

P L A C E D I N T O E M P L O Y M E N T

3,107T O TA L N U M B E R

O F E M P L O Y M E N T P O S I T I O N S D I R E C T LY

C R E AT E D B Y W O R K WAY S

757

T H R E E S I T E S

C A I R N S S I T E S

T O W N S V I L L E E M P L O Y M E N T

R E G I O N

J O B A C T I V E E M P L O Y M E N T

S E R V I C E S D E L I V E R E D

T O O V E R

9,000 J O B S E E K E R S

6,173 J O B S E E K E R S P L A C E D I N T O

W F D A C T I V I T I E S

1,181

W F D A C T I V I T I E S

C R E AT E D

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FA C E B O O K S T O R I E S J O B A C T I V E

A L A N A A C C O R T R A I N E E S H I P P R O G R A M

“Our awesome jobactive participant Alana was placed at the Upper Ross Community Centre as a “Work for the Dole” participant – and her journey over the six months

has been inspiring.

Through her willingness to share her knowledge and skills with other volunteers and staff, and her dedication

and commitment to her “volunteer” position, she was offered a permanent role. Alana is now a highly

valued employee of Upper Ross Community Centre. Its goal for Alana is to build her skills in all areas of Office

Administration and eventually have her take on the role of managing and co-ordinating its volunteer program. ”

W O R K F O R T H E D O L E

“Looks like the harvest season has begun. Linda and her Environmental Restoration WfD team harvested a crop of vege’s today at our Community Garden in Railway Estate Townsville. They are now ready to donate to the Northern

Townsville Community Hub. Our Mount Isa team also harvested its first ever crop of tomatoes from our Ground to Table Work for the Dole activity. Our brilliant participant

Debra looked very pleased with the selection of corn, chillies, cucumbers, English spinach,

cherry tomatoes.”

“Workways is a proud partner in the Accor Traineeship program, which is run specifically for Indigenous

participants to prepare them for employment with the Accor chain of hotels and resorts. Participants are

provided with mentoring, training and support, with 12 being offered on-going traineeships.

One participant, Maria, applied last year for one of the traineeships and was unsuccessful. However, Maria

and her Employment Consultant, Cameron, did not give up and applied again. This time she was successful in

gaining an interview. Out of 100 applicants only a dozen were successful and we are proud to announce that Maria

is one of those 12.

Our participants, including Maria, have now graduated and she is commencing her two-week hospitality trial at

the Pullman Sea Temple in Palm Cove.

One of our other participants, Chris Hunter, was also one of the successful 12. He has now completed his two-week

trial at the Pullman Reef Casino in Cairns, and has also grown in confidence, making a lot of great friends and

connections along the way.

Their Employment Consultant Cameron has been very moved by the amount of progress these guys have

accomplished. Congratulations Maria and Chris from Cam and all of us here at Workways.”

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S P R I N G B O A R D P R O G R A M 2 0 1 5 - 2 0 1 6

Workways has delivered the Springboard program since 2011, providing intensive support and assistance to young people aged between 16 and 21 who are in residential care or in the process of leaving care. It recently received approval for state funding for a further three years until the end of 2018, providing Workways with the opportunity to continue its delivery of the Springboard program in Victoria to the Gippsland and Hume regions.

The aim of the Springboard program is to assist and support young people who are in state care engage and transition into education and/or employment. It is an intensive one-to-one service that also looks at addressing barriers that could restrict the young person from engaging in either education or employment. Many of the barriers they face may include low self-esteem, homelessness, mental health, being ex-offenders, or being victims of family or domestic violence, to name a few. Workways’ Springboard program works closely with different education providers to ensure the courses on offer are engaging and suited to the needs of the young people. Due to the young people’s educational barriers most find they are not suited to mainstream education and as such alternative education pathways need consideration.

To accommodate this need, the Springboard program works closely with many registered training organisations (RTOs) to ensure the young people are comfortable in their learning environment. RTO providers that provide assistance include The Centre, Go Tafe, Complex Training and Flexible Learning Centre.

Currently the program is at capacity, with 15 young people engaged in the Hume region and 14 in the Gippsland region. Of the 29 young people who are engaged in the program, 50% are either engaged in education or enrolled on short courses. Springboard Youth Support Officers have well developed relationships with the young people, providing the opportunity to work closely with them, offering support and encouragement on their pathway to obtaining education or employment.

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G I P P S L A N D E A S T M E N T O R I N G P R O G R A M ( G E M )

The Gippsland East Mentoring (GEM) program is a proactive program that recruits, trains and matches volunteers from the community with vulnerable young people from local schools, to act in the role of mentor, friend, role model, and confidant for those who need a significant other adult in their lives.

The GEM program aims to support young people with goal setting, learning new skills, decision making and relationship building skills that will help to keep them engaged in education, gain resilience, self-confidence and life skills.

Workways has successfully delivered the program in the East Gippsland region for the past nine years, and currently services Orbost, Lakes Entrance and Bairnsdale public schools.

GEM is funded by two departments – the Department of Health & Human Services and the Department of Social Services. The aim of the program is to deliver 50 relationships a year and with the current mentoring total at 36, Workways is well on its way to achieving this number.

• Bairnsdale Secondary College – 14• Lakes Entrance Secondary College – 10• Orbost Secondary College – 8• Lucknow Primary School – 4 Two of the events held this year were:

• National Youth Week Celebration (Bairnsdale Secondary College)

• National Volunteer Week Celebrations (Bairnsdale and Lakes Entrance/Orbost)

The program has many well-established community partnerships that allow employees to mentor students during work hours. These include East Gippsland Water, SNAP and Youth Focus Network. These organisations play a vital role in ensuring GEM continues to be a success.

Workways recently initiated a pilot program with Lucknow Primary School, with the aim of engaging young people who are currently in school and are struggling to remain engaged. Four dedicated mentors assist participants in the transition to high school.

Thomas Crumpton General Manager, Employment Services

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O P E R AT I O N S & D E S R E P O R T

D I S A B I L I T Y E M P L O Y M E N T S E R V I C E S Workways supports people with a disability through the Disability Employment Services (DES) program, providing an invaluable service to those among the most disadvantaged in our community. Our Employment Consultants deliver direct support to individuals with a range of disabilities to assist them in securing and maintaining ongoing and meaningful employment. Participants in our DES program face a range of challenges, which include a multitude of physical and mental health issues. People with a disability are under-represented in the workplace and Workways is committed to addressing this imbalance.

Workways provides a holistic, individually tailored support service to participants. Upon initial consultation, we work together to identify their unique skills and vocational interests. We then create a job plan, outlining strategies that staff and participants follow to move along the path towards employment. These strategies include, but are not limited to, structured job search technique training, work readiness coaching, targeting of specific industries, industry visits and work trials.

Once a person is placed in employment, Workways provides ongoing support and assistance, ensuring the employment is sustained. If employment becomes unstable Workways pro-actively identifies alternate placements to assist the participant in gaining continuity of employment. Our ongoing support of participants when in employment is a key strategy to support both the employer and the person with a disability. This intense case management style of support best assists people with a disability to engage meaningfully in the mainstream workforce.

Securing employment for a person with a disability requires an intense approach to job gathering activities as work can cross a variety of industries and skills, and can even be niches within a workplace. Often when workplaces are identified there will be a multitude of opportunities. Sourcing employment is not a simple process and requires

real engagement with the local labour market and innovative strategies. Our people research employers in the region and often participate in work trials themselves to find opportunities for those most disadvantaged within our community.

In 2015-16, Workways’ existing DES program’s active caseload grow from 800 clients in June 2015 to 1,542 clients in June 2016, an increase of 92.75%. We are now the largest provider of Disability Employment Services in the nation’s capital and our growth in DES has resulted in a large, diverse footprint spanning the eastern seaboard. We now assist people with disabilities in far northwest Queensland, north Queensland, Brisbane, the Gold Coast, northern New South Wales, and the Australian Capital Territory.

In 2015-16, Workways successfully supported 943 people with a disability to secure employment. During this time, 752 people sustained employment for 13 weeks. This is a significant achievement as it shows a 69% growth in sustainable employment of our clients in comparison to 2014-15. A total of 506 people with a disability continued to be employed for a further 13 weeks, sustaining six months of employment, while 274 people continued to be in employment longer than 12 months and successfully exited our services with a sustainable vocation.

In early 2016, Workways received prestigious recognition of our achievements in DES when selected as an example of best practice within Disability Employment Services by CoAct. Our Service Delivery Model and unique staffing, training and management structure have been identified as best practice in the provision of Disability Employment Services. As such, we have provided insight into our best practice systems and approaches to other DES providers to enable all people with a disability to receive the best possible service.

Workways will continue to strive to achieve best practice and be an industry leader in providing employment support for one of the most disadvantaged sections of our community: people with a disability.

Marc Davies General Manager, Operations & DES

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FA C E B O O K P O S T S – D I S A B I L I T Y E M P L O Y M E N T S E R V I C E

J E A N E T T E A D A M S K AV E L L

“This is the second year Jeannette Adams and DES consultant Phoebe Haywood have worked together. During the past two years, Employment Consultant

Phoebe has successfully assisted Jeannette to maintain her employment as a cleaner with Complete Facility Services. After reaching her 26-week milestone in

March 2015, Jeannette was assessed to remain with her provider to receive Moderate Ongoing Support and receive fortnightly support to help her maintain her job. This support included computer training, feedback and

providing information to the participant.

Jeannette loves her job and plans to stay with the company in the years to come as having regular

employment has allowed her to have secure accommodation, pay her bills and let her take good care

of her puppy and companion Mia.

Congratulations Jeannette, we at Workways Australia are all so proud of your resilience and excellent work ethic.

Keep up the great work!”

“Workways has been working with our awesome client Kavell, who told us he would like to work at the new

Hungry Jacks store opening in Deeragun. The location was important as public transport options are limited.

Kavell’s Employment Consultant Angie set about reverse marketing to Hungry Jacks by contacting the national, state and district managers. Because the company is pleased to have a diverse workforce, they have now

provided one-on-one training and employment to Kavell, who is a valued team member, undertaking multiple tasks

within the store.

He gets on really well with his workmates, particularly his duty manager Cane, who said: “Kavell loves being here and he shows it.” Kavell enjoys work, the interaction with others and, of course, getting a pay packet every week.

We are so proud of Kavell and wish him all the very best for the future.”

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C A I R N S R E G I O Njobactive

T O W N S V I L L E R E G I O Njobactive

Disability Employment Services

Transitions to Work

R I C H M O N D R E G I O NEnvironmental

Green Army

Disability Employment Services

E A S T G I P P S L A N DSpringboard

Gippsland East Mentoring (GEM)

Green Army

Labour Hire & Recruitment

L AT R O B E VA L L E YSpringboard

Transitions to Work

M O U N T I S Ajobactive Disability Employment ServicesTransitions to Work

B R I S B A N EDisability Employment Services

ParentsNext

C O F F S H A R B O U REnvironmental

Green Army

C A N B E R R A R E G I O NDisability Employment Services

N O R T H E A S T V I C T O R I ASpringboard

Labour Hire & Recruitment

G O L D C O A S TDisability Employment Services

N AT I O N A L C O V E R A G E

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C A I R N S R E G I O N

T O W N S V I L L E R E G I O N

M O U N T I S A

B R I S B A N E

G O L D C O A S T

R I C H M O N D R E G I O N

C O F F S H A R B O U R

C A N B E R R A R E G I O NN O R T H E A S T V I C T O R I A

E A S T G I P P S L A N DL AT R O B E VA L L E Y

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S T R AT E G Y A N D G R O W T H R E P O R T

Workways Australia has a strong commitment to growth and diversification activities across our business for the purpose of increasing participation and employment opportunities for our job seekers and participants.

The portfolio of Strategy and Growth essentially focuses on the identification and implementation of opportunities for growth through partnerships with other stakeholders, new funding channels, sponsorships and fundraising, and the development of new services and business models that provide alternative options to engage and support our job seekers and participants.

In the past year, Workways has:

• Added two new federally funded services, Transition to Work and ParentsNext, to its portfolio of services

• Developed a Labour Hire and Recruitment business to provide job seekers with a transitional employment option

• Secured additional funding for Green Army and Environmental projects as part of our EnviTE Environment business arm

• Developed some significant partnerships with organisations such as the Brotherhood of St Lawrence, Berry Street, the local LLENs, ACSO, IntoWork Australia, AGA Apprenticeships Plus, Federation Training, Gippsland Employment Skills Training (GEST), Community College Gippsland and CoAct

• Developed innovative partnerships with national employers to create workforce solutions for growing industries

T R A N S I T I O N T O W O R K P R O G R A M R E P O R TTransition to Work is a new service designed to support young people aged 15-21 on their journey to employment. It provides intensive pre-employment support to improve the work-readiness of young people and help them into work (including apprenticeships and traineeships) or education. Transition to Work is focused on building a young person’s skills, confidence and readiness to enter employment. To achieve this the program will help young people:

• Develop practical skills to get a job• Connect with education or training• Find and complete work experience placements• Find job opportunities in the local area• Connect with relevant local community services

In the Gippsland region, Workways and partner Berry Street deliver Transition to Work in Moe, Traralgon, Morwell, Wonthaggi, Warragul and Leongatha; while in the Townsville region, Workways delivers the service in Mount Isa, Aitkenvale and Charters Towers.

C O N T R A C T R E P O R TThe Townsville Transition to Work contract commenced on March 15, 2016. With a very quick implementation process in place, our wonderful staff and site leaders ensured we were able to meet all benchmark requirements. We will now be focused on the introduction of new engagement and skills development activities, structured mentoring supports for young people and, of course, employment placements. The Gippsland contract has been operating since April 4, 2016. This required the set-up of two new offices, but our new team has hit the ground running. We are now placing young people in education and employment, and have developed some really innovative engagement and skills development activities.

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C A S E S T U D Y T R A N S I T I O N T O W O R K We are a new service, but have already secured some great outcomes for young people including:

Jacob* came to the Transition to Work service at immediate risk of homelessness. He was couch surfing and struggling to find his own accommodation due to his age and lack of a rental history. The Transition to Work team was able to find him stable accommodation and then worked with Jacob to focus on job search skills. He was really keen to work, and within a short period, secured a role working 20 hours per week as a labourer. His employer is extremely impressed with Jacob and has said he never misses a shift, is really keen, happy to do whatever he is asked and is a quick learner. Jacob catches a bus to work every day, and then rides his skateboard the last 2km to get to the site. He is still being provided with post placement support by his Transition to Work team and is attending group skills development sessions on the days he isn’t working. We are really proud of the progress he has made, and love how much he has grown in confidence and general well-being.

* Name changed to protect privacy

P A R E N T S N E X T The ParentsNext pilot project is an Australian Government initiative to help parents identify their education and employment goals and develop pathways to achieve them. Workways delivers this service in the Logan region of Brisbane from our offices in Woodridge, Beenleigh, Browns Plains and Jimboomba.

Workways Australia assists parents with flexible coaching, support and training pathways to help them build their skills and prepare for education or employment by the time their youngest child reaches school age. The ParentsNext program is delivered in a child-friendly environment and can assist parents to find child care options so they can attend appointments and participate in activities within a supportive environment.

C O N T R A C T R E P O R T P A R E N T S N E X TThis program has been operating since the April 4, 2016, and has exceeded both the department’s and Workways expectations in terms of the implementation process and referrals to the program. The interest and referrals to our program have far outnumbered those of other similar projects in the region. So much so, that the department invited Workways to a special meeting to discuss what strategies we had in place and what we were doing to make this process so successful.

Workways is are delivering a range of engagement and skill development activities, and operating at full capacity in this program. This is a real credit to Marc Davies, Liz Leadbeater, Vikki Burton and their team, who worked tirelessly to get this program up and running.

C A S E S T U D Y P A R E N T S N E X TOne young mum identified in her plan that one of the main challenges holding her back was not having a driver’s licence. She felt this really impacted on her ability to participate in community life, and was afraid it would make getting a job difficult once her baby started school. She had started accumulating hours but needed to complete the last lot and finish the test. She also had aspirations to volunteer to build her skills by undertaking a Work Placement.

Workways has now assisted her in completing her hours and the driving test, and helped her to complete a Work Placement with the Department of Health. She then did so well at her Work Placement she was offered a job with the department, which she absolutely loves.

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E N V I T E E N V I R O N M E N TEnviTE Environment’s longevity and depth of Natural Resource Management knowledge and skills is responsible for a reputation for delivering high quality results on time. EnviTE’s mission is to restore our natural environment while supporting the growth of environmentally sustainable industries in partnership with local communities.

The organisation has successfully completed more than 1,000 projects, and from 2010-2015 completed work valued at more than $14 million.

G R E E N A R M YGreen Army is a practical, environmental action program that supports local environment and heritage conservation projects across Australia. The program provides opportunities for young Australians aged 17-24 to gain training and experience in environmental and heritage conservation fields and explore careers in conservation management, while participating in projects that generate real benefits for the environment.

Workways, through its EnviTE Environment division, has been successful in securing funding through the Department of Environment to run a series of Green Army programs across northern NSW and in regional Victoria. To do this, Workways has developed partnerships with contract holders CoAct and Conservation Volunteers Australia, with EnviTE Environment delivering the projects on the ground.

Delivery of Green Army projects undertaken in January 2015 with 12 projects commenced in the 2014-15 financial year. Each project involved nine participants, with a total of 108 young people aged 17-24 involved. Two projects were located in East Gippsland and eight in northern NSW (including Lismore, Ballina, Byron Bay, Maclean, Grafton and Coffs Harbour).

More than 24 Green Army projects will be delivered in the next financial year. To date approval has been received for 40 Green Army projects to be implemented by June 2017.

The Australian Government supported 250 projects in 2014-15, 500 projects in 2015-16, 750 projects in 2016-17, and this number will rise to 1,500 by 2018-19.

Samantha Hill General Manager, Strategy And Growth

E A S T G I P P S L A N D R A I L T R A I L C O N S E R VAT I O N P R O J E C T – W O R K WAY S B A I R N S D A L E

This multi-phased project is focused on the restoration, rehabilitation and re-establishment of significant vegetation communities as well as protecting the native habitat of several endangered or threatened fauna and flora species along the East Gippsland Rail Trail. Participants undertake a range of activities, including plant and weed identification, weed control, erosion management, mapping and planning projects, planting of native species, and development of safe nesting and breeding areas for migratory and sedentary birds in the area. The project also offers participants the opportunity to learn about, collate and share information about the cultural heritage, history and environmental significance of the region.

A S S I S T I N G C O A S TA L C O R R I D O R E N H A N C E M E N T I N N O R T H E A S T N S W – C O F F S H A R B O U R The project will help restore high conservation value vegetation on 10 sites from Coffs Harbour to Wooli. Activities will include seed collection and plant propagation, weed treatment, erosion management, revegetation, assisting foreshore management and other heritage conservation related activities.

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N S W E N V I R O N M E N T T R U S T F U N D E D P R O J E C T S

N S W E N V I R O N M E N T T R U S TThe New South Wales Environmental Trust is an independent statutory body established by the NSW Government to fund a broad range of organisations to undertake projects that enhance the environment of the state. The Trust is empowered under the Environmental Trust Act 1998, and its main responsibility is to make and supervise the expenditure of grants. The Office of Environment and Heritage administer the Trust.

The Environmental Trust is chaired by the Minister for the Environment and for 2014-15, the members are the Director-General of Department of Premier and Cabinet, and the Chief Executive Officer of the EnviTE Environment. Project partners delivered 18 NSW Environment Trust grants in 2014-15, including projects over one, two, three or six years.

The following are just a few of our current projects.

B E G A VA L L E Y C O A S TA L H A B I TAT S R E S T O R AT I O N A N D E D U C AT I O N A L WA L K I N G T R A C KThe project is undertaking 30ha of environmental weed control, lantana, blackberry, bridal creeper, and exotic grass control. An ecological restoration plan for the coastal walking track area guides the work and some 2,000 plants are being established. Workshops on plant identification (native and weed), weed control using best practice techniques and introduction to bush regeneration techniques will develop skills and knowledge. Interpretative signage is being developed identifying key values, describing threats to biodiversity and educating the community about how to reduce threats and enhance biodiversity values by behavioural change.

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C O M M U N I T Y B A S E D E M U C O N S E R VAT I O N I N T H E B U N G AWA L B I N C AT C H M E N TEcological restoration works across private and public land in the Bungawalbin are improving the condition and connectivity of emu habitat. Old fences no longer required are restricting the birds’ movement so are being taken down. Implementation of strategies and priority actions for the recovery of emus is reducing threats and contributing to recovery of the bird on the NSW north coast.

Bogal Local Aboriginal Land Council is engaged in the project through monitoring programs and training related to the project. Specialist contractors are used to control dogs/foxes/pigs to reduce predation on eggs and chicks. Landowners are supported to undertake training and to survey for emus, feral pigs and wild dogs through remote camera trapping.

The project works with groups such as the Northern Rivers Fire and Biodiversity Consortium and Bungawalbin Feral Pig Management Committee to enhance emu conservation.

R O U S WAT E R W I L S O N S R I V E R C AT C H M E N T S C H O O L S E D U C AT I O N A N D R E S T O R AT I O N P R O J E C TThis project was a partnership between seven government and non-government organisations promoting environmental awareness, and restoration in six schools (primary and secondary) with riparian areas on the Wilsons River in Lismore. Two programs were run per school over three years, in which staff and student groups participated in environmental activities on school grounds.

Activities included walks and talks on ecology, bush regeneration and restoration, koala and frog ecology, catchment health and wildlife awareness. Central to the programs were on-ground works to restore a degraded riparian area that each school can utilise and maintain as an outdoor classroom and ecological restoration demonstration site.

The project was conducted in the Wilsons River tidal pool (a key water supply), improving water quality and catchment health.

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T R E G E A G L E K O A L A H A B I TAT R E S T O R AT I O N A N D C O R R I D O R C O N N E C T I O N S – T R E G E A G L E L A N D C A R E G R O U PTregeagle Landcare Group is working with EnviTE Environment bush regenerators to restore and connect significant koala habitat and monitor the animals. This is a priority area (Lismore City Council Koala Management Plan) for the long-term survival of koalas in the area.

Lantana has been impeding koala movement and access to food trees, and camphor laurel and privet are restricting regeneration. Recommendations of the Tregeagle Landcare Target Area Restoration Plan are guiding ecological restoration involving systematic weed control in primary koala habitat.

Connectivity of habitat is being increased through small-scale revegetation. Koalas monitoring data is entered in the Friends of the Koala database to guide management. Field days develop skills and the capacity to restore habitat.

R O S I E R O N A N , 2 2 , G R E E N A R M Y V O L U N T E E R

“We’ve put a lot of work into growing the natural habitat of koalas. Building the bush again is super rewarding – as soon as you see a koala in the wild it’s all worth it. You

realise how vital it is to ensure their habitat is prolonged.”

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T H E L M A H U T C H I S O N , C H A I R P E R S O NThelma has been a Director since 2013 and was appointed as board Chair in 2015. She has significant employment experience in the not-for-profit health sector, holding executive roles with Gippsland Lakes Community Health and Inner East Community Health, and is currently Business Manager of the Child Migrants Trust.

Thelma is a graduate of the Australian Institute of Company Directors; a Certified Practising Accountant and has a Bachelor of Business degree.

She brings to the board strong financial and analytical expertise, as well as strategic, risk, and human resource experience. Thelma has governance experience as Youth Services Director of Glenferrie Rotary Club; and as a former Director of Advance TAFE (now Federation Training). She is also an Independent Audit Committee member with the Lowitja National Research Institute.

Thelma has a strong sense of social justice, a commitment to best practice governance and to maximising opportunities for those most in need.

Her personal interests include family, travel, cycling and active volunteer membership through Rotary.

C O R P O R AT E G O V E R N A N C E P R O F I L E O F T H E B O A R D

A N G E L A H U T S O N , D E P U T Y C H A I R P E R S O NAngela is a Management and Education Consultant with more than 20 years’ experience in the VET sector. A member of various boards, she was previously the Chief Executive Officer of East Gippsland Institute of TAFE for seven years. Angela’s entire professional life has been rooted in the idea that “education changes lives”.

Her qualifications include:• Master in Organisational Leadership• Graduate Diploma of Business in

Entrepreneurship and Innovation• Diploma of Education • Bachelor of Arts

Angela specialises in organisational development, human resources management and workforce development, strategic planning and stakeholder engagement. A FAICD, she has a passion for exploring and implementing ways to align social and economic development, and using her networks and experience to “join the dots”. Her interests include walking with her Labrador, playing bridge and reading.

She is currently:• Chair of the Bairnsdale Regional Health

Services Board• An inaugural member of the Gunai Kurnai

Traditional Owner Land Management Board • A member of Regional Development Australia

Gippsland Committee

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B I L L G A M B L E , S E C R E T A R YBill has operated his Consulting Engineering and Project Management business in Bairnsdale since 1976. His firm, Gamcorp Pty Ltd, has projects all over Australia and has provided employment and training opportunities for many young Gippslanders.

Bill has served on local community boards including the Gippsland Lakes Yacht Club, serving one term as commodore, and has been in Rotary since 1970 and served as president.

Bill was a councillor with the City of Bairnsdale during the management upgrade from a dual management system to a corporate management structure, and served one term as mayor. He has also been a councillor with the East Gippsland Shire.

Bill is a member of Australian Institute of Company Directors and continues training for MAICD status requirements to provide the necessary skills to assist Workways in these changing and challenging times.

Bill and his wife Claire-Lise are strong advocates for natural resource management and are keen for Workways to develop its involvement in environmental projects, and the employment and training opportunities they provide.

J O A N N E B O O T H , T R E A S U R E RJoanne has a background in public health and policy. An experienced non-executive director and former chief executive, she has worked extensively in the health, not-for-profit and public sectors. Joanne currently operates a governance and risk management consultancy in East Gippsland and Melbourne.

She is a graduate of the Australian Institute of Company Directors (AICD) and has completed Governing for Non-Profit Excellence at Harvard Business School (USA). Her other directorships include: Chairperson, East Gippsland Region Water Corporation; Director, Victorian Healthcare Association; and Director, Inner East Community Health. She is also Independent Chair, Nominations Committee, Western Victoria Primary Health Network and Independent Member, Audit Committee, Latrobe City Council.

Joanne’s qualifications include a Master of Public Health, Graduate Diploma in Occupational Health, Bachelor of Arts, Diploma of Company Directors and Practitioners Certificate in Mediation. She is an active member of the AICD and Women on Boards, and an associate member of the Institute of Internal Auditors Australia.

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M A R G A R E T T A Y L O R , N O N - E X E C U T I V E D I R E C T O RMargaret is a facilitator and educational consultant who has worked for more than 25 years in the vocational education and higher education sectors, health and community services, government and not for profits. Her work has included managing complex change projects, facilitating strategic planning and business development, designing innovative curriculum, and coaching educational managers and leaders.

Her qualifications include:• Master of Arts (Social Ecology)• Bachelor of Arts• Bachelor of Education• Diploma of Education• Certificate IV in Training and Education

She has also completed continuing education programs in coaching, facilitation and holistic human development processes.

Margaret is committed to social justice, quality education and training and environmental sustainability. She is currently a member of the Gippsland Council of Adult and Community Education and business coach for some small Gippsland arts-based organisations.

M I C H A E L N E L S O N , N O N - E X E C U T I V E D I R E C T O RMichael has been a Director of Workways since 2007 and served as board Chair from 2010 to 2015. He has been a teacher since 1976 and has worked in educational administration and consultancy since moving to Bairnsdale in 1986. Currently Michael has an educational consultancy and co-ordinates an alternative educational setting working with disengaged youth.

He has been involved in School Boards and Administrative Committees and numerous community organisation committees of management. From 1993-2008 he was a Director of Hockey Victoria (incorporating VHA) and was a Director of the Gippsland Sports Assembly for several years. His involvement in hockey ranges from the local level, through Victorian Country Hockey to Hockey Australia, where he represents Country Australia on the Hockey Australia Competitions Committee. He is a member of Rotary and served as president of his club in 2014-15.

Michael has a strong passion for social justice and a “fair go”, which is reflected in his involvement in and contribution to the community in which he lives. In Workways, Michael sees a unique opportunity to contribute to his local and wider community with a commitment to sound governance and supporting quality of service to those most in need.

Married to Merine, Michael has eight sons and a growing number of grandchildren. Most of his interests have revolved around the activities of his children and have included hockey, swimming, scuba diving and athletics.

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J A N E M C K A Y , N O N - E X E C U T I V E D I R E C T O RJane McKay has worked in marketing and communications for more than a decade and now runs her own marketing consultancy from her home in Bruthen, East Gippsland.

Jane’s qualifications include a Bachelor of Arts (Social Science), a Masters in Communications and Media, and an Advanced Diploma in Management. She has a keen interest in stakeholder engagement and examining the innovative ways Workways can assist its clients moving into the future.

As a former employee of Workways Australia, Jane has experience across many facets of the organisation and has a strong interest in the community services sector. In particular how we, as an organisation, can continue to further our purpose to assist those most disadvantaged in our communities.

She has been a member of the board since November and is looking forward to seeing the continued success and achievements of Workways’ clients facilitated by the hard work of the board and staff at all levels.

G E O R G E H U T C H I S O N , N O N - E X E C U T I V E D I R E C T O RGeorge has lived and worked in Bairnsdale for the past 30 years and has been a Workways board director for the past nine years.

He is a Professional Structural/Civil Engineer and is the Managing Director of G.A. Hutchison & Associates Pty Ltd.

George brings to Workways more than 30 years’ experience as a director of his own businesses and has served on various community boards.

As a board member his aim is to maintain the highest level of integrity and impartiality in providing governance to the organisation.

His principal hobbies are sailing, snow skiing and swimming.

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D I R E C T O R S ’ R E P O R T

The directors present their report together with the financial report of the group, being the company and its controlled entities, for the year ended 30 June 2016 and auditor’s report thereon.

G O V E R N A N C E S TAT E M E N TWorkways Australia Ltd is a Company Limited by Guarantee, incorporated under the Corporations Act 2001 and registered with the Australian Charities and Not-for-profits Commission (ACNC). The ACNC has set governance standards that must be met by Workways Australia Ltd so as to remain registered. The Company Constitution requires a board consisting of not less than six and not more than eight directors. Directors provide a board with a mix of skills, diversity of experiences and a range of viewpoints for decision-making. Responsibility for the governance of Workways Australia Ltd rests with the Board of Directors.

This governance statement outlines how the Workways Board meets that responsibility.

M I S S I O N , V I S I O N A N D VA L U E SThe Board must ensure that Workways’ activities are directed towards achieving its mission to deliver economic, social and environmental benefits to the community by enabling people to participate in the workforce, develop their potential and contribute to society.

The Board must ensure that this mission is achieved in the most efficient and effective way possible, while preserving and promoting Workways’ reputation and objectives as identified in our constitution and in our vision and mission.

S P E C I A L R E S P O N S I B I L I T I E S O F T H E B O A R DThe Board fulfils its role by:

• Participating with management in setting and monitoring the strategic plan;

• Recruiting the Chief Executive Officer and providing guidance and performance monitoring;

• Ensuring an appropriate executive succession plan is in place;

• Ensuring ethical standards are met;• Ensuring effective governance processes

are maintained;• Setting and monitoring corporate culture;• Ensuring appropriate risk management is in place;• Control and monitoring of organisational

performance;• Compliance with the law and the requirements

of regulators;• Financial control and monitoring solvency;• Approving and monitoring operating and capital

budgets formulated by executive management;• Developing appropriate delegations with

supporting policies and procedures;• Communication with key stakeholders;• Advocating on behalf of Workways.

These responsibilities are set out in the Board’s Charter.

M A N A G E M E N T ’ S R E S P O N S I B I L I T YThe Board has formally delegated responsibility for the operational management of the organisation to the Chief Executive and the Executive Management Team (EMT), comprising the Chief Financial Officer, General Manager People and Culture, General Manager Services, General Manager Operations and Disability Employment Services, and General Manager Strategy, Growth and Environment.

The Chief Executive provides the leadership of the EMT and the organisation, and is responsible for achieving the directions set out in the strategic plan. The Board has determined delegations of authority to the Chief Executive to facilitate operational decision-making.

Remuneration for Directors and the Chief Executive is set by the Board on recommendation from the Governance Committee. Guidelines are developed for EMT remuneration and these are used by the Chief Executive to determine levels.

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B O A R D O V E R S I G H TThe Board oversees and monitors EMT’s performance by:

• Meeting at least 10 times during the year;• Receiving detailed financial and other reports

from management at these meetings;• Receiving additional information and input from

management when required;• Assigning responsibility to oversee particular

aspects of Workways’ operations to the two Board Committees: Audit and Risk Committee and the Governance Committee;

• Establishing, annually reviewing and updating terms of reference for each of the Committees.

D I R E C T O R S N A M E SThe names of the directors in office at any time during or since the end of the year are:

Thelma Hutchison (Chairperson)Angela Hutson (Deputy Chairperson)Michael Nelson (immediate Past Chairperson, Chairperson Governance Committee)Joanne Booth (Treasurer) (resigned 30 June 2016)George HutchisonBill Gamble (Secretary)Jane McKay (elected 26 November 2015)Margaret Taylor (elected 26 November 2015)Russell Needham (appointed 28 July 2016)

The directors have been in office since the start of the year to the date of this report unless otherwise stated.

O P E R AT I N G R E S U LTThe loss of the group for the year after providing for income tax amounted to $1,092,139 (2015: $3,579,654).

Revenue for the financial year is $23.8M which is down from $27.7M last year. This decrease is due to our largest contract, jobactive, taking 6-9 months from commencement on 1 July, 2015 to mature into a full outcome paying contract and the loss of employment service contracts in Victoria and New South Wales. The addition of a full year of jobactive outcome payments, the revenue from the merger with Advance Personnel Inc in Canberra and the addition of federal government contracts in Transition to Work and Parents Next will see a significant increase in revenue in 2016/17.

The merger with Advance Personnel Inc in Canberra created a new revenue stream for Workways Disability Employment Services. This segment of the business achieved revenues of $1.7M for the period October to June. With strong growth in revenue and a full year of trading results this will also contribute to an increase in revenue in 2016/17.

Of the total EnviTE revenue, environmental revenue was $1.8M for the year, approximately 10% below expectation. To partially offset this, the Green Army revenue was $1.9M which was $80k above expectation.

Youth & Community Programs contributed $1.0M which was $0.5M above budget due to the commencement of the Transition to Work and Parents Next programs.

Workways has had ongoing funding in its Springboard contracts and its Gippsland East Mentoring program contract approved.

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The structure of our largest program, jobactive, with the largest payments due for 12 and 26 week employment outcomes, meant full payment for this contract could not be achieved until the contract was 6-9 months old. As the contract commenced on 1 July 2015 this had a large negative impact on revenue and profitability. In addition the federal government made changes to the jobactive contract post tender which resulted in an inability to claim administration costs for the Work for the Dole program and costs for delivering training internally to jobseekers which reduced jobactive revenue $600k from forecast. The federal government has since reversed the decision on internal training which will improve jobactive revenue for 2016/17. The government is also reviewing the Work for the Dole administration cost issue. Now that this contract is 12 months old, full outcome payments are being paid and we are receiving payment for delivery of internal training. There will be a large positive impact on revenue and profitability in 2016/17. The transition out of Job Services Australia contracts and sites when that contract expired on 30 June 2015 also contributed to Workways loss this financial year.

On the costs side we had the addition of a new business (Advance Personnel {Canberra} Inc) and commencement of new programs in Transition to Work and Parents Next which added considerably to the budgeted costs as well as revenues. Revenue was $23.7M which was 13% above budget. Expenses were $24.8M which was 17% above budget. The gap was in the slower than anticipated revenue from jobactive, government changes to the jobactive contract and additional property costs from site closures and set up.

S I G N I F I C A N T C H A N G E S I N S TAT E O F A F FA I R SSignificant changes in the state of affairs of the group during the financial year were as follows:

• Commencement of new jobactive contracts in Townsville and Cairns;

• Merger with Advance Personnel Inc and inclusion of Disability Employment Service contract in Canberra/Queanbeyan;

• Closure of sites in Victoria and New South Wales due to the expiry of the Job Services Australia contract at 30 June 2015;

• Introduction of new Transition to Work contracts in Gippsland and Townsville;

• Introduction of new Parents Next contract in Brisbane;

• Introduction of new recruitment and labour hire business in Victoria, ACT, New South Wales and Queensland.

O B J E C T I V E S A N D S T R AT E G I E SWorkways Australia undertakes such activities as are suitable to achieve its principal purpose including:

• The establishment, management and maintenance of facilities for the education, training and personal development of individuals, including disabled, who suffer significant labour market difficulties;

• Participation in government initiatives aimed at assisting individuals who suffer long-term unemployment and other significant social disadvantages, including disability, which affect their ability to participate in the labour market;

• The provision of practical and innovative labour market orientated activities and services;

• The development and maintenance of networks with other service providers that assist individuals who suffer significant labour market disadvantage and disability;

• Activities which stimulate interest and assistance through enhancing community awareness in issues affecting individuals who are disabled, those who suffer long-term unemployment and socially disadvantaged people; and

• Activities to enhance and restore the quality of our environment and contribute to improvements in the approach to environmental management.

To achieve these objectives, the group has adopted the following strategies:

• Provision of employment services in Queensland under the federal government’s jobactive program to assist individuals who suffer from long-term unemployment to address barriers and gain placement in sustainable employment;

• Provision of disability employment services in the ACT/Queanbeyan, New South Wales and Queensland;

• Provision of support services to youth disengaged from education through the provision of employment and support services under the federal government’s Transition to Work program in Victoria and Queensland;

• Providing a service to young people between 16 and 21 years of age who are or have been in residential out of home care and who are disengaged from education or employment through the Victorian government’s Springboard program;

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• Providing a service to parents whose youngest child will reach school age in two years to identify their education and employment goals and develop pathways to achieve them through the federal government’s Parent Next program in Queensland;

• Providing a fee for service recruitment and labour hire service to employers in Victoria, ACT, New South Wales and Queensland to connect unemployed people with those employers;

• Undertaking environmental reforestation and rehabilitation projects in New South Wales and expanding environmental services to operate Green Army projects in Victoria and New South Wales;

• Providing financial support to activities that directly address social disadvantage or stimulate further interest and assistance to relieve poverty, distress, misfortune or disability.

A F T E R B A L A N C E D AT E E V E N T S

No matters or circumstances have arisen since the end of the financial year which significantly affected or may significantly affect the operations of the group, the results of those operations, or the state of affairs of the group in future financial years.

M E E T I N G S O F D I R E C T O R S

M E M B E R ’ S G U A R A N T E EThe parent is incorporated under the Corporations Act 2001 and is limited by guarantee. If the company is wound up, the Constitution states that each member is required to contribute to a maximum of $10 each towards meeting any outstandings and obligations of the company. At 30 June 2016 the number of members was 136. The combined total amount that members of the company are liable to contribute if the company is wound up is $1,360.

A U D I T O R ’ S I N D E P E N D E N C E D E C L A R AT I O NA copy of the auditor’s independence declaration under section 60-40 of the Australian Charities and Not-for-profits Commission Act 2012 in relation to the audit for the financial year is provided with this report.

Signed in accordance with a resolution of the board of directors.

Director:

Thelma Hutchison (Chairperson) Dated this 3rd day of November 2016

A U D I T O R ’ S R E P O R TThis Annual Report of the Company has been based on the full audited financial report. The financial summary should be read in conjunction with the full version of the financial report which includes the Independent Auditor’s report and Independence Declaration.

DIRECTORS DIRECTORS’ MEETINGS

Number eligible to attend

Number attended

Thelma Hutchison 12 10

Angela Hutson 12 10

Michael Nelson 12 11

Joanne Booth 12 10

George Hutchison 12 11

Bill Gamble 12 12

Jane McKay 7 6

Margaret Taylor 7 5

Russell Needham - -

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G O V E R N A N C E C O M M I T T E E R E P O R T

The Workways Governance Committee assists the board in matters relating to its effectiveness and performance.

The committee takes responsibility for governance policy development, evaluation of the performance of directors and the board, succession planning, performance of the Chief Executive, compliance with the company’s constitution, Corporations Act and Regulations, other relevant legislation and common law, and ensuring that Workways operates in accordance with its stated mission, vision and values.

The Governance Committee had four meetings during the year, with the following areas of focus:

• Annual review of the Chief Executive’s performance and development of key performance indicators for 2016-17.

• Review and updating of governance policies.• Development and implementation of a director

skills matrix.• Review and development of a comprehensive

director induction program.• Monthly assessment of the effectiveness of

board meetings.

• The company constitution has been reviewed to ensure we have a governance model that reflects the business changes, diversification and expanded footprint that now shape Workways. An independent review has recommended some changes, which will be presented to the membership in the latter part of 2016.

Committee members are Michael Nelson (Chair), Bill Gamble and Jane McKay. Thelma Hutchison attends meetings in her capacity as Board Chair. All board directors are welcome to attend Governance Committee meetings.

Michael Nelson Chairperson, Governance Committee

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A U D I T A N D R I S K C O M M I T T E E

The Workways Audit and Risk Committee plays a key role in assisting the board fulfil its corporate governance responsibilities. The committee supports the board in relation to financial reporting, internal controls, risk management systems, regulatory and contractual compliance, and the internal and external audit functions.

The Audit and Risk Committee had seven meetings during the year, with the following areas of focus:

Reviewing the end-of-year annual financial statements and a forum for the external auditors to present their findings, recommendations and evaluation of management performance.

Establishing the scope of internal audits, including the three-year rolling Strategic Internal Audit Plan. The audit areas completed for 2015-16 were contract management and advocacy; asset management; and budget management.

• Reviewing recommendations from past and current internal audits and overseeing the development of a document to monitor their implementation.

• Analysis of the annual operating and capital budgets with recommendations to the board.

• Reviewing and assessing the organisation’s risk management framework. A revised Integrated Risk Management Framework was implemented this year.

• Regularly reporting to the board about committee activities, issues and related recommendations.

• The committee conducted an evaluation of its role, effectiveness and executive support services.

During the year there were a number of changes to committee membership. Thelma Hutchison, Margaret Taylor, George Hutchison and I served as Director Appointees. Abbas Khambati and Jo Cain served as Independent Members.

Sincere thanks are extended to all committee members and the Executive Management Team for their time and commitment. I would also like to acknowledge the work of our internal and external auditors over the past year.

Special thanks are reserved for our retiring Committee Chairperson, Joanne Booth, for her expertise and commitment to Workways over the past six years.

Angela Hutson Chairperson Audit and Risk Committee

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C H I E F F I N A N C I A L O F F I C E R ’ S R E P O R T

Workways diversification and growth strategy continued in 2015-16 with the expansion of programs and Government contracts in addition to merging with Advance Personnel and commencing a recruitment and labour hire service in October 2015.

Workways now services areas in Queensland in the Gold Coast, Townsville, Cairns and Mt Isa areas; Northern New South Wales (NSW), North East Victoria and Gippsland in Victoria and the Australian Capital Territory (ACT).

The structure of one of Workways largest programs, jobactive, with the largest payments due in 12 and 26 week employment outcomes had a negative impact on the first half of 2015-16. That, and the transition out of Job Services Australia contracts and closure of sites in Victoria and New South Wales, when the contract expired on 30 June 2015, contributed to Workways loss this financial year.

However the commencement of new jobactive contracts in Townsville and Cairns, the merger with Advance Personnel, the introduction of new Transition to Work contracts in Gippsland and Townsville and Parents Next contract in Brisbane in addition to the commencement of a new Recruitment and Labour Hire Business in Victoria, NSW, ACT and Queensland, has resulted in a stronger financial result in the last six months of 2015-16.

W O R K WAY S R E V E N U ERevenue for the financial year of $23.8M is approximately $4M less than the revenue received in 2014-15. This decrease is due to our largest contract, jobactive, taking 6-9 months, from commencement on 1 July 2015, to mature into a full outcome paying contract.

The merger with Advance Personnel in Canberra created a new revenue stream for Workways in Disability Employment Services. The revenue achieved from this program was $1.7M from October to June. In 2016-17 we are anticipating an increase in revenue, having a full year of trading in this program.

Environmental revenue of $1.8M was approximately 10% below expectation however this was partially offset by the Green Army revenue of $1.9M which was $80k above expectation.

W O R K WAY S E X P E N S E STotal expenditure of $24.8M was $6.4M less than 2014-15. The reduction was primarily due to the closure of 31 sites and the redundancy payments of 120 staff in 2014-15 as a result of Job Services Australia contracts not being renewed in Victoria and NSW.

The total operating loss for the Workways group amounted to $1,092,139. This was an improvement on the 2014-15 operating loss of $3,579,654. The loss of the Job Services Australia contracts had a significant impact in 2014-15. In 2015-16 the jobactive program that commenced on 1 July 2015 took 6-9 months to mature into full outcome payments resulting in a slow start to 2015-16. With a stronger six month result achieved at the end of 2015-16, and continuing into 2016-17, Workways is expecting to report a surplus result in 2016-17.

Workways has grown and diversified the business and moved from being economically dependent on one main program, to expanding the range of government funded programs. Business growth in 2015-2016 has been achieved through a merger with Advance Personnel (Canberra) Incorporated and commencing a recruitment and labour hire service.

In line with Workways’ strategic plan 2014-2017, no single program makes up more than 35% of revenue.

Cindy Kenny Chief Financial Officer 3 November 2016

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F I N A N C I A L P E R F O R M A N C E AT A G L A N C E

FINANCIAL SUMMARY REPORT Consolidated Group Parent Entity2015/16 ($’000’s)

2014/15 ($’000’s)

2015/16 ($’000’s)

2014/15 ($’000’s)

Our Contract RevenueJob Services Revenue 3,521 21,089 3,521 21,089 Access Revenue - - - - Youth & Indigenous Services Revenue 924 1,138 924 1,138 Interest & Other Revenue 805 451 202 376 EnviTE Inc. Revenue & Gain on Purchase 3,783 5,063 - - jobactive 7,865 - 7,865 - Disability Employment Services 6,196 - 6,162 - Workways Recruitment - labour hire revenue 699 - - -

Our ExpenditureEmployee Benefits Expense 13,217 16,092 11,230 12,855Depreciation and Amortisation Expense 979 1,158 883 1,045Client Expenses 3,347 7,589 2,573 5,927Property Costs 2,109 1,909 1,865 1,850Telephone & Data 894 977 888 969

Our AssetsCurrent Assets 5,202 7,379 3,245 6,367Non Current Assets 5,309 4,660 5,060 4,539Total Assets 10,511 12,039 8,305 10,906

Our LiabilitiesCurrent Liabilities 3,686 4,026 2,715 3,184Non Current Liabilities 167 191 188 124Total Liabilities 3,854 4,218 2,904 3,309

Net Assets 6,657 7,821 5,401 7,598

InvestmentTotal Capital Investment 742 1,978 535 1,897

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T H E W O R K W A Y S G R O U P

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W O R K WAY S A U S T R A L I A L I M I T E DHead Office 280 Main Street, Bairnsdale VIC 3875 PO Box 331, Bairnsdale VIC 3875

Phone:1800 631 196 Email: enquiry@workways.com.au Website: www.workways.com.au