Diversity and Inclusion Strategy 2019-2021 - accc.gov.au February 2019
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Diversity and
Inclusion Strategy
2019–2021
February 2019
accc.gov.auWe would like to acknowledge the ASIO Diversity and Inclusion Strategy 2018–2020 in the development of this document. Australian Competition and Consumer Commission 23 Marcus Clarke Street, Canberra, Australian Capital Territory, 2601 © Commonwealth of Australia 2019 This work is copyright. In addition to any use permitted under the Copyright Act 1968, all material contained within this work is provided under a Creative Commons Attribution 3.0 Australia licence, with the exception of: the Commonwealth Coat of Arms the ACCC and AER logos any illustration, diagram, photograph or graphic over which the Australian Competition and Consumer Commission does not hold copyright, but which may be part of or contained within this publication. The details of the relevant licence conditions are available on the Creative Commons website, as is the full legal code for the CC BY 3.0 AU licence. Requests and inquiries concerning reproduction and rights should be addressed to the Director, Content and Digital Services, ACCC, GPO Box 3131, Canberra ACT 2601. Important notice The information in this publication is for general guidance only. It does not constitute legal or other professional advice, and should not be relied on as a statement of the law in any jurisdiction. Because it is intended only as a general guide, it may contain generalisations. You should obtain professional advice if you have any specific concern. The ACCC has made every reasonable effort to provide current and accurate information, but it does not make any guarantees regarding the accuracy, currency or completeness of that information. Parties who wish to re-publish or otherwise use the information in this publication must check this information for currency and accuracy prior to publication. This should be done prior to each publication edition, as ACCC guidance and relevant transitional legislation frequently change. Any queries parties have should be addressed to the Director, Content and Digital Services, ACCC, GPO Box 3131, Canberra ACT 2601. ACCC 02/2019_1445 www.accc.gov.au
Foreword
The Australian Competition and Consumer Commission (ACCC) and the Australian Energy Regulator
(AER) are pleased to present our first Diversity and Inclusion Strategy.
This strategy outlines our commitment to creating a diverse and inclusive culture that drives
performance, innovation and productivity.
The ACCC and AER are committed to ensuring our people feel valued, supported and respected,
free to contribute and influence different perspectives and ideas, and for all to have equal access
to opportunities.
We have a proud history of supporting and embracing our differences. Our daily actions should
promote a fair, equitable and supportive work setting and we all have a role to play.
Creating an environment of trust, respect and inclusion leads to benefits such as happiness,
engagement in our work, improved performance, better decision making, greater innovation, and
retention of our talented staff.
As an organisation we are dedicated to a culture that reflects and represents the citizens and
community we serve. By embracing the benefits of a diverse and inclusive workplace, we will
become an even stronger organisation that quickly and effectively responds to the needs of
Australian consumers.
Rod Sims Paula Conboy Rayne de Gruchy
ACCC Chair AER Chair Chief Operating Officer
On behalf of all ACCC Commissioners, AER Board members and the ACCC and AER Senior
Executive team.
ACCC/AER Diversity and Inclusion Strategy 2019–2021 1Our commitment to diversity and inclusion
We are committed to creating a diverse and inclusive culture that drives performance, innovation and
productivity, where our people feel supported and valued.
DRIVER
ACCC/AER
Senior leadership
FOUNDATION LEAD BY
ACCC/AER EXAMPLE
Diversity and ACCC/AER
Inclusion management
Strategy
RESPONSIBILITY
All staff
At the ACCC/AER we
Our differences are valued
believe people are our
and we are able to bring
best asset and that our
our whole authentic selves
differences and individual
to work.
perspectives bring value.
A diverse and inclusive culture ensures our people feel valued, respected and have access to equal
opportunities, supporting full participation and productivity at work.
2 ACCC/AER Diversity and Inclusion Strategy 2019–2021How diversity and inclusion make
us stronger
In order to thrive and innovate as an organisation, we must aim for not only a diverse workforce but also
an inclusive culture.
What do we mean by diversity?
The Diversity Council of Australia defines Diversity as “…all of the differences between people in how
they identify in relation to their:
Age, caring responsibilities, cultural background, disability, gender, Indigenous background,
sexual orientation, and socio-economic background (Social Identity)
Profession, education, work experiences, and organisational role (Professional Identity).
All of these aspects of our identity inform our individual perspective of the world.”1
Benefits
Diversity within an organisation has a multitude of benefits including increased innovation, improved
understanding of, and service to, the Australian public, and attraction of talent from the widest possible
pool of potential employees.
Organisations demonstrating high rates of diversity are generally shown to be higher performing
than those with lower rates. This is demonstrated in a study by McKinsey2 of companies with diverse
executive boards (in this case gender and multiculturally diverse groups) that enjoy significantly higher
earnings and returns on equity.
What do we mean by inclusion?
“Inclusion occurs when a diversity of people (e.g. of different ages, cultural backgrounds, genders)
feel valued and respected, have access to opportunities and resources, and can contribute their
perspectives and talents to improve their organisation.”3
Benefits
Employees who are valued in the workplace and able to contribute are overall more satisfied with their
jobs and therefore more productive.
Findings from the DCA-Suncorp Inclusion@Work Index4 show that employees who work in an inclusive
team are 10 times more likely to be highly effective, 9 times more likely to innovate and 19 times more
likely to be very satisfied with their job than employees in non-inclusive teams.
1 https://www.dca.org.au/di-planning/getting-started-di/diversity-inclusion-explained
2 https://www.mckinsey.com/business-functions/organization/our-insights/is-there-a-payoff-from-top-team-diversity
3 https://www.dca.org.au/di-planning/getting-started-di/diversity-inclusion-explained
4 https://www.dca.org.au/research/project/inclusion-index
ACCC/AER Diversity and Inclusion Strategy 2019–2021 3How diversity and inclusion make
us stronger
Inclusion and diversity in the ACCC/AER means we can foster a work environment where individual
differences, whatever they may be, are appreciated and valued as characteristics that enhance our
work environment, our productivity and our capability.
Employees that are valued in the workplace and able to contribute are overall more satisfied with their
jobs and therefore more productive.
Our organisation
Our people Ensures we are reflective of
Our APS values the Australian population
Promotes equal Impartial Fosters innovation and
opportunity for all
Committed to creativity
employees
service
Increases productivity
Supports our people to be
their best Accountable Improves performance and
Respectful outcomes
Supports the health and
wellbeing of our people Ethical Builds the organisation’s
reputation
Ensures our people are
happy and engaged ACCC Values Increases employee
retention
Ensures our people are Independent
valued and included Helps us manage talent
Expert
Increases employee Develops better
satisfaction Strategic problem‑solving abilities
Trustworthy and decision-making
4 ACCC/AER Diversity and Inclusion Strategy 2019–2021Our strategic priority
To build an inclusive, diverse and equitable environment and culture.
This will help enable:
all employees to bring their whole selves to work and freely contribute to the best of their ability
a robust recruitment process free from bias
a gender balance across all levels of the organisation
access for people with disability and support for carers
LGBTQI+ employees to feel safe and be themselves at work
recognition of Aboriginal and Torres Strait Islander employees, communities and cultures, having
regard to our agency-wide target of three per cent of employees self-identified as Aboriginal and/or
Torres Strait Islander
recognition of cultural and linguistic diversity
recognition of experience available from returned service personnel
people of all ages and life stages to contribute fully
access to flexible working arrangements for all employees to be business as usual
full recognition of the value that people of diverse cultures, backgrounds an perspectives bring to
the ACCC/AER.
ACCC/AER Diversity and Inclusion Strategy 2019–2021 5The strategy
The ACCC/AER’s Diversity and Inclusion Strategy aims to facilitate the creation of a diverse and
inclusive culture:
Objectives Initiatives/actions Outcomes
Promote broad awareness Communicate the Strategy and initiatives
of the benefits of having Staff engagement, presentations, guest speakers
a diverse and inclusive Share success stories and acknowledge achievement
culture
Induction training
Leaders to champion and model inclusive behaviours
SES performance plans that hold leaders to account A positive and
Guidance on inclusive leaderships practices cohesive work
environment
Leaders to focus on empowering employees to build
inclusive teams and harness diversity of thought
An environment
Embed practices for an Training on unconscious bias and inclusive leadership that encourages
inclusive workplace culture
Ongoing communication and engagement with staff diversity of
thought and
Staff led diversity networks and initiatives, including the innovation
LGBTI Ally Network, the Disability and Carers Network
and the Culturally and Linguistically Diverse (CALD)
Employee Network
Increased
workforce
Australian Government initiatives and collaboration capability
Participate in specific action plans and goals such as the Increased staff
Reconciliation Action Plan and the Disability Action Plan retention and
recruitment
People and Culture policies and practices with diversity
focus We are viewed
Strengthened recruitment practices with a focus on as an attractive
diversity employer of choice
Use inclusive language eg. job advertisements free from Staff feel valued
all forms of bias
and respected with
Develop inclusive policies, Reliable recruitment assessment tools that remove all access to equal
practices and procedures forms of bias opportunities
with a focus on diversity An SES composition goal of 40 per cent representation
of women, 40 per cent of men and 20 per cent of any Diversity
and inclusion
Establish a baseline for CALD SES to inform initiatives influences broader
and targets going forward
strategic programs
Consultation with relevant organisations such as the
Australian Network on Disability and Pride in Diversity Increased
Comprehensive HR metrics reported biannually corporate
citizenship —
Reporting and accountability including reporting employees
against this Strategy biannually in March and September
understand and
actively engage
Build a safe and healthy Workplace Contact Officer Network with diversity and
work environment Accessibility of support from People and Culture inclusion initiatives
free from bullying and
harassment
Employee Assistance Program
Embedding ‘If not, why not’ approach to flexible
Actively support flexible working
working arrangements and
work–life balance
Manager and staff guidance
Regular review of systems and policies
6 ACCC/AER Diversity and Inclusion Strategy 2019–2021Critical success factors
There are certain factors critical to the success of this strategy, the most important of which is
leadership. We must have the tools available to implement, communicate and monitor the range of
programs that fall under the diversity and inclusion banner but it is crucial for success that the principles
of diversity and inclusion are championed by senior leadership. Our critical success factors are
leadership, policy infrastructure, communication, reporting and tools.
Our senior leaders must champion these concepts and
take the lead in embedding these practices.
Leaders must take ownership of creating an inclusive
workplace culture and supporting a diverse workplace.
HR metrics will be refined
and reported quarterly to
senior management. 1.
Leadership HR policies will guide
This will include diversity in our actions in terms of
recruitment, remuneration diversity in areas such
and flexible working as recruitment and
arrangements. 4. 2. flexible working
Reporting Policy arrangements.
Biannual reporting against
and tools infrastructure
this strategy. Diversity strategies
provide specific areas
Guidance on inclusive of guidance such as
leadership. 3. the Reconciliation
Communication Action Plan.
Support for diversity and
inclusion, including
networks and training.
Communicate across the organisation on matters relating
to diversity and inclusion.
Run job advertisements in unbiased language offering
flexible working arrangements.
Acknowledge and facilitate different workplace
communication styles.
Consult on diversity and inclusion via the Diversity
Reference Group, Employee Council and direct feedback.
ACCC/AER Diversity and Inclusion Strategy 2019–2021 7You can also read
