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Our equity and diversity approach

We are committed to having a genuinely inclusive workforce, which fosters diversity and supports our workers’ physical and psychological safety.

In a rapidly changing environment, we need people of different genders, backgrounds, cultures, and work and life experiences across all areas of our business, to support our ability to anticipate, innovate and respond to change.

As a Commonwealth authority employer, we are bound by the:

  • Equal Employment Opportunity (Commonwealth Authorities) Act 1987
  • Human Rights Commission Act 1986
  • Racial Discrimination Act 1975
  • Sex Discrimination Act 1984
  • Disability Discrimination Act 1992
  • Age Discrimination Act 2004.

Equity and Diversity Reporting is the annual programme report in accordance with the requirements set out in section 6 of the Equal Employment Opportunity (Commonwealth Authorities) Act 1987 (EEO Act).

Equity and diversity reporting

Equity and Diversity Reporting

EEO Act (1987)

2019–20 activities

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)

To set:

  • 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.

Enquiries and complaints

The number of complaints and enquiries, which may include equity and diversity, for the reporting period are shown in the following table.

Enquiries and complaints 2015—2020 (may include equity and diversity)

2015–16

2016–17

2017–18

2018–19

2019–20

Employee numbers

4,468

3,711

3,534

3,584

3,655

Ethics Hotline enquiries

5

8

4

6

1

Ethics Hotline disclosures

16

12

11

24

38

Formal complaints1

27

6

2

0

0

Notes:

  1. From 2017–18, only complaints escalated to the Grievance Board were recorded. Prior to 2017–18, complaints made via the Process Review Procedure were also recorded in addition to those escalated to the Grievance Board. These complaints related to primarily to our systems, policies or procedures.

Progress update on diversity and inclusion activities

In 2019–20, we made significant progress on a broad range of key actions which included:

  • Engaging Elizabeth Broderick and Co. to conduct an independent, expert review to examine and make recommendations on workplace culture issues including inclusion, bullying, sexual harassment and employees’ readiness to report incidents, with a public commitment to accepting all of the report’s recommendations.
  • Appointing a Chief People and Culture Officer to strengthen and support our Executive team.
  • Introducing our stand-alone Bullying, Discrimination and Harassment Policy and a refreshed code of conduct standard, which set clear behavioural expectations for our employees, board members, contractors, consultants and volunteers, particularly on bullying and harassment matters.
  • Introducing Fostering Respectful Team Environments training for all our people to ensure that everyone understands our code of conduct and all individuals are treated with respect and dignity.
  • Increasing our leaders’ capacity to build a shared social identity within their teams in ways that value diversity and promote inclusiveness through our Leading Inclusive Teams programme and continuing unconscious bias training into our learning and development curriculum.
  • Cross-industry celebration of International Women’s Day 2020 celebrated in collaboration with WIA and industry partners.
  • A rapid and supported move to flexible work arrangements for large segments of our workforce in response to the COVID-19 pandemic, accompanied by a weekly wellbeing check and leader check-ins to support our people through this transition.
  • Developing our Reconciliation Action Plan 2020-22, which sets out our commitment to reconciliation, to strengthen our connections with Aboriginal and Torres Strait Islander peoples.
  • Establishing a standing calendar of key days of celebration and acknowledgement of diversity within our workforce, including Harmony Day, National Reconciliation Week and NAIDOC Week.

To support contemporary practice and ensure our employees and leaders can access the latest thinking on diversity and inclusion, we have continued our membership with Diversity Council Australia—an independent not‑for‑profit peak body leading diversity and inclusion in the workplace.

Diversity profile

Our diversity profile has remained relatively stable over the past five reporting periods.
There has been a slight increase in the percentage of people with a disability (to 0.9 per cent) as well as people from culturally and linguistically diverse backgrounds (to 6.1 per cent).

The number of women in our workforce has increased to 17.8 per cent, with women in leadership sitting at 20 per cent.

A significant proportion of our workforce is mature‑aged with 46.4 per cent of employees aged 45 or over.

Representation of designated groups in overall headcount 2015—2020

Designated groups1

2015–16

2016–17

2017–18

2018–19

2019–20

Indigenous Australians

1.2%

1.4%

1.6%

1.7%

1.7%

People with a disability

1.1%

0.8%

0.9%

0.7%

0.9%

People from a culturally or linguistically diverse background

6.8%

6.5%

6.3%

6.0%

6.1%

Female employees

19.3%

16.9%

16.9%

17.7%

17.8%

Note:

  1. Disclosure is voluntary and not all employees provide equity and diversity data for these groups.
Employees in diversity groups by job role classification at 30 June 2020*

Job family

Aboriginal and Torres Strait Islander

Culturally and Linguistically Diverse

Disability

Air Traffic Management

13

57

11

Aviation Rescue Fire Fighting Services

35

13

6

Engineering

1

31

2

Technical and Trade

3

34

4

Information and Communications Technology

2

21

0

Enabling Professions

7

55

10

Senior Leadership

2

12

1

Total by diversity groups

63

223

34

Percentage of workforce

1.7%

6.1%

0.9%

Note:

* Personal information, as recorded in our Human Resources Information System (HRIS), is treated confidentially according to the Privacy Act 1988.

Gender by job role classification as at 30 June 2020

Job family

Female by percentage

Female by number

Male by number

Air Traffic Management

14.6%

202

1182

Aviation Rescue Fire Fighting

3.7%

33

853

Engineering

15.2%

25

139

Technical and Trade

6.3%

17

254

Information and Communications Technology

16.8%

19

94

Enabling Professions

48.7%

320

337

Senior Leadership

20.0%

36

144

Total by gender

17.8%

652

3003

Employee age profile as at 30 June 2020

Age range

Under 25

25–34

35–44

45–54

55–64

65+

Number of employees

69

785

1106

1024

617

54

Percentage of employees

1.9%

21.5%

30.3%

28%

16.9%

1.5%

Average retirement age

Data as at 30 June 2020

2015–16

2016–17

2017–18

2018–19

2019–20

Average Retirement Age

60.9

61.9

61.0

61.3

60.2

Part-time employees by age bracket

Flexibility

Under 25

25–34

35–44

45–54

55–64

65+

Total

Permanent part‑time

0

26

57

68

48

9

208

Temporary part‑time

0

0

2

1

0

1

4

Casual

3

0

0

0

4

4

11

Employee location

Male

Female

Location

Full-time

Part-time

Casual

Total Male

Full-time

Part-time

Casual

Total Female

Total

NSW

327

13

5

345

25

9

0

34

379

Qld

963

28

1

992

156

33

2

191

1183

SA

100

2

0

102

10

2

0

12

114

Tas

66

0

0

66

3

0

0

3

69

Vic

822

33

2

857

144

39

0

183

1040

WA

254

0

0

254

16

2

0

18

272

ACT

299

5

0

304

163

46

1

210

514

NT

83

0

0

83

1

0

0

1

84

Total

2914

81

8

3003

518

131

3

652

3655