Informing employees–S.6 (a)
Without limiting the generality of the definition of program in subsection 3(1), the program of a relevant authority shall provide for action to be taken:
- to inform employees of the contents of the program and of the results of any monitoring and evaluation of the program under paragraph (h).
Our People Strategy has a clear focus on building an inclusive, healthy and supported workforce and supporting the physical and psychological wellbeing of our people. We embed core organisational messages about our diversity and inclusion agenda in
- employee induction, mandatory training and other development activities available to our people
- communication about internal and external awareness events conveying important messages on inclusion, support and diversity
- a dedicated inclusion and support intranet page
- our annual report and quarterly workforce report, accessible to all our people.
Conferring responsibility–S.6 (b)
To confer responsibility for the development and implementation of the programme (including a continuous review of the programme), on a person or persons having sufficient authority and status within the management of the relevant authority to enable the person or persons properly to develop and implement the programme.
In 2019–20, our Chief Executive Officer and Executive held overall accountability for our Diversity and Inclusion Action Plan, with regular reporting aligned to the Inclusive, Healthy and Supported Workforce pillar in our People Strategy. Our Diversity and Inclusion Council, comprising representatives from across the organisation, helped us set our direction for diversity and maintain oversight of initiatives within, and progress against, our Diversity and Inclusion Action Plan.
Our leaders are responsible for creating a safe and inclusive environment for their teams where everyone is treated with respect and dignity. We offer them training on unconscious bias and leading inclusive teams, teaching leaders to mitigate the risks of cognitive bias and to build a shared identity within their teams. This, in turn promotes inclusiveness, wellbeing and positive performance in the workplace.
All our employees have a responsibility to ensure their behaviour complies with the Airservices Code of Conduct, which sets the standard for treating our people with dignity, respect, courtesy, fairness and equity at all times.
Consultation with trade unions—S.6 (c)
To consult with each trade union having members affected by the proposal for the development and implementation of the programme in accordance with this Act.
We consult with our people and their representative organisations prior to the implementation of new policies and procedures relating to employment matters. These organisations are Professionals Australia, the Communications, Electrical and Plumbing Union, Civil Air, the Community and Public Sector Union and the United Firefighters Union.
Our National Consultative Council provides a mechanism for ongoing dialogue about specific employee-related issues with our employee organisations.
Our senior leaders regularly consult with all our employees, including women and persons in designated groups, and we conduct regular employee opinion surveys. In addition, this year findings from a survey conducted during the Review of Culture at Airservices Australia by Elizabeth Broderick & Co provided further insight into matters that should be considered in the development of diversity and inclusion initiatives. Our Diversity and Inclusion Council provided an additional key avenue for consultation with employees about diversity and inclusion matters.
Consultations with employees—S.6 (d)
To consult with employees of the relevant authority, particularly employees who are women or persons in designated groups.
Collection of statistics—S.6 (e)
For the collection and recording of statistics and related information concerning employment by the relevant authority, including the number of, and the types of jobs undertaken by, or job classifications of:
- employees of either sex
- persons in designated groups.
Please refer to Tables 5.4.1 to 5.4.7 for more information on our employee diversity profile, including employee numbers by gender, demographic group and job family. In addition to capturing demographic data through our Human Resource Information Management system, we collect attitudinal data on perceptions of diversity and inclusion practices through our employee surveys.
Consideration of policies, examination of practices—S.6 (f)
To consider policies, and examine practices, of the relevant authority, in relation to employment matters to identify:
- any policies or practices that discriminate against women or persons in designated groups
- any patterns (whether ascertained statistically or otherwise) of lack of equality of opportunity in respect of women or persons in designated groups.
Following the Review of Culture at Airservices Australia in 2019–20, we have updated our people policies and processes to maintain inclusive, fit-for-purpose and contemporary working principles, processes and standards. This includes the introduction of the Bullying, Harassment and Discrimination Policy and publication of a refreshed code of conduct standard.
Setting objectives and selecting indicators—S.6 (g)
- the particular objectives to be achieved by the programme
- the quantitative and other indicators against which the effectiveness of the programme is to be assessed.
In 2019–20, we reinforced our commitment to building an inclusive culture based on trust, care and compassion through the Review of Culture at Airservices Australia and the development of our action plan in response to the review. We have also initiated a refresh of our Reconciliation Action Plan (RAP). Our newly formed Cultural Reform Board, comprising members of diverse backgrounds, experience and perspectives from across our organisation, will have oversight
responsibility for monitoring our progress in this cultural reform journey.
Monitoring and evaluation—S.6 (h)
To monitor and evaluate the implementation of the programme and:
- to assess the achievement of those objectives
- to assess the effectiveness of the programme by comparing statistics and information collected and recorded under paragraph (e) with the indicators against which the effectiveness of the programme is to be assessed.
We have a programme of regular reporting to our Executive and Board on diversity and inclusion matters, including quantitative and qualitative indicators of progress. This includes demographic workforce data, progress against gender targets for specific workforce segments, evaluation data and information about our people’s experience of inclusion and culture.