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Top 10 Entrepreneur Biographies You Should Read
November 27, 2022 by spawn
Books are a wonderful source of inspiration, a condensed collection of years' worth of knowledge, a dependable companion, an escape into fantasy, and a manual for taking action. Books are no exception when it comes to the constant need for entrepreneurs and founders to adapt and learn from all available sources.
This is particularly true with business biographies, which are frequently authored by the most influential and ground-breaking figures in the industry.
Experience is the best teacher for people. Otto von Bismarck once said, "I prefer to learn from the experience of others." Reading the biographies of individuals whom you admire is a great method to do the same.
The top 10 business biographies are listed here, carefully chosen to suit all tastes.
Steve Jobs: The Exclusive Biography
Alibaba: The House That Jack Ma Built
The Snowball: Warren Buffett and the Business of Life
Onward: How Starbucks Fought for Its Life without Losing Its Soul
That Will Never Work: The Birth of Netflix and the Amazing Life of an Idea
Author: Walter Isaacson
Goodreads Rating: 4.16
Steve Jobs: The Exclusive Biography – Best Entrepreneur Biographies
An entrepreneur's autobiography about one of the most significant founders ever, Steve Jobs, is portrayed beautifully in this biography by Walter Issacson. Over 40 interviews with Steve Jobs, his family, and coworkers served as the basis for this biography. You understand through his journey where he received his ideas from and exactly how he overcame difficulties throughout the years. Walters demonstrates how Jobs transformed several sectors, including music, animated films, smartphones, and tablet computers.
In the twenty-first century, he saw that fusing creativity with technology was the perfect approach to generating value. He established a business that combines incredible technological marvels with imaginative breakthroughs.
Although Jobs worked with the author, he requested no say over what was published. Nothing was off bounds, he said. He urged everyone he knew to be open-minded. He was open and honest about the individuals he collaborated with and faced. The emotions, obsessions, foulness, creativity, perfectionism, and drive for dominance that defined his business style and the inventive goods that came as a result are candidly described by his friends, competitors, and coworkers. His story is both educational and warning, and it contains many valuable lessons about creativity, morality, leadership, and principles.
Buy Steve Jobs: The Exclusive Biography Here
Author: Ashlee Vance
Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future – Best Entrepreneur Biographies
Elon Musk, the businessman and developer behind Tesla, SolarCity, and SpaceX, sold PayPal, one of his online businesses, for $1.5 billion. From his turbulent beginnings in South Africa and escape to the United States to his stunning technical inventions and economic endeavours, Ashlee Vance portrays the complete grandeur and trajectory of the genius's career and life. One of the most important issues of our day is explored by Vance using Musk's story: Can the country of innovators and creators that dominated modern society for a century continue to thrive in the face of intense international competition?
He contends that Henry Ford, Steve Jobs, Thomas Edison, and Howard Hughes, constitute Musk, who he compares to all of them. Musk has devoted more of his time and resources than any other businessman alive today to envision a tomorrow that is as expansive as the innovators of the Great Era of Science-Fiction and Fantasy.
Buy Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future Here
List of All the Books Ever Recommended by Elon Musk
Elon Musk is a successful entrepreneur and founder of Tesla and SpaceX. He has learnt a lot from reading books. So, Here are 70 books recommended by Elon Musk.
Author: Duncan Clark
Alibaba: The House That Jack Ma Built – Best Entrepreneur Biographies
Duncan Clark, who was given unimaginable access to a wealth of new information and exclusive personal interviews, brings on his first-hand knowledge of key players crucial to Alibaba's rise to craft a credible, persuasive descriptive account of how Alibaba and its charismatic founder have changed the way that Chinese practise their newly found financial stability, encouraging businessmen all over the world and turning the tables on the Silicon Valley giants.
Jack Ma, a man who came from impoverished circumstances and began his career as an English teacher, developed and grew Alibaba into the second-largest Internet firm in the world in just ten years. The firm was valued more than Facebook or Coca-Cola after its $25 billion IPO in 2014, which was the highest ever. Hundreds of millions of Chinese consumers rely on Alibaba's eCommerce operations every day, and it also employs and pays millions of individuals.
Duncan covers important issues about the company's history, development, and prospects. How did Jack Ma create Alibaba from such humble beginnings? What accounts for his unwavering motivation and cunning advantage over his rivals? How long can the business expect to hold its position of dominance with over 80% of China's eCommerce market? Are Alibaba's goals constrained, or will the Chinese government take action to restrain them, as the business sets its eyes on the financial and media industries of the nation? And how will Alibaba expand its influence and operations in the US and other international markets as it opens offices in cities like Seattle, San Francisco, and LA?
Clark situates Alibaba's story within the broader narrative of China's economic boom—the growth of corporate companies and the advancement of web usage has propelled the nation to become the second-largest economy in the world and home to the largest Internet population, which is double the size of the US. He also looks at the social and political backdrop to these significant shifts. Clark is a seasoned insider with unmatched contacts who has a profound knowledge of Chinese business philosophy. As never before, he sheds light on an improbable business giant and analyses the crucial role his company played in changing China while also strengthening its position and influence globally.
Buy Alibaba: The House That Jack Ma Built Here
Author: Phil Knight
Shoe Dog – Best Entrepreneur Biographies
For the first time, Nike CEO and founder, Phil Knight, tells the inner tale of the firm's beginnings as an adventurous startup and how Nike developed to become one of the most recognisable, game-changing, and lucrative companies in the world in this honest and engaging biography.
After graduating from business school in 1962, Phil Knight loaned $50 from his father and started a company with the straightforward goal of importing high-end, reasonably priced sports shoes from Japan. Knight made $8,000 his first year by selling the shoes out of the backseat of his lime green Plymouth Valiant. Nike now has yearly sales of almost $30 billion. In the startup era, the swoosh (Nike's logo) has developed into a groundbreaking, global icon, being one of the most pervasive and well-known symbols in existence right now.
But Knight, the person responsible for the swoosh, has always been away from the public's eyes. Here, for the very first time, he shares his narrative, starting with his crossroads experience, in a book that is open, honest, brave, and humorous. After travelling the world on a rucksack at the age of 24, he made the unorthodox choice to launch his own company, one that would be lively and distinctive.
Alongside his early successes, Knight describes the numerous risks and intimidating failures that came his way to realise his objective. Above everything else, he remembers the early connections and very first partnerships and workers, a motley crew of outcasts and explorers who grew to be a close-knit family. Collectively, they developed a company that transformed it all by utilising the tremendous force of a common objective and a strong faith in the divinity of sports.
Buy Shoe Dog: A Memoir by the Creator of NIKE Here
Author: Brad Stone
The Everything Store – Best Entrepreneur Biographies
Historically, Amazon.com began by sending books to customers by mail. But Jeff Bezos, the company's imaginative creator, wasn't happy to only sell books. He envisioned Amazon as the one-stop shop with an unrestricted assortment, alluring accessibility, and game-changing cheap costs. To do this, he created a business culture of unyielding determination and confidentiality that has never been broken. Brad Stone with the help of both current and past Amazon workers as well as members of the Bezos family, provides readers with their first, extensive, bystander vision of how everything worked in the journey of Amazon.
Bezos is a private person in contrast to other top pioneers in technology like Jobs, Gates, and Zuckerberg. He distinguishes out, though, for his relentless search for new markets that have seen him steer Amazon into high-risk projects like the Kindle and cloud computing while also revolutionising shopping in the same way Henry Ford did with manufacturing. The Everything Store is a riveting, comprehensive account of the business that made one of the initial and most significant stands on the world wide web and fundamentally altered how we browse and purchase.
Buy The Everything Store Here
Author: Alice Schroeder
The Snowball – Best Entrepreneur Biographies
The definitive biography of Warren Buffett, amongst the most admired individuals in the world, is available here. The renowned Omaha investor has never published a book, but he gave one writer, Alice Schroeder, an unparalleled opportunity to interview him and others who were most important to him about his career, beliefs, problems, victories, mistakes, and insights. As a consequence, the person known as "The Oracle of Omaha" has a comprehensive and emotionally engaging biography.
Buffett has never revealed his entire life narrative, even though the mainstream media follows him regularly. Warren Buffett is full of contradictions. He set out to demonstrate that a good person can come in first. He promoted honesty as an investor, CEO, board member, writer, and speaker over the years, treating his investors as partners and serving as their stewards. From the humble Omaha headquarters of his firm Berkshire Hathaway, he simultaneously rose to the position of the richest man in the world. Nothing about this is "basic".
When Alice Schroeder first met Warren Buffett, she was a skilled writer with a good eye for detail and financial acumen. She also worked as an analyst for the financial industry. He was impressed by her financial articles, and as she got to know him, she discovered that while much had been published about his investment approach, no one had gone further to examine his bigger ideology, which is intertwined with a complicated persona and the specifics of his experience. This led to his deciding to work with her on the autobiography he wouldn't ever pen down.
Buffett, before this publication, never spent endless hours conversing with a writer, answering questions, allowing them to complete visibility to his family, children, friends, acquaintances, and business partners, unlocking his archives, and remembering his early years. It was a brave thing to do, as The Snowball makes very evident. Being a mortal, his journey has had both pluses and minuses, as most journeys do. Buffett's principles and beliefs that have improved people's lives will be remembered instead of his position on the wealth scoreboard, even though his fortune is still remarkable. This story depicts why Warren Buffett is today's most remarkable example of American business success.
Buy The Snowball Here
Top 15 Books Recommended by Warren Buffett
Warren Buffett's love of reading has profoundly shaped him as a human since he was a small kid. Find out the best books recommended by Warren Buffett here.
Author: Sam Walton, John Huey (Contributor)
Sam Walton: Made in America – Best Entrepreneur Biographies
Here is a remarkable success tale of a man whose empire was established by hard work rather than deception.
In Sam Walton's own words, this is "a tale of risk-taking, work and effort, and business; of understanding where you wish to go and getting prepared to do whatever it requires to achieve that goal. It's also a tale about adhering to your principles and trusting in your ideas even when others might not."
It tells the tale of how Sam Walton transformed Walmart, the biggest retailer in the world, from a single discount store in a struggling textile town. He never lacked the common touch while reigning as the unquestioned merchant monarch of the late 20th century. Here, Walton shares his remarkable tale in his unique terms. Genuinely modest yet always confident in his goals and successes, Walton expresses his ideas in a straightforward, plain manner.
Buy Sam Walton: Made In America Here
Author: Howard Schultz, Joanne Gordon
Onward – Best Entrepreneur Biographies
Starbucks' president and chairman, Howard Schultz (now interim CEO), decided to resume his role as CEO in 2008, 8 years after he had backed away from the regular management of the business and taken on the role of chairman. Schultz was committed to assisting Starbucks in getting back on track, reestablishing its essential principles, and regaining its economic health since he believed the company had wandered off course.
In Onward, he and fellow writer, Joanne Gordon, tells the incredible story of Howard's comeback and the company's sustainable change under his management, demonstrating how Starbucks once more successfully achieved sustainability and profitability without losing compassion amid one of the most turbulent economic periods in history.
The book zooms in to reveal, in engrossing detail, how one firm battled and remade itself in the midst of everything. providing readers with a glimpse of a period of history that left no organisation unaffected. The fast-moving story gives readers an insight into Schultz's mind as he learns to accept his limits and his changing management style while being pushed by the pressure that arises on a daily basis as disputes. The fascinating, honest tale Onward charts the development of both a business and a businessman.
Schultz's core leadership principle, Onward, is that success is not just about winning, but also about winning the right way. In the end, he gives readers what he works so hard to convey every day: a sense of optimism that, no matter how difficult things become, the future may still be just as successful as the past, or perhaps more successful, depending on how success is defined.
Buy Onward Here
Author: Marc Randolph
That Will Never Work – Best Entrepreneur Biographies
The amazing unseen tale of how Netflix evolved from a vision to a business is recounted in the style of Phil Knight's Shoe Dog, and it is all narrated by co-founder and former CEO, Marc Randolph.
Brick-and-mortar video storefronts previously reigned supreme. Late fines were commonplace, video streaming was unknown, and the mass acceptance of DVDs appeared to be about as far off as flying automobiles. In fact, when Marc Randolph had an idea in 1997, these were the generally recognised rules of the nation. It was a straightforward idea—using the internet to rent movies—but it was one of several, much worse recommendations that Randolph would make to Reed Hastings on their daily journey to work, including those for customised baseball bats and a shampoo delivery company.
But Hastings was fascinated, so the two created a business, with Hastings serving as the main financier and Randolph as the CEO. Netflix's success now that it has more than 150 million users seems predestined, yet the most revolutionary start-up of the twenty-first century started with very few supporters and disaster at every step. Marc Randolph's impactful journey illustrates how anyone who possesses toughness, sound intuitions, and persistence can transform the world, even with a suggestion that many folks assume will never function. From having to persuade his own mom to become an investor to the guest house conference hall that functioned as the initial office, to server crashes on launch day, to the now-legendary meeting when Netflix proposed Blockbuster Inc. to acquire them.
But more than simply the insider account of one of the most recognisable corporations in the world is revealed. It offers solutions to a number of our most essential inquiries about taking chances in the company or in life. It is chock-full of counterintuitive topics and written in writing that makes you want to binge. Where do you start? How do you handle failures and dissatisfaction? What is your approach to success? What is success, exactly?
That Will Never Work is not just the quintessential follow-your-dreams tale but also one of the greatest illuminating business tales of modern times, covering topics like idea development, team building, and understanding when to let go.
Buy That Will Never Work Here
Author: Robert Iger
The Ride of a Lifetime – Best Entrepreneur Biographies
In this book, the former CEO of The Walt Disney Company, Robert Iger, discusses the principles and concepts that have helped him redevelop one of the most adored companies around the world and motivate those who work there, with the help of fellow writer Joel Lovell.
Amid a challenging period, Robert Iger was appointed CEO of The Walt Disney Company in 2005. The company's morale had declined, the market was more fierce, and technologies were evolving more quickly than they ever had.
Iger says, "I realised there was nothing to be achieved from fighting over the old days." "The future was all that mattered, and I thought I knew exactly where Disney needed to go," he said.
Three concepts stood up clearly:
Produce the best content Disney is capable of.
Instead of resisting innovation, welcome it and employ it
Think larger, think globally, and strengthen the brand recognition of Disney in other countries.
Twelve years later, Disney is the biggest and most reputable media business in the world, with 21st Century Fox, Pixar, Marvel, and Lucasfilm among its brands. Iger is regarded as one of the most creative and successful CEOs of his time, and the company is now worth about five times what it was when he joined it.
Buy The Ride of a Lifetime Here
Many entrepreneurs believe that reading and understanding the stories of the people they look up to has helped them in their journey to success. The above list includes some of the best business biographies of top entrepreneurs, which are sure to help you learn different mantras for your success.
What are business biographies?
Business biographies refer to the portrayal of the stories of entrepreneurs as well as the formation and growth of powerful corporations.
Which are the best business biographies to read?
The best business biographies of top entrepreneurs are:
Is there a biography of Elon Musk?
Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future by Ashlee Vance is a popular biography of Elon Musk, published in 2015. Power Play: Tesla, Elon Musk, and the Bet of the Century by Tim Higgins is another biography of Elon Musk.
How do I create a SaaS product demo video? (5 easy steps)
Email Verification Tools, Features and Comparison of top five Services
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Candere By Kalyan Jewelers success story
Liubov Svezhentseva is Head of Marketing at Payeer, an international e-wallet


This is a compilation of the Parliamentary Service Determination 2013 that shows the text of the law as amended and in force on 14 October 2017 (the compilation date).
This determination is the Parliamentary Service Determination 2013.
This determination is made under the Parliamentary Service Act 1999.
Note: See section 71 of the Act.
The Dictionary in Schedule 1 to this determination defines certain terms used in this determination.
(h) being responsive to the needs of the Parliament and understanding the environment in which it operates.
(i) supporting systems that give Parliamentary Service employees appropriate opportunities to develop and demonstrate leadership qualities.
(f) complying with all relevant anti‑discrimination laws.
(g) being answerable for individual performance.
(g) implementing policies in a way that is free from bias and in accordance with the law.
broadband has the meaning given by subrule 9(4) of the Classification Rules (as in force immediately before 1 July 2013).
(b) it is appropriate to consider engaging or promoting a person to perform the duties.
(iv) it is to be performed in a similar location.
In this determination, SES vacancy means a vacancy at an SES classification as set out in the Classification Rules.
(g) ability to contribute to team performance.
(1) This section sets out the circumstances in which a person may be engaged as an SES employee for a specified term.
Note: See subsection 22(4) of the Act.
(2) The person may be engaged for a specified term if the term does not exceed 5 years.
(3) The engagement may be extended once or more than once, but the engagement may be extended only to the extent that the total term does not exceed 5 years.
Note: The usual basis for engagement of a Parliamentary Service employee is as an ongoing Parliamentary Service employee: see paragraph 10A(1)(b) of the Act. A Secretary is expected to have regard to that paragraph before engaging a person as a non‑ongoing employee.
(1) This clause prescribes circumstances in which a Secretary may engage a person as an employee (other than an SES‑employee) for a specified term or for the duration of a specified task.
Note 1: See subsection 22(4) of the Act.
Note 2: Paragraph 10A(1)(c) of the Act requires engagement and promotion decisions to be based on merit. Divisions 3 and 4 explain how this Employment Principle is to be applied.
Note 3: The usual basis for engagement of a Parliamentary Service employee is as an ongoing Parliamentary Service employee: see paragraph 10A(1)(b) of the Act. A Secretary is expected to have regard to that paragraph before engaging a person as a non‑ongoing employee.
(b) be satisfied that the services of the person are unlikely to be required after the task is complete.
(c) needs to replace an ongoing employee who is on leave or who is assigned to other duties.
(e) the person is an ongoing Parliamentary Service employee.
(c) subject to subclause (5), the total period of the engagement, including any extensions of the engagement, must not exceed 3 years.
(ii) authorises the Secretary to extend the engagement.
(b) the period of engagement mentioned in paragraph (a) is the period decided by the Secretary.
(b) the minimum requirements that a Secretary must meet in order to uphold that Employment Principle.
Note: Subdivision 2 provides modifications of and exceptions to the requirements in this Subdivision for certain kinds of engagement and promotion decisions.
(b) for a decision to which Subdivision 2 applies—this Subdivision as modified by that Subdivision.
Note: See sections 26 and 26A of the Act for the engagement of an ongoing APS employee as an ongoing or non‑ongoing Parliamentary Service employee.
(d) the selection process is appropriately documented.
Note: Clauses 15 and 16 provide for matters regarding the engagement of non-ongoing Parliamentary Service employees.
(b) if any eligible applicants are otherwise equal on merit—secondary considerations may be taken into account if they relate to matters within the control of the applicant.
Note: Paragraph (b)—matters within the control of the applicant include the applicant's ability to start by a particular date, willingness to relocate or to meet other reasonable Departmental requirements.
(ii) if the Secretary was satisfied that there were special circumstances and the Secretary approved a shorter period—the end of that shorter period.
(2) If the Secretary decides that, for reasons of cost or operational efficiency, a vacancy at a non‑SES classification should be filled by a person who is already a Parliamentary Service employee, the vacancy may be notified in the Public Service Gazette as open only to persons who are Parliamentary Service employees at the time of the notification.
(3) Subclause (2) does not apply in relation to a vacancy at Parliamentary Service Level 1 classification or a training classification, and these must be notified as open to all eligible members of the community.
(4) A Department participating in a multiple Department selection process must ensure as far as practicable that a specified vacancy is brought to the notice of the community in a way that gives eligible members of the community a reasonable opportunity to apply for it.
(5) A vacancy notified in the Public Service Gazette as open to all eligible members of the community must, if also advertised externally, be advertised within 4 weeks before or 4 weeks after the Gazette notification.
Example: A vacancy may be advertised externally on a recruitment website.
(6) A vacancy notified in the Public Service Gazette as open only to persons who are Parliamentary Service employees must, if it is later advertised externally as open to all eligible members of the community, be re‑notified in the Public Service Gazette as open to all eligible members of the community.
(b) was, at the time of the relevant Public Service Gazette notification, a non‑ongoing Parliamentary Service employee (within the meaning of the Parliamentary Service Act 1999) or non-ongoing APS employee (within the meaning of the Public Service Act 1999).
(b) if a representative of the Commissioner participated in the selection process—the representative certified that the selection process complied with the Act and this Determination.
(b) determine the scope or application of the Employment Principle mentioned in paragraph 10A(1)(c) of the Act in relation to engagement and promotion decisions in circumstances where this is appropriate.
(b) the engagement is for duties that are irregular or intermittent.
(ii) the extension, or further extension, will contribute to efficient and effective organisational performance.
However, the total period of engagement (including any extension), must not exceed 3 years.
(3) The Secretary must ensure as far as practicable that such a vacancy is brought to the notice of the community in a way that gives eligible members of the community a reasonable opportunity to apply for it.
Example: A vacancy may be brought to the notice of the community by being advertised or access being provided to non‑ongoing employment registers.
(4) As a minimum requirement, the Secretary must be satisfied that the person to be engaged has the work‑related qualities genuinely required to perform the relevant duties.
(b) the Commissioner is satisfied that exceptional circumstances justify such an engagement.
(e) the engagement is necessary for the Department's operations.
(c) the engagement is at the same classification as the person's current classification or at a lower classification.
(1) A Secretary may, consistently with Commonwealth law, identify a vacancy as open only to Aboriginal and/or Torres Strait Islander persons.
(ii) section 23 is satisfied.
Aboriginal has the same meaning as in the Racial Discrimination Act 1975.
Torres Strait Islander has the same meaning as in the Racial Discrimination Act 1975.
(1) A Secretary may, consistently with Commonwealth law, identify a vacancy as open only to persons who have a disability or a particular type of disability.
(iii) a disability employment service provider has assessed each applicant as being likely to be unable to compete successfully on merit in a competitive selection process.
(b) the Secretary has entered into an agreement with the State or Territory, or the authority of the State or Territory, to engage the person as a non‑ongoing employee for a specified term.
(ii) the person applies to the Secretary to be engaged before the employment would have ended if the person had not resigned.
(c) if the Commissioner has made a declaration under subclause (3)—as soon as practicable after receiving notice of the declaration.
(3) If the Commissioner is satisfied that it is appropriate to do so, the Commissioner may declare that the person is taken to be a former Parliamentary Service employee for the purposes of paragraph (2)(c).
Example: The Commissioner may make a declaration if the Department in which the person was employed no longer exists or is no longer responsible for duties that were previously carried out by the employee.
(ii) if the remuneration, or another term or condition, applying to the person's previous classification has changed since the person resigned—the changed terms and conditions.
(b) an employment arrangement that applies to the person.
Note: For entitlements to long service leave and paid maternity leave, see the Long Service Leave (Commonwealth Employees) Act 1976 and the Maternity Leave (Commonwealth Employees) Act 1973.
(6) For the purposes of paragraph 32(1)(a) of the Act, the elections mentioned in subparagraphs (1)(a)(i), (ii) and (iii) are specified.
(d) the Secretary is satisfied that the employee has the work‑related qualities to perform duties at the classification to which the employee is to be promoted.
(2) The Commissioner may authorise the promotion.
(b) the selection process for the appointment.
A Secretary may engage a person who is an ongoing APS employee as an ongoing Parliamentary Service employee if the person is to be employed at a comparable classification or lower, as set out in Schedule 2.
Note: See sections 26 and 26A of the Act for the engagement of an ongoing APS employee as an ongoing or non-ongoing Parliamentary Service employee.
(c) an appropriate authority has recommended or ordered the reinstatement of the person.
Note: An appropriate authority includes, for example, the Federal Court of Australia, the Fair Work Commission or the Australian Human Rights Commission.
(b) at the same or a lower classification.
(b) the movement between Departments is not associated with a promotion.
(ii) if the original Secretary has not approved it in writing—on the date the Parliamentary Service employee begins duties in the new Department. The move has the effect of an ongoing move to the new Department at the Parliamentary Service employee's existing classification.
(b) if not approved by the original Secretary in writing—has no effect.
then, unless the Parliamentary Service employee's current Secretary and the new Secretary agree otherwise, a move by the Parliamentary Service employee does not take effect until the matter to which the suspected breach relates is resolved.
(b) it is decided that such a determination is not necessary.
then, unless the Parliamentary Service employee's current Secretary and the new Secretary agree otherwise, the Parliamentary Service employee's promotion does not take effect until the matter to which the suspected breach relates is resolved.
then, unless the head of the APS agency in which the employee is employed and the Secretary of the Department to which the employee would be moving agree otherwise, the movement does not take effect until the matter to which the suspected breach relates is resolved.
APS Code of Conduct means the rules in section 13 of the Public Service Act 1999.
(b) provide for the date of effect of a promotion decision.
(e) the termination of the employment of an ongoing Parliamentary Service employee on the ground mentioned in paragraph 29(3)(g) of the Act (breach of the Code of Conduct).
(2) A decision must be notified in the Public Service Gazette within 3 months after the decision is made, unless the Commissioner agrees to a different arrangement.
(3) For an employment decision to engage or promote a person that is made on the basis that the person is required to satisfy an eligibility requirement, the 3 month period mentioned in subclause (2) is taken to commence at the time the eligibility requirement is met.
Note: Examples of an eligibility requirement include a security or character clearance.
(4) A notification must include the employee's name unless the Secretary decides that the name should not be included because of the person's work‑related or personal circumstances.
(b) at the same time as parties are notified, advise the Merit Protection Commissioner that eligible parties have been notified.
This engagement of an ongoing APS employee at a higher classification may be subject to review by a Promotion Review Committee in accordance with Part 9 of the Parliamentary Service Determination 2013.
(e) a termination notified under paragraph 39(1)(e).
(2) A cancellation decision must be notified in the Public Service Gazette within 3 months after the cancellation decision is made.
(b) the person's name, unless this was not included in the original notification.
(b) engage an ongoing APS employee as an ongoing Parliamentary Service employee at a classification that is higher than the employee's APS classification, worked out in accordance with clause 2 of the Schedule 2.
Note: Clause 81 sets out requirements for review applications.
(b) otherwise—4 weeks after the day the decision is notified in the Public Service Gazette.
If the promotion decision is subject to PRC review and ….
(4) This clause is subject to clauses 35B and 35C.
PRC review means review by a Promotion Review Committee under Part 9 of this determination.
(b) nominated by a Secretary to assess the fitness for duty of a Parliamentary Service employee in the Secretary's Department.
(1) This clause applies to a Parliamentary Service employee whose engagement in a Department is subject, under paragraph 22(6)(e) of the Act, to a condition dealing with health clearances.
(b) the nominated medical practitioner may give the relevant Secretary a report of the examination.
Note: Arrangements will be made in Departments to ensure that employees know the period in which an engagement is subject to a condition dealing with health clearances.
(b) give the Secretary a report of the examination.
(e) may be affecting the employee's standard of conduct.
(3) A circumstance is that the employee is to be assigned new duties and the Secretary believes the employee's state of health may affect the employee's ability to undertake the duties.
(4) A circumstance is that the employee is to travel overseas as part of the employee's employment.
(5) The nominated medical practitioner may give the Secretary a report of the examination.
(1) A Secretary may approve a scheme to assist persons engaged for a specified term, or for the duration of a specified task, in the relevant Department, to gain skills and experience to enhance workforce participation.
(2) The approval of the scheme must be notified in the Public Service Gazette within 14 days of the day the scheme is approved.
(b) the employee's suspension is in the public, or the Department's, interest.
(2) The suspension may be with remuneration.
(b) if exceptional circumstances apply—a longer period.
(4) The Secretary must review the suspension at reasonable intervals.
(b) that the Parliamentary Service employee's suspension is in the public, or the Department's, interest.
(6) The Secretary must immediately end the suspension if a sanction has been imposed on the Parliamentary Service employee for the relevant breach of the Code of Conduct.
(7) In exercising powers under this clause, the Secretary must have due regard to procedural fairness unless the Secretary is satisfied on reasonable grounds that, in the particular circumstances, it would not be appropriate.
(e) fair and effective measures are in place to address underperformance by a Parliamentary Service employee in the Department.
Note: Paragraph 10A(1)(d) of the Act provides that the Parliamentary Service is a career‑based service that requires effective performance from each employee.
(b) the Secretary is considering whether to initiate an inquiry under procedures established by the Secretary under subsection 15(3) of the Act.
(1) If an allegation, other than a public interest disclosure (within the meaning of the Public Interest Disclosure Act 2013) is made about conduct by a Secretary or a statutory office holder amounting to a breach of the Code of Conduct, the allegation must be referred to the Presiding Officers.
(b) for inquiry and a report in accordance with paragraph 40(1)(b) of the Act.
(3) The Presiding Officers may request the Commissioner to include recommendations in the report, in accordance with subsection 40(2) of the Act.
(b) does not include the Commissioner.
(1) This clause sets out conduct requirements made for subsection 13(13) of the Act.
(2) This clause does not affect other restrictions on the disclosure of information.
whether or not the disclosure would found an action for breach of confidence.
(ii) can be disclosed without disclosing, expressly or by implication, other information to which subclause (3) applies.
(5) Subclause (3) does not limit the authority of a Secretary to give lawful and reasonable directions in relation to the disclosure of information.
(6) Nothing in this clause affects the provision of advice to a House, a committee or a member of either House by a Parliamentary Service employee for the purpose of the performance of the duties or functions of a House, a committee or a member of either House.
Note: See section 70 of the Crimes Act 1914 for the circumstances in which publication or communication by a Parliamentary Service employee of a fact or document is an offence.
(c) the office is not an office of Secretary.
(c) the appointment is not an appointment as Secretary.
the Code of Conduct does not bind the statutory office holder to the extent of the inconsistency.
Note: The Code of Conduct requires the upholding of the Parliamentary Service Values and Parliamentary Service Employment Principles, among other things.
(4) For subsection 14(2A) of the Act, a statutory office holder is bound by the Code of Conduct as if the Code of Conduct referred to the statutory office holder's office or appointment and matters related to the office or appointment.
A deduction from the salary of a Parliamentary Service employee imposed under paragraph 15(1)(e) of the Act must not be more than 2% of the employee's annual salary.
(c) assignment to duties in connection with employment in the Department.
(2) The employment must be at a classification mentioned in any of Groups 1 to 6 set out in Schedule 1 to the Classification Rules, as in force immediately before 1 July 2013.
(1) The Merit Protection Commissioner may establish an ISAC at the request of a Secretary.
(2) The Merit Protection Commissioner may charge the Secretary a fee for carrying out functions for the Secretary under this Part.
(c) a Parliamentary Service employee nominated by the Merit Protection Commissioner.
(2) The Merit Protection Commissioner must be satisfied that the Parliamentary Service employee nominated under paragraph (1)(c) has the skills and personal qualities necessary to undertake his or her role independently and impartially.
(3) The Parliamentary Service employee nominated under paragraph (1)(c) must be made available for the purposes of the ISAC, subject to the operational efficiency of the Department in which he or she is employed.
(4) If a member of an ISAC ceases to act as a member before the ISAC has made its recommendation to the relevant Secretary, the ISAC is to be reconstituted by the remaining members and another member nominated in accordance with subclause (1).
(5) The reconstituted ISAC must have regard to matters put before, or decided by, the ISAC as previously constituted.
(b) by instructions issued under clause 63.
(c) the functions of the ISAC must be finished as quickly, and with as little formality, as a proper consideration of the matter allows.
(2) A person appearing before an ISAC must do so without representation unless the Merit Protection Commissioner decides that, in all the circumstances, it would be reasonable to allow the person to be represented.
(1) The Merit Protection Commissioner must, as soon as practicable after the commencement of this clause, issue instructions about the procedures to be followed by an ISAC in performing its functions under this Part.
(2) The Merit Protection Commissioner may issue instructions, in writing, about the procedures to be followed by a Secretary who is appointed, under subclause 65(3), to act on behalf of an ISAC in performing the functions of the ISAC under this Part.
(3) The instructions must not be inconsistent with the Act or this determination.
(4) An ISAC, or a Secretary appointed under subclause 65(3) to act on behalf of an ISAC, must comply with the instructions.
The Merit Protection Commissioner must take all reasonable steps to ensure that staff and other resources are available to assist an ISAC to carry out its functions efficiently and effectively.
(c) make a recommendation to the Secretary, primarily on the basis of the assessment, as to which candidate it considers to be the most suitable for the relevant employment.
(2) In conducting an assessment under subclause (1), the ISAC may seek and accept expert opinion about the work‑related qualities and capabilities of candidates.
(3) The ISAC may appoint the relevant Secretary to act on behalf of the ISAC in conducting some or all of an assessment under subclause (1).
(b) must act in accordance with instructions from the Merit Protection Commissioner only to the extent that the Secretary is appointed as an agent of the ISAC under subclause (3).
(5) If the ISAC considers that none of the candidates is suitable for the relevant employment, the ISAC must make a recommendation to the Secretary to that effect.
(1) This clause applies if all members of an ISAC do not agree on a recommendation.
(2) If 2 members agree on a recommendation, that recommendation is taken to be the recommendation of the ISAC.
(3) If there is no agreement between any of the members, the Convenor's recommendation is taken to be the recommendation of the ISAC.
The recommendation of an ISAC is not binding on a Secretary.
(1) An engagement, promotion or assignment of duties made in accordance with an ISAC recommendation is not subject to review under Part 9.
(2) The engagement, promotion or assignment of duties must be notified in the Public Service Gazette as having been made in accordance with an ISAC recommendation.
Note: This subclause also applies to any subsequent engagement, promotion or assignment of duties made by a Secretary in accordance with an ISAC recommendation.
(b) a failure to comply with the instructions issued under clause 63.
(1) If, instead of acting in accordance with an ISAC recommendation of a candidate in respect of a vacancy, a Secretary promotes another ongoing Parliamentary Service employee to the relevant employment, the promotion is subject to review under Division 2 of Part 9.
(c) the Secretary acts in accordance with the recommendation of the ISAC in relation to the next suitable candidate.
(3) The promotion must be notified in the Public Service Gazette as a promotion decision that is subject to review under Division 2 of Part 9.
(1) A person commits an offence if the person obstructs an ISAC in carrying out its functions under this Part.
(2) Strict liability applies to the physical element of an offence against subclause (1) that the functions being carried out by the ISAC were functions under this Part.
(1) Parliamentary Departments should achieve and maintain workplaces that encourage productive and harmonious working environments.
(2) It is intended that this Part should provide for a fair system of review of Parliamentary Service actions.
(3) The concerns of Parliamentary Service employees are intended to be dealt with quickly, impartially, and fairly.
(4) The review processes are intended to be consistent with the use of alternative dispute resolution methods to reach satisfactory outcomes where appropriate.
(5) Nothing in this Part is intended to prevent an application for review from being resolved by conciliation or other means at any time before the review process is completed.
(e) the role and powers of PRCs constituted for the review of a decision mentioned in this clause.
Note: A reporting power for the Merit Protection Commissioner is set out in subsection 33(6) of the Act.
Division 2 of this Part provides for applications for review of certain promotion decisions and engagement decisions to be made to the Merit Protection Commissioner for review by a PRC.
Note: A decision by a PRC is binding on a Secretary—see subclause 92(1).
(b) applications for secondary review of actions that were the subject of primary review by a Secretary to be made to the Merit Protection Commissioner.
Note: A recommendation made on an application to the Merit Protection Commissioner for primary or secondary review is not binding on a Secretary: see clause 104.
(b) the Secretary's responsibility to uphold and promote the Parliamentary Service Values and the Parliamentary Service Employment Principles.
PRC decision means a decision by a PRC.
relevant employment means employment as an ongoing Parliamentary Service employee at a classification mentioned in any of Groups 1 to 6 set out in Schedule 1 to the Classification Rules, as in force immediately before 1 July 2013.
(c) the promotion decision is not made in accordance with a PRC decision.
(c) the engagement decision is not made in accordance with a PRC decision.
(3) In this Division, a decision to engage an ongoing APS employee is an engagement decision if the engagement is at a higher classification than the ongoing APS employee's classification as an APS employee, worked out in accordance with clause 2 of Schedule 2.
the ongoing Parliamentary Service employee is entitled to apply to the Merit Protection Commissioner to have the promotion decision reviewed by a PRC.
(b) applications relating to promotion decisions and engagement decisions.
the ongoing APS employee is entitled to apply to the Merit Protection Commissioner to have the promotion decision reviewed by a PRC.
the ongoing Parliamentary Service employee is entitled to apply to the Merit Protection Commissioner to have the engagement decision reviewed by a PRC.
the ongoing APS employee is entitled to apply to the Merit Protection Commissioner to have the engagement decision reviewed by a PRC.
A promotion decision or engagement decision may only be reviewed under this Division on the grounds of merit.
Note: It is a Parliamentary Service Employment Principle that employment decisions are based on merit: see paragraph 10A(1)(c) of the Act. A decision relating to engagement or promotion is based on merit if the matters set out in subsection 10A(2) of the Act are satisfied.
(ii) at the place specified in the Public Service Gazette.
(3) The making of an application for review of a promotion decision or engagement decision under this Division operates to stay the decision until it takes effect in accordance with Part 3 of this determination.
(b) if he or she believes that a review of the promotion decision or engagement decision is necessary—appoint a PRC to deal with the application.
(c) applications in relation to more than one promotion or engagement decision.
(3) The Parliamentary Service employee nominated under paragraph (1)(c) must be made available for the purposes of the PRC, subject to the operational efficiency of the Department in which he or she is employed.
(4) If a member of a PRC ceases to act as a member before the PRC has made its recommendation to the relevant Secretary, the PRC is to be reconstituted by the remaining members and another member nominated in accordance with subclause (1).
(5) The reconstituted PRC must have regard to matters put before, or decided by, the PRC as previously constituted.
(b) by instructions issued under clause 87.
(1) An applicant for review of a promotion decision, and the person promoted, must each give the Merit Protection Commissioner a statement in writing setting out his or her claim for promotion or engagement to the relevant employment.
(2) An applicant for review of an engagement decision, and the person engaged, must each give the Merit Protection Commissioner a statement in writing setting out his or her claim for promotion or engagement to the relevant employment.
(3) The statement must be given within 14 days after the closing date for lodging applications for review of the decision.
the statement must be given within the longer period allowed.
(5) If the statement is not given within the time required under subclause (3) or (4), the PRC may consider and decide the application without the statement.
(b) a person mentioned in subclause (2) is not entitled to have access to a statement mentioned in subclause (1) or (2) that was given to the Merit Protection Commissioner by another person mentioned in subclause (1) or (2).
A PRC may refuse to consider, or further consider, an application for review if each member of the PRC is satisfied that the application is frivolous or vexatious.
(c) the review must be finished as quickly, and with as little formality, as a proper consideration of the matter allows.
(2) A person appearing before a PRC must do so without representation unless the Merit Protection Commissioner decides that, in all the circumstances, it would be reasonable to allow the person to be represented.
(1) The Merit Protection Commissioner must, as soon as practicable after the commencement of this determination, issue instructions about the procedures to be followed by a PRC in performing its functions under this Division.
(2) The instructions must not be inconsistent with the Act or this determination.
(3) A PRC must comply with the instructions.
The Merit Protection Commissioner must take all reasonable steps to ensure that staff are available to assist a PRC to carry out its functions efficiently and effectively.
(1) A PRC may, by written notice given to a Secretary, require the Secretary to give to the PRC stated information or documents relevant to the review.
(2) The Secretary must give the information or documents in the way, and at or within the time, stated in the notice.
(iii) an applicant for review should be engaged to the relevant employment.
(2) The PRC must tell the relevant Secretary, in writing, of its decision.
(1) This clause applies if all members of a PRC do not agree on a decision in relation to an application for review of a promotion decision or engagement decision.
(2) If 2 members agree on a decision, that decision is taken to be the decision of the PRC.
(3) If there is no agreement between any of the members, the Convenor's decision is taken to be the decision of the PRC.
(1) The decision of a PRC is binding on the relevant Secretary.
Note: Clause 41 provides for the date of effect of a PRC decision.
(b) a failure to comply with instructions issued under clause 87.
(3) If a PRC has decided, after conducting a review under clause 90, that an applicant for review who is an ongoing Parliamentary Service employee should be promoted to the relevant employment, the applicant is taken to have been promoted to the relevant employment.
(4) If a PRC has decided, after conducting a review under clause 90, that an applicant for review who is an ongoing APS employee should be engaged to the relevant employment, the Secretary must offer the ongoing APS employee the relevant employment not later than 2 weeks after the Secretary is notified of the review decision.
Note 1: Clause 41 provides for the date of effect of a promotion decision if an application for review has been made to a PRC.
Note 2: Clause 41 provides for the date of effect of an engagement decision if the engagement is at a higher classification than the person's classification as an ongoing APS employee where an application for review has been made to a PRC.
(1) A person commits an offence if the person obstructs a PRC in carrying out its functions under this Division.
(2) Strict liability applies to the physical element of an offence against subsection (1) that the functions being carried out by the PRC were functions under this Division.
(b) reviewable action (including the action of finding that the affected employee has breached the Code of Conduct).
(b) the employee is promoted to an SES position.
(3) A former Parliamentary Service employee is not entitled to review under this Division.
Note: For rights of former Parliamentary Service employees to review, see Division 4 of Part 11.
(1) A Parliamentary Service action is reviewable action if the affected employee is entitled, under subsection 33(1) of the Act, to review of the action.
(b) the affected person has applied to have the action reviewed by a Court or Tribunal and the action may be reviewed by that Court or Tribunal.
(g) review, or further review, of the action is not otherwise justified in all the circumstances.
(c) the Australian Human Rights Commission.
Review may be not justified because the applicant does not respond to a request under clause 106 for further information about why the review is sought.
(4) Also, an action mentioned in a table item is not, or ceases to be, reviewable action if a circumstance mentioned in the item applies.
(5) However, an action mentioned in an item of the table is reviewable action if the person who is, or would be, conducting the review considers that there are exceptional circumstances explaining the failure to make an application within the period in the item.
(1) An affected employee may apply in writing to the relevant Secretary for primary review of a reviewable action.
(b) a sanction imposed for breach of the Code of Conduct.
(c) the action is claimed to be victimisation or harassment of the employee for having made a previous application for review of action.
(b) if a particular outcome is sought—the outcome sought.
(a) reconsideration of the action.
(1) If an application for review of a reviewable action is made to the relevant Secretary, the Secretary may, with the Merit Protection Commissioner's agreement, refer the application to the Merit Protection Commissioner.
(b) the Secretary thinks that it is not appropriate, because of the seriousness or sensitivity of the action, for the Secretary to deal with the application.
(3) If the Secretary refers the application to the Merit Protection Commissioner, the Secretary must tell the employee in writing.
Note: Clause 100 deals with review of applications referred to the Merit Protection Commissioner by a Secretary.
(c) if the application was not made or referred to the Merit Protection Commissioner—of the employee's right to apply to the Merit Protection Commissioner under clause 101 for secondary review of the action.
the Secretary must review the action and attempt to resolve the employee's concerns about the action.
(2) Subject to subclause 105(1), the Secretary may conduct the review in any manner the Secretary thinks fit.
(c) set the action aside and substitute a new action.
(4) Subclause (3) does not limit the employer powers of the Secretary in relation to the action or the affected employee.
Example: The Secretary may take other appropriate action to rectify effects of the action or restore the affected employee to the position in which the employee would have been if the action had not been taken.
(d) the applicant's right to apply to the Merit Protection Commissioner under clause 101 for secondary review of the action.
(b) referred to the Merit Protection Commissioner under subclause 97(1).
(b) may, subject to the minimum requirements mentioned in subclause 105(1), conduct the review in any manner the Merit Protection Commissioner thinks fit.
(e) must tell the employee in writing of the recommendation and reasons given to the Secretary.
(b) the employee is dissatisfied with the outcome of the Secretary's review of the action under clause 99.
(2) The application must be made through the Secretary.
(3) The application must state briefly why the review is sought.
(b) any relevant documents relating to the primary review of the action.
(2) The Secretary must give to the affected employee a copy of any documents given to the Merit Protection Commissioner under paragraph (1)(b).
(b) make a decision about the recommendation.
(3) If the Secretary acts in accordance with the recommendation, the Secretary is not required to seek the views of the employee before acting on the recommendation.
Note: The views of the Parliamentary Service employee have already been sought by the Merit Protection Commissioner during the review in accordance with the principles of procedural fairness.
the Secretary must comply with the procedures established under subsection 15(3) of the Act before deciding whether to make the finding.
the Secretary must comply with the procedures established under subsection 15(3) of the Act before deciding whether to impose the sanction.
(4) Subclause (2) does not limit the employer powers of the Secretary in relation to the action or the affected employee.
(b) the reasons for the decision.
Note: Subsection 33(6) of the Act allows for matters to be reported to the Secretary of the relevant Department and to the Presiding Officers, for presentation to the Parliament, if the Merit Protection Commissioner is not satisfied with the response to recommendations contained in a report to a Secretary.
(2) A person appearing before the Merit Protection Commissioner must do so without representation unless the Merit Protection Commissioner decides that, in all the circumstances, it would be reasonable to allow the person to be represented.
(1) The Merit Protection Commissioner may, by written notice given to a Secretary or Parliamentary Service employee, require the Secretary or Parliamentary Service employee to give a person or committee, specified in the notice, information or documents specified in the notice.
(2) The Secretary or employee must give the information or documents in the way, and at or within the time, stated in the notice.
The making of an application for review of a Parliamentary Service action under this Division does not operate to stay the action.
(1) A person commits an offence if the person obstructs a person in carrying out his or her functions under this Division.
(2) Strict liability applies to the physical element of an offence against subclause (1) that the functions being carried out by the person were functions under this Division.
Each Parliamentary Service employee must inform himself or herself about the Act and this determination.
(b) the Secretary must obtain the Commissioner's approval to do so.
Note: Subparagraph (a)(ii)—for work‑related qualities, see clause 14.
(2) A Secretary may only engage a person who has received a redundancy benefit as a non-ongoing SES employee, if the Secretary has obtained the Commissioner's approval to do so.
(b) for which the redundancy benefit period has not ended.
(e) a payment made to a person in lieu of notice of termination of employment.
Note: Paragraph (d)—the amount of the payment mentioned in that paragraph is known as the National Employment Standards redundancy amount.
(b) in any other case—the weekly salary used to calculate the redundancy benefit.
(1) For paragraph 40(1)(c) of the Act, this clause relates to the function of the Commissioner to inquire into a public interest disclosure (the disclosure), to the extent that the disclosure relates to one or more alleged breaches of the Code of Conduct.
(2) The Commissioner may inquire into the disclosure if the Commissioner is satisfied that it would be inappropriate for the discloser to make the disclosure to a Secretary.
(b) is not satisfied with the outcome that followed the disclosure.
(4) The Commissioner may decide to decline to inquire into the disclosure, or to decline to inquire further, if the Commissioner concludes that conducting or continuing the inquiry would not be justified in all the circumstances.
(f) it would not be practical to inquire, or inquire further, because the discloser has not consented to the use or disclosure of identifying information about the discloser.
(b) take reasonable steps to report the outcome of the inquiry to the discloser and the relevant Secretary.
Note: Inquiring into public interest disclosures is a function of the Commissioner. Section 65AA of the Act deals with circumstances in which the Commissioner may make a record of, disclose or otherwise use certain information for the purposes of, or in connection with, the performance of his or her functions.
If the Commissioner gives a person about whom a disclosure has been made an opportunity to be heard in relation to the disclosure, the Commissioner may give the person information identifying the discloser to the extent the Commissioner considers appropriate in the circumstances.
(1) The Merit Protection Commissioner's functions set out in Part 9 are prescribed for the purposes of paragraph 48(1)(d) of the Act.
(2) For paragraph 48(1)(e) of the Act, the Merit Protection Commissioner's functions set out in Divisions 3, 4, 5 and 6 of this Part are prescribed.
(1) For paragraph 48(1)(a) of the Act, this clause relates to the function of the Merit Protection Commissioner to inquire into a public interest disclosure (the disclosure), to the extent that the disclosure relates to one or more alleged breaches of the Code of Conduct.
(2) The Merit Protection Commissioner may inquire into the disclosure if the Merit Protection Commissioner is satisfied that it would be inappropriate for the discloser to make the disclosure to a Secretary.
(4) The Merit Protection Commissioner may decide to decline to inquire into the disclosure, or to decline to inquire further, if the Merit Protection Commissioner concludes that conducting or continuing the inquiry would not be justified in all the circumstances.
Note: Inquiring into public interest disclosures is a function of the Merit Protection Commissioner. Section 65AB of the Act deals with circumstances in which the Merit Protection Commissioner may make a record of, disclose or otherwise use certain information for the purposes of, or in connection with, the performance of his or her functions.
If the Merit Protection Commissioner gives a person about whom a disclosure has been made an opportunity to be heard in relation to the disclosure, the Merit Protection Commissioner may give the person information identifying the discloser to the extent the Merit Protection Commissioner considers appropriate in the circumstances.
(1) For paragraph 48A(2)(a) of the Act, this clause prescribes basic requirements that the Merit Protection Commissioner's written procedures must comply with.
(c) the employee or former employee has been given a reasonable opportunity to make a statement in relation to the alleged breach.
(3) The procedures must require that the process for determining whether a Parliamentary Service employee or a former Parliamentary Service employee has breached the Code of Conduct be carried out as quickly and with as little formality as a proper consideration of the matter allows.
(4) The procedures must require that reasonable steps be taken to ensure that any person authorised under the Merit Protection Commissioner's written procedures to determine whether a Parliamentary Service employee or a former Parliamentary Service employee has breached the Code of Conduct is, and appears to be, independent and unbiased.
(5) The procedures must require that a written record be prepared stating whether it has been determined that the Parliamentary Service employee or a former Parliamentary Service employee has breached the Code of Conduct.
(1) The Merit Protection Commissioner may investigate a complaint by a former Parliamentary Service employee that relates to the employee's entitlements on separation from the Parliamentary Service.
(2) The Merit Protection Commissioner may make recommendations to the employee's former Secretary in relation to the complaint.
(1) A former Parliamentary Service employee who was not an SES employee at the time the employee's employment ceased (the affected former employee) is entitled to review of a determination by a Secretary, made after the affected former employee's engagement ceased, that the affected former employee has breached the Code of Conduct (including by engaging in conduct referred to in subsection 15(2A) of the Act).
(iii) review, or further review, of the determination is not otherwise justified in all the circumstances.
Note 2: Review may be not justified because the affected former employee does not respond to a request under clause 121 for further information about why the review is sought.
(3) The affected former employee is not, or ceases to be, entitled to review of the determination mentioned in subclause (1) if an application for review of the determination is not made within 60 days of the determination that the affected former employee has breached the Code of Conduct.
(4) However, an affected former employee is entitled to review of the determination if the Merit Protection Commissioner considers that there are exceptional circumstances explaining the failure to make an application within the period mentioned in subclause (3).
Example: The affected former employee could demonstrate that the affected former employee did not receive notification of the determination.
(b) is not entitled to any other review.
(1) An affected former employee mentioned in clause 119 may apply, in writing, to the Merit Protection Commissioner for review of the determination.
(b) the reasons why the determination is not reviewable.
(e) must tell the affected former employee in writing of the recommendation and reasons given to the Secretary.
(1) The Merit Protection Commissioner may, by written notice given to a Secretary or Parliamentary Service employee, require the Secretary or Parliamentary Service employee to give the Merit Protection Commissioner stated information or documents relevant to the review.
The making of an application for review of a determination under this Division does not operate to stay the determination.
(1) A person commits an offence if the person obstructs the Merit Protection Commissioner in carrying out his or her functions under this Division.
(2) Strict liability applies to the physical element of an offence that the functions being carried out by the Merit Protection Commissioner were functions under this Division.
(c) if the statutory office holder were a Secretary, would be reviewable action for Division 3 of Part 9.
(b) other stated information or documents relevant to the review.
(3) The statutory office holder must give the report and other information or documents in the way, and at or within the time, stated in the notice.
(d) tell the employee in writing of the recommendation and reasons given to the statutory office holder.
(5) If the Merit Protection Commissioner is not satisfied with the statutory office holder's response to the Merit Protection Commissioner's recommendation, the Merit Protection Commissioner may give a report on the matter to the Presiding Officers.
statutory office holder means a person who holds any office or appointment under the Act, being an office or appointment prescribed by clause 57 for the purposes of the definition of statutory office holder in subsection 14(3) of the Act.
The Merit Protection Commissioner is not subject to direction in carrying out his or her duties under Part 8 or 9 of this determination, except by a Court.
For paragraph (e) of the definition of entrusted person in subsection 65AB(1) of the Act, a member of a committee established or appointed by the Merit Protection Commissioner under this determination is prescribed.
For paragraph (c) of the definition of protected information in subsection 65AB(1) of the Act, information that was obtained by an entrusted person in connection with the performance of functions or duties, or the exercise of powers, under clause 124 is prescribed.
For paragraph 65AB(7)(d) of the Act, information that was obtained by an entrusted person in connection with the performance of functions or duties, or the exercise of powers, under clause 124 is prescribed.
For paragraph 65AD(2)(b) of the Act, clause 124 is prescribed.
debtor means a Secretary or a Parliamentary Service employee who owes a judgement debt.
net salary has the meaning given by subclause (2).
paying officer, in relation to a debtor, means a person appointed under clause 136 who is responsible for dealing with the debtor.
total gross salary has the meaning given by subclause (3).
(ii) is the minimum amount required by law or the rules of the fund.
without any reduction for salary sacrifice arrangements or other arrangements with a similar purpose.
(b) who has not yet obtained a certificate of discharge.
(b) does not apply to the judgement debt for any other purpose.
(1) If a Secretary believes that the making of deductions from a debtor's salary is required, the Secretary must appoint one or more persons as paying officers for the purpose of making those deductions.
(ii) if a paying officer is appointed—assisting the paying officer in the repayment of the debt.
(b) the person is responsible for making deductions from the debtor's salary to satisfy the judgement debt against the debtor.
(4) A debtor is not authorised to be the paying officer for himself or herself.
(e) the debtor does not, within the time specified in the notice given under subclause (2), satisfy the paying officer that the judgement debt has been satisfied.
Note: Clause 139 deals with cases where there are 2 or more judgement debts against a debtor.
(ii) if the judgement debt has not been satisfied—to state the amount due under the judgement at the time the statement is made.
(b) a lesser amount that, in the paying officer's opinion, is needed to satisfy the balance of the judgement debt.
(4) After making the first deduction, the paying officer is authorised to continue to make deductions only if the paying officer has no reason to believe that the judgement debt has been discharged.
(5) The paying officer must ensure that the amount of each deduction is paid to the judgement creditor.
(1) A judgement creditor (other than the Commonwealth) who requests the payment of a judgement debt must pay a fee of $38 for the making of the deductions.
(2) The fee is the price of the supply of a service for the purposes of the A New Tax System (Goods and Services Tax) Act 1999.
(b) no deductions will be made unless the fee is paid.
(b) must not make a deduction for the purposes of a particular judgement debt until all judgement debts for which earlier requests were made have been satisfied.
(2) If the paying officer receives 2 or more requests at the same time for the payment of judgement debts against a debtor, the paying officer must deal with the judgement debts in the order of the dates and times at which judgement was given for each debt, starting with the earliest judgement.
(b) an amount equal to that amount is taken to have been paid by the debtor to the judgement creditor for the purposes of the judgement debt.
(1) For paragraph 137(3)(a), the rate at which a deduction is to be made from the debtor's net salary on a pay day for the debtor is 20% unless subclause (2), (3) or (4) applies.
the paying officer may reduce the rate at which deductions are to be made.
(3) If the debtor asks the paying officer, in writing, to make deductions at a rate greater than 20% of the debtor's net salary, the paying officer must comply with the request as soon as practicable.
the paying officer must reduce the rate as soon as practicable, but is not required to reduce the rate to less than 20%.
(c) any deductions made for the purposes of each of those judgement debts.
(b) the paying officer who is appointed in Department 2 in relation to the debtor must deal with the judgement debts in that order.
(c) to have given to the debtor any notice that was given, in respect of the debtor, by a paying officer in another Department.
(4) The paying officer in Department 2 must notify the judgement creditor of the move, and the deductions that the paying officer will make.
(5) The judgement creditor is not required to pay another fee for the making of deductions.
(b) suspend the making of deductions until the paying officer receives the confirmation.
(2) If a debtor's employment ceases, or is terminated, for any reason (including the debtor's death) the paying officer must notify the judgement creditor of the cessation or termination as soon as practicable.
If a payment made to a judgement creditor for the purposes of a judgement debt exceeds the amount due under the judgement, the excess is repayable by the judgement creditor to the debtor.
(b) a Parliamentary Service employee made available to the Merit Protection Commissioner by the Secretary of the Department in which the employee is employed.
(2) A person exercising powers or functions under a delegation under this clause must comply with any directions of the Merit Protection Commissioner.
(1) A Secretary may, in writing, delegate to a Parliamentary Service employee any of the Secretary's powers or functions under this determination (other than this clause).
(2) A Secretary may, in writing, delegate to the Parliamentary Librarian any of the Secretary's powers or functions under this determination (other than this clause).
(3) A Secretary may, in writing and with the prior written consent of the Commissioner, delegate to a person who is not a Parliamentary Service employee any of the Secretary's powers or functions under this determination (other than this clause).
(4) If a Parliamentary Service employee (the first delegate) to whom powers or functions are delegated under subclause (1) is an SES employee or acting SES employee, the first delegate may, in writing, delegate any of those powers or functions to another Parliamentary Service employee (the second delegate).
(5) However, if the first delegate is subject to directions in relation to the exercise of a power or function delegated under subclause (1), the first delegate must give corresponding directions to the second delegate.
(6) If powers or functions are delegated under subclause (2), the Parliamentary Librarian may, in writing, delegate any of those powers or functions to a Parliamentary Service employee.
(7) However, if the Parliamentary Librarian is subject to directions in relation to the exercise of a power or function delegated under subclause (2), the Parliamentary Librarian must give corresponding directions to the Parliamentary Service employee to whom a delegation is given under subclause (6).
(8) A power or function that is exercised or performed by a person under a delegation under subclause (4) or (6) is taken, for the purposes of this determination, to have been exercised or performed by the person who originally delegated the corresponding power or function under subclause (1) or (2).
(9) A person exercising powers or functions under a delegation under this clause must comply with any directions of the person who delegated the power or function.
(1) A Secretary may use personal information in the possession, or under the control, of the Secretary, if the use is necessary for, or relevant to, the performance or exercise of the employer powers of the Secretary.
(d) the performance of a function of an ISAC.
(b) the disclosure is necessary for, or relevant to, a Secretary's consideration of alleged misconduct by a Parliamentary Service employee.
(b) the use is necessary for, or relevant to, an inquiry relating to the Code of Conduct conducted by the Commissioner.
(6) Use or disclosure under this clause must be consistent with any guidelines issued by the Commissioner after consultation with the Australian Information Commissioner performing the privacy functions.
Note: Privacy functions has the meaning given by section 9 of the Australian Information Commissioner Act 2010.
(7) Use or disclosure of personal information under this clause is authorised for the purposes of Australian Privacy Principle 6.2(b) under the Privacy Act 1988.
commencement means the day the Parliamentary Service Amendment (Managing Recruitment Activity and Other Measures) Determination 2017 commences.
(b) an employment decision made before commencement but not notified under Division 5 of this determination as it was in force immediately before commencement.
(b) otherwise satisfies the requirements of clause 13 of this determination.
(b) a decision had not been made to fill the vacancy.
(b) clause 23 of this determination applies in respect of that engagement.
(b) on commencement, that performance management had not ended.
Act means the Parliamentary Service Act 1999.
classification means an approved classification within the meaning of the Classification Rules, as in force immediately before 1 July 2013.
classification group means a group of classifications mentioned in Schedule 1 to the Classification Rules, as in force immediately before 1 July 2013.
disability employment service provider means an organisation that facilitates access to employment for persons with disabilities.
discloser has the same meaning as in the Public Interest Disclosure Act 2013.
employer powers, for a Secretary, means the rights, duties and powers of the Secretary under the Act.
employment (other than in clauses 109 and 112) means Parliamentary Service employment.
(d) a written contract of employment.
external review body does not include a Court or Tribunal.
fair work instrument has the same meaning as in the Fair Work Act 2009.
higher classification level, for a Parliamentary Service employee, means a classification that is in a higher classification group in Schedule 1 to the Classification Rules (as in force immediately before 1 July 2013) than the employee's current classification.
Note: To determine whether an APS employee will be engaged at a higher classification in the Parliamentary Service, see clause 2 of Schedule 2.
ISAC means an Independent Selection Advisory Committee established under clause 59.
lower classification, for a Parliamentary Service employee, means a classification that is in a lower classification group than the employee's current classification.
prohibited content has the same meaning as in section 356 of the Workplace Relations Act 1996, as in force immediately before 30 June 2009.
(iv) the assignment, on a temporary basis, of duties to a Parliamentary Service employee at a higher classification than the employee's current classification.
Promotion Review Committee (or PRC) means a Promotion Review Committee appointed under clause 82.
public interest disclosure has the same meaning as in the Public Interest Disclosure Act 2013.
Public Service Gazette means the Gazette published in electronic form.
Note: The Public Service Gazette may be accessed at http://www.apsjobs.gov.au.
(b) if the action is action by a Parliamentary Service employee—the Secretary of the Department in which the employee was employed at the time of the action.
training classification means a classification mentioned in column 2 of Schedule 2 to the Classification Rules, as in force immediately before 1 July 2013.
transitional instrument has the same meaning as in the Fair Work (Transitional Provisions and Consequential Amendments) Act 2009.
Tribunal means a Tribunal constituted under an enactment.
unlawful term has the same meaning as in the Fair Work Act 1999.
workplace diversity program means a program established by a Secretary under section 18 of the Act.
Note: See clauses 32, 39, 41, 77 and 78.
(b) immediately before the engagement, the person was engaged as an ongoing APS employee at the corresponding classification mentioned in column 2 for the item.
(b) immediately before the engagement, the person was engaged as an ongoing APS employee at the corresponding classification mentioned in column 2 of the item.
Note: In relation to item 2, see section 20 of the Act. Under that section, a Secretary is not subject to direction by a Presiding Officer in relation to the exercise of powers by the Secretary under Part 4 of the Act in relation to particular individuals.
The legislation history in endnote 3 provides information about each law that has amended (or will amend) the compiled law. The information includes commencement details for amending laws and details of application, saving or transitional provisions that are not included in this compilation.
A misdescribed amendment is an amendment that does not accurately describe the amendment to be made. If, despite the misdescription, the amendment can be given effect as intended, the amendment is incorporated into the compiled law and the abbreviation "(md)" added to the details fo the amendment included in the amendment history.


text:
Amazing! 88 year old woman has extraordinary memory, shorthand PI, never forgets
[a message from Haimei] great grandma! The 88 year old woman's memory is extraordinary. Look at all the old women today. I never forget that I memorized 2000 PI in 20 minutes. According to the interview, in addition to her innate talent, the old lady's training also contributes a lot. Let's see how she does it~
Now, Lin Qionghua, who is 88 years old, can not only accurately repeat a few mobile phone numbers, but also remember them a day or a month later.
The old man can recite the Pi of 2000 people after only two months' reading. He has such an amazing memory. The old man says that thanks to the care of his daughter-in-law and son.
Although Lin Qionghua had only been in the first grade of primary school, she loved reading all her life and was eager to study. For decades, no matter how hard she worked in the farmland, she would read books and newspapers in her spare time. When she encountered words she didn't understand, she would mark them and ask them every time. She had to make clear the pronunciation and meaning before she gave up. This kind of studious habit continues to this day.
Today, at the age of 88, she is still obsessed with reading books and newspapers, and never wears presbyopia. When it comes to Lin Qionghua, no one in the neighborhood knows that she has a good memory and has become a little famous' star 'in the local area.
Click the next page, Haimei takes you to fly~
2000 PI, the old man recites it in 20 minutes
Lin Qionghua is not an ordinary person.
A strange person with super memory, a strange person who can recite 2000 PI in about 20 minutes! She is an old man.
Lin Qionghua, who lives in Guannan market, Huiwen Town, Wenchang City, is 88 years old this year. Although she is so old, she is still hale and hearty and has a clear mind. The old man's magical memory, if not witnessed, is unbelievable.
"As long as the birthdays and telephone numbers of relatives and friends in her family are told to the elderly, they are recorded in her brain. When she asks, she can blurt them out and recite them exactly. 'Fu CE, Lin Qionghua's son, told reporters that now, in the old man's brain, there are hundreds of characters about the birth of nearly 100 people in the village and hundreds of phone numbers. Even the PP phone numbers of her children more than 20 years ago, she can recite them like a stream.
Fu CE said that his mother, Lin Qionghua, has a special sensitivity and memory interest in numbers. At the beginning of this year, in order to add fun to the old people's life, their children and grandchildren printed out the 2500 decimal places of PI for her to recite. They did not expect her to recite it to 2000 decimal places in more than two months.
On the same day, the reporter found and printed out the PI, 7 pages full of records of more than 2000 figures. In order to witness the memory of the old man, his son put the paper printed Pi on the back of the old man's head and ordered him to recite '3.1415926 & hellip;' for about 20 minutes, all the numbers printed on the paper were recited by the old man without any mistakes. The magic memory stunned the people present. Later, the reporter handed a business card to the old man. The old man looked at the phone number and recited it twice in his heart, word for word.
Heart attack nearly killed, a good memory depends on hard training the day after tomorrow
Son Fu CE told reporters that the mother's super memory in addition to talent, in fact, more after the day after hard training out.
Of course, mothers have different sensitivity to numbers, which may be inseparable from their talent. Fu CE said that the most important thing is that mothers like numbers very much. When they are at home, they often write a series of numbers on paper and recite them. The elderly know that this can develop their brains and avoid suffering from Alzheimer's disease.
Speaking of reciting PI, Lin Qionghua had a painful experience. Originally, the old man has been suffering from heart disease, a few months ago had a sudden myocardial infarction hospitalization. "After discharge, the doctor advised the elderly to exercise more and develop their brain power to avoid suffering from Alzheimer's disease. Fu CE said that after that, Lin Qionghua wrote down a lot of numbers every day and began to recite them. Until one day, Fu CE suggested that the old man recite PI. In this way, the old man began to recite for nearly three months. Now, the 2000 digits after PI, like telephone numbers, are deeply recorded in her mind. She can recite them word by word.
He loved reading books and newspapers, and influenced generations by his words and deeds
Although Lin Qionghua had only been in the first grade of primary school, she loved to read. For decades, no matter how hard she worked in the farmland, she would read books and newspapers in her spare time. When she encountered words she didn't understand, she would mark them and ask them every time. She had to find out the pronunciation and meaning before she gave up. This kind of studious habit continues to this day.
'I have two uncles. When my mother was young, in order to support her uncle to study, she went out to work early to earn money. She only read the first grade. Even so, Fu CE said, Lin Qionghua's mother loved reading all her life. From only knowing a few simple words to now, she has been able to read books and newspapers, which is inseparable from the old man's diligence.
The old man influences generations of his family through his own practice. Not only has he trained his younger brother, but his eldest son is also a university student. He is currently a professor in a university in Guangzhou. At the same time, although the old man's cultural level is not high, she can use the folk proverbs of Wenchang's local culture to say more than 100 warning words about benevolence, morality and filial piety to persuade people to be good. Her son is compiling a collection as a treasure of his folk culture.
At present, the elderly have enough sleep. They go to bed at 9 p.m. every night, but they never get up. They don't get up until 5 a.m. the next day to wash their hands. It can be said that they sleep until dawn. In the courtyard where the old man lives, Lin Qionghua chooses an open space and builds it into a cement finger pressing board. Every morning, the old man will step on the finger pressing board to exercise, knock on his back and squat down. The old man creates a set of fitness exercises and keeps exercising for half an hour every day. Fu CE said that her mother was good in everything except her ears and heart. She seldom had a cold or fever.
The younger generation took good care of it, and the four generations were in the same family
Lin Qionghua said that she is 88 years old and has such a good memory, thanks to her daughter-in-law and son's good care for her over the years. "She's a daughter-in-law and a daughter-in-law!" says Lin Qionghua, who has lived with her third son's daughter-in-law for decades. Over the years, her daughter-in-law has been respectful and courteous to her, and her diet has made her so strong.
Hearing her mother-in-law's praise, her daughter-in-law, Zhao Xiaqiu, was embarrassed. She told reporters that since she got married, the husband and wife have been shouldering the heavy responsibility of taking care of her mother-in-law. "My mother-in-law is an old man. I must respect her and patiently explain to her if I have any opinions. Only when the relationship between mother-in-law and daughter-in-law is well established can the family atmosphere be harmonious. Zhao Xiaqiu said that although her husband works in a gas station and goes out early and comes back late, her son works as a soldier in Guangdong and seldom goes home. Apart from her, she is with her mother-in-law at home. Two years ago, she started the business of Buddhist beads. Although her mother-in-law is old, she also helps her family string Buddhist beads. As she grows older, she deeply feels that people need to communicate and nourish themselves when they are old. Therefore, she finds her mother-in-law's appetite and insists on making a list of foods for her mother-in-law to make healthy meals for her.
"We don't take credit for taking care of the elderly. My second brother (Fu CE) is also very attentive. Zhao Xiaqiu said that the second elder brother Fu CE's family often took the old man to Wencheng to play and relax. Sometimes they lived with the old man for a long time. As a younger generation, it is incumbent on them to show filial respect to the old man.
The old man had a happy family. Now she is a grandparent, and four generations live together. The eldest daughter has become a grandmother. Her three sons all have fixed jobs and their children are very filial to her. Fu CE said that her mother worked hard and thrifty all her life. Now she's living well. She should have spent her old age in peace and happiness, but she just can't stay idle. She's busy all day and has nothing to do.
When the reporter finished the interview and was ready to leave, the old man specially brought a few bottles of drinks and kept stuffing them in his hands. After that, he watched us leave. In the old man's view, guests should treat each other with courtesy, and always practice it, setting a good example for future generations.
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redpajama_set_name: RedPajamaCommonCrawl


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