Acknowledgement of Country

The Department of Foreign Affairs and Trade (DFAT) acknowledges Australia's First Nations peoples as the Traditional Custodians of Country throughout Australia. We recognise the ongoing custodianship of land, sea and sky and the perpetual spiritual connection Aboriginal and Torres Strait Islander people hold with Country. We pay our respects to Elders past and present and extend that respect to First Nations people throughout Australia.

Commitment to First Nations peoples

DFAT is committed to building a workplace that respects, values, elevates and includes First Nations people, and First Nations ways of being, knowing and doing.

DFAT will progress reconciliation through our Reconciliation Action Plan, applying co-design and partnership principles. We will engage responsibly, acknowledging the cultural load that can fall on First Nations staff through embedding the perspectives, experiences, and interests of First Nations people into Australia's international policy, relationships, trade and development activities.

DFAT will continue to work in partnership with First Nations people to bring First Nations knowledge and culture to the world, celebrating the achievements of First Nations people in the past, present and future.

About the artist and artwork

Nganawi mitji Brooke Rigney - My name is Brooke Rigney, or Rigney-Lively, and I am a proud Ngarrindjeri and Kaurna woman. I am a mother – ninkawi – a musician, an artist, and passionate advocate for our young people and community.

I am a graduate of the Centre for Aboriginal Studies in Music (CASM). I have shared the stage with the likes of Uncle Archie Roach and No Fixed Address and performed at community events across the years with my father and our band. For the last eight years, I have been working across government both alongside and on projects dedicated to the distinct rights and needs of our young people. My passion is to help empower our young ones in self and culture in the same ways that my mentors did for me, to be where I am today. Key to my identity and strength in culture is my music and art.

Growing up I was lucky enough to be surrounded by musicians, my language, art and culture through my father and various artists and musicians in our family. They were such strong examples of expressing culture and healing through those art forms. My art uses elements of Ngarrindjeri art techniques and is influenced by my Uncles, who shared their art with family, as well as my sisters in community who have taken the time to sit with and guide me. This approach is woven together with more contemporary approaches both on canvas and in digital forms.

I paint my own stories, experiences and perspectives as a Ngarrindjeri and Kaurna woman living on Kaurna Yerta. Many of my pieces depict or represent my personal journey, family and connection to our country and waters.

About DFAT

DFAT promotes and protects Australia's international interests to support our security and prosperity. We work with international partners and other countries to tackle global challenges, increase trade and investment opportunities, protect international rules, keep our region stable and help Australians overseas.

With over 6000 staff located in Australia and overseas, we manage Australia's international presence with a network of over 120 embassies, high commissions, consulates-general and representative offices across five continents. We issue passports, provide travel advice, negotiate trade agreements, and support international development.

In addition to DFAT's 900+ (Australian Public Service (APS) staff posted overseas, a further 1100+ APS staff from other government agencies are deployed across our global network, working alongside 4200+ locally engaged staff.

Our vision for inclusion, equity, and diversity

'Embracing diversity for global influence'

Our vision is for an inclusive workplace that projects and values diversity. We strive for workplaces that are safe, where staff feel respected and valued, and where everyone has equitable access to opportunities.

Publication information

ISSN 2982-0235 (Online)
IISSN 2982-0227 (Print)

© Commonwealth of Australia 2024

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• Inclusion, Equity and Diversity Strategy 2024. Commonwealth of Australia 2024.
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Contact information

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People Culture Branch 
Department of Foreign Affairs and Trade 
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Phone: 02 6261 1111

Email: workplacediversity@dfat.gov.au

Accessibility

Our website (www.dfat.gov.au) contains an accessible version of this report. The Translating and Interpreting Service is an interpreting service provided by the Department of Home Affairs to provide interpreting services for people who do not speak English and for agencies and businesses that need to communicate with their non-English-speaking clients. Call 131 450 or visit www.tisnational.gov.au. Services for people with hearing or speech impairments:

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Secretary's Message

I am proud to present DFAT's first overarching Inclusion, Equity and Diversity Strategy.

This strategy outlines what we will do to create a more diverse workforce at all levels, and more inclusive workplaces in Australia and across the globe. It is about living the values we promote globally, particularly those of human rights, and the inherent dignity of all individuals.

These efforts matter to DFAT, for the Australian community we serve and the international community we seek to influence. A department that is representative of Australia's peoples is stronger and better equipped to problem solve.

Our Women in Leadership initiative demonstrated our ability to build a culture, workforce and leadership that is more inclusive, equitable and diverse. The initiative improved women's participation, particularly in leadership roles, and we adopted more flexible working practices. We increased Head of Mission and Post leadership from 27 per cent women in 2015 to 52 per cent in 2024, and our Senior Executive Services from 34 per cent women to 50 per cent.

We are now looking to bring greater cohesion to our inclusion, equity and diversity work, building on our efforts and achievements to date. This strategy articulates a renewed vision and commitments across four lines of effort: inclusive leadership at all levels; inclusive and equitable policies, systems and workplaces; overseas posts that drive equal opportunity; and ultimately, a diverse workforce at all levels.

DFAT's unique role leading Australia's network of overseas embassies, high commissions and consulates presents an opportunity, and indeed an obligation, to build more inclusive workplaces in over 86 countries and 125 locations.

But in many cases, working to address cultural, attitudinal, physical and systemic barriers starts at home. It begins with acknowledging we don't all start on a level playing field, and additional measures, leadership actions and supports are required to promote equity.

This strategy takes a broad view of accountability and responsibility, recognising that inclusion, equity and diversity cannot be delivered 'for' the department by any one work area. Rather, it must be delivered 'by' the department, with each of our leaders and managers, and our entire workforce, responsible for building inclusive workplaces.

As we build on our previous efforts to create a more inclusive organisation, each of us needs to develop a greater appreciation of the diversity of Australia, and our workforce. If we're successful, we will see an increasingly diverse department in which staff from all backgrounds feel safe, respected, and valued.

Sincerely,

Jan Adams AO PSM

Strategy at a glance

• Vision: ’Embracing diversity for global influence’ Our vision is for an inclusive workplace that projects and values diversity. We strive for workplaces that are safe, where staff feel respected and valued, and where everyone has equitable access to opportunities.
• Pillar 1: Inclusive leadership at all levels
• Pillar 2: Inclusive and equitable policies, systems and workplaces
• Pillar 3: Overseas posts that drive equal opportunity
• Pillar 4: A diverse workforce at all levels
• Detailed Implementation Plan (DIP): Separate document with prioritised actions, responsible lead areas, timeframes, targets and indicators
• Inclusion, Equity and Diversity Subcommittee: Inclusion Champions, diversity network representatives, and enabling services to oversee the Strategy
• People Division: Policy owner for the Strategy

Understanding inclusion, equity and diversity

The case for inclusion, equity and diversity is compelling and backed by extensive research. Organisations with mature approaches to diversity – characterised by inclusive cultures that value different thought patterns, experiences and abilities – are more effective at-risk analysis, more creative and better at decision making¹. Individuals who work in inclusive teams are ten times more likely to express very high job satisfaction, and report being 4 times more likely to believe that their work positively influences their mental health. Staff in inclusive teams are 3 times less likely to leave their organisation².

For DFAT the benefits of inclusion, equity and diversity include:

• Collaboration – with inclusive teams 8.5 times more likely to collaborate effectively,³ critical for international relations, trade and investment and whole-of-government posts.
• Innovation – with organisations leading their peers on inclusion, equity and diversity being 20 per cent more innovative⁴, DFAT can better problem solve and respond to increasingly complex global challenges.
• Feedback – with individuals in inclusive teams 2.5times more likely to receive valuable feedback,⁵ DFAT can increase its performance, decision making and impact.
• Outcomes – when we reflect Australia's diversity, we will draw on a deeper understanding of what it means to be Australian. A more diverse and inclusive workforce will help us to advance our national interests abroad, by projecting a modern Australia to better connect with the world's people. 

Inclusion Inclusion involves creating a sense of belonging, trust, respect and safety for all people. It is about making workplaces and systems accessible for everyone, and creating safe environments that are free from bullying, harassment, discrimination and racism. This can involve measures to improve leadership and capability, improve communications, identify harmful behaviours including racism and bias, and to consult staff in decision making.

Equity Equity is about fairness and impartiality. Equity of treatment recognises that everyone starts with different and unequal advantages and privileges. It means some people need support to participate on an equal footing with others and to achieve equal outcomes. Examples of equity measures include affirmative measures in recruitment, workplace adjustments for a person with a disability, remote work for First Nations staff to maintain connection to Country, and quiet or private spaces in the workplace for people who may require them.

Diversity Diversity is the practice of including different people. Diversity attributes can include the unique mix of a person's age, ancestry, culture, faith, language, place of birth, education, class, gender, sex, sexual orientation, disability, neurological difference and more. Diversity brings a depth of lived experiences, innovation, talent and ideas to the challenge of solving complex problems.

Our progress

DFAT's origins are the Department of External Affairs, one of seven departments of state established at Federation in 1901. Below is a snapshot of recent inclusion, equity and diversity milestones.

Circa 1990s

Indigenous Employees Network (IEN) established.

2010-11

Disability Action Strategy 2011 –15 launched.

2011

DFAT's First Reconciliation Action Plan (RAP) launched.

DFAT Families Network established.

2012

Peter Varghese AO appointed Secretary, the first Asian Australian appointed as Secretary of a Commonwealth department.

2012-13

DFAT Disability Network established.

2013-14

DFAT Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Network established.

2014-15

Women in Leadership strategy announced. 

2015-16

First LGBTI Champions were appointed.

Disability Action Strategy 2015–2020 launched.

2016

Frances Adamson AC appointed Secretary, the first woman appointed as Secretary of DFAT.

2017-18

DFAT received an APS Commission Gender Equality Award.

Cultural and Linguistic Diversity (CALD) Network launched. 

2018-19

CALD Strategy 2018–2021 launched.

LGBTI Strategy 2018–2021 launched.

'Understanding Indigenous Australia' course launched.

First 'Stretch' RAP launched.

2020-21

Women in Leadership targets achieved. Women in Leadership Refresh 2020 –2025 Strategy launched.

'Ngunnawal Language and Culture' course launched.

DFAT LGBTI External Actions Strategy launched.

2021-22

Indigenous Leadership@DFAT 2022-2024 launched; Indigenous Diplomacy Agenda launched.

2022-23

Comprehensive disability confidence training launched.

Ambassador for First Nations People appointed.

SafeSpace 24/7 support for employees experiencing bullying, harassment or discrimination launched.

2023-24

Office of First Nations International Engagement established.

Diversity data platforms overhauled.

Our workforce in 2024

Our staff ⁶

6900+ total staff

3800+ APS staff in Australia

900+ APS staff overseas

2200+ locally engaged DFAT staff overseas

Our APS (Australian) workforce⁷

2.5% First Nations people

4.8% identify as LGBTQIA+ (10% in 2023 Census)

5.6% identify as neurodivergent⁸

5.7% identify as people with a disability (8.2% in 2023 Census)

7% are carers

14% aged 55 and over

15.6% are from non-English speaking backgrounds

59% women, 40% men, and <1% non-binary staff

Strategy pillars

Pillar one: Inclusive leadership at all levels

Objectives

1.1 Leaders create safe and respectful environments.

• Performance frameworks and reviews include safe and respectful behaviours.
• Visible leadership commitment through statements, actions, stories, and symbols.
• A workplace culture that prioritises health and safety, including mental health, of all staff.
• Peer networks educate and support individuals, and are consulted on decisions affecting staff.
• Reward and recognition frameworks are equitable and inclusive of all staff.

1.2 Business areas have the resources to build inclusive workplaces and benefit from team diversity

• Evidence-based resources help build inclusive workplaces.
• Robust processes help identify and eliminate harmful behaviours.

1.3 Staff value and model inclusive behaviours

• Inclusive language is adopted in all communications.
• Diversity is valued and celebrated throughout the organisation.
• Improved First Nations cultural knowledge and capability.
• Overall inclusion, equity and diversity capability is lifted, recognising the learning styles and needs of all staff.

Pillar two: Inclusive and equitable policies, systems and workplaces

Objectives

2.1 Inclusive and equitable policies and processes

• Policies and processes are reviewed applying an intersectional lens.
• Changes are co-designed with impacted groups.
• Data capture and analysis is improved to identify and rectify points of potential bias and inequity.
• Transparency, certainty, equity and fairness are evident in policy and process.

2.2 Safe, accessible and inclusive workplaces in Australia and overseas

• Physical barriers to equity and inclusion at DFAT workplaces are addressed, including offices, facilities and accommodation.
• Consider how design and location attributes may contribute to psychosocial risk, including instances of bullying, discrimination, and harassment.
• Inclusive design principles are built into planning, design and procurement policies and key supporting documents.

2.3 Inclusive and equitable technology and systems design

• Improved accessibility of the DFAT intranet, internal communications and collaboration spaces, following inclusive and equitable technology design principles.
• Technology including digital platforms, systems, applications and hardware will be improved for accessibility.
• Assistive technology will be easier to access and integrate.

Pillar three: Overseas posts that drive equal opportunity

Objectives

3.1 Equitable opportunity for overseas postings

• Post Reports and other information on posting conditions is inclusive and assists decisions by people from diverse backgrounds.
• Diverse groups experience fewer barriers to access posting opportunities.
• Decision-making processes are equitable.

3.2 Tailored and equitable support for overseas postings

• Staff and families have the information and support they need to navigate complex family status and partner recognition before and during posting, including for same-sex or gender diverse partners, people with disabilities, or diverse family structures.
• Process for accessing support through the National Disability Insurance Scheme for APS staff and family members is clarified and improved.
• Co-design of support processes and resources for specific groups.

3.3 Inclusive leadership extends to all people that interact with DFAT staff

• Guidelines and resources for building inclusive overseas posts are available, including template inclusion, equity and diversity plan for posts.
• All staff, including locally engaged and whole-of-government staff, supported to value and model inclusive behaviours at posts.
• Clear behavioural expectations regarding a safe workplace, including bullying, discrimination and harassment set with all post staff.

Pillar four: A diverse workforce at all levels

Objectives

4.1 Targeted employee life-cycle support

• Diversity is considered from role advertisement and reach, through to recruitment, selection, development, progression, retention and exit.
• Effective use of affirmative measures and targeted professional development opportunities to address inequity and support career growth.
• Systematic approach to engaging and retaining staff, including from diverse backgrounds.

4.2 Best-practice data collection, analysis, use and reporting

• A culture where all staff feel safe to share their diversity information, striving to reach and maintain 80 per cent participation in diversity data.
• Diversity analytics reporting is valued by decision makers and drives action.
• A robust HR diversity data platform that enables complete and comprehensive intersectional analysis and is continually improved.

4.3 Diversity targets met at all levels

• Employer of choice for people from diverse and historically under-represented backgrounds.
• Diversity is valued and targeted at an individual team level, not just by overall role level.
• Measurable increase in recruitment panel diversity.
• Merit based decision making includes and values diversity of experience and thought.

Detailed Implementation Plan

The strategy will be supported by a Detailed Implementation Plan (DIP) that includes targets, actions, lead areas, and indicators for each pillar and objective.

People Division will monitor progress and evaluate the effectiveness of the Strategy, taking a continuous improvement approach that reflects the data and insights gathered through the targets and impact measurements.

Principles for prioritising DIP actions

These design principles for the scoping, implementation and measurement of actions included in the DIP support the prioritisation of actions, and efficient and effective allocation of resources.

1. Evidence-led

Design based on evidence of what works, seeking out robust peer-reviewed studies wherever possible. In the absence of research, design interventions where target impact can be measured before rolling out at scale.

2. Co-design

Include and involve people from specific target groups and parts of our business that will be impacted throughout the design process.

3. Impact measurement

Measure progress through leading and lagging qualitative and quantitative indicators linked to the strategic benefits of diverse, inclusive and equitable workplaces.

4. Inclusive and equitable design

An evolution of Universal Design Principles that includes both physical structure design as well as technology and digital design. Inclusive and equitable design applies to both the design process and the end outcome.

5. System level

Focus on systemic barriers and themes to fix structures that create barriers for individuals.

6. Intersectionality

In designing and prioritising actions, recognise that exclusion and inequality compound when an individual identifies with two or more diversity attributes.

Focus areas

To successfully implement changes that support the diverse current and future workforce of DFAT, we need to co-design change. The following (non-exhaustive) priorities for target groups were identified through staff and peak body consultation, surveys and other feedback.

First Nations people

• A safe workplace where everyone has knowledge of First Nations history and cultures.
• A deliberative forum involving First Nations staff.  
• Career development opportunities, particularly overseas.
• Recognition of cultural load and identity strain.

People with disabilities

• Accessible workplaces, including our physical environment, technology and systems.
• Improved career pathways and progression including for people with non-apparent disabilities.

Neurodivergent people

• Enhanced inclusion and value of neurological difference in the workplace.
• Improved awareness and capability for staff, particularly supervisors.

Carers

• Greater awareness and supports for carers.
• Improved education on mental health including risks, management and the role of carers.

LGBTQIA+ communities

Lesbian, Gay, Bisexual, Transgender/gender diverse, Queer, Intersex, Asexual, or another diverse gender or sexual identity.

• An enabling environment for LGBTQIA+ staff to pursue postings opportunities, supported by Post and departmental policies.
• Support for intersex people and for trans, gender diverse and non-binary people.

Cultural and linguistic diversity

• Eliminate racism in the workplace, through initiatives such as the Racism. It Stops with Me campaign.
• Improved intercultural capability and awareness of all staff.

Gender equality

• Improve gender balance across business areas and job functions.
• Develop a gender equality approach informed by the experience of all women.
• Improved awareness and support for women's health including menopause, endometriosis and reproductive complications.

Age inclusion

• Respect, value and retain older workers.
• Support and protect younger workers who are known to be more vulnerable to bullying, harassment and racism.

Roles, responsibilities and supports

The success of this Strategy depends on everyone at DFAT contributing to a culture which supports and values inclusion, equity and diversity.

All staff

• Communicate and act in ways that are inclusive and respectful, comply with anti-discrimination legislation, and deepen knowledge and capability.
• Update diversity information in the HR system to enable us to better understand our workforce and develop impactful policies.
• Supported through improved policies and systems, access to training, participation in diversity initiatives, departmental leadership and employee networks.

Executive

• Champion the strategy, lead by example, foster a safe workplace free from bullying, harassment and discrimination, and include diverse perspectives in decision making.
• Pursue opportunities to drive the inclusion, equity and diversity agenda, hold leaders and peers to account, and build DFATs reputation as an inclusive employer. Promote diversity in Senior Executive Service (SES), Heads of Mission (HOM), Heads of Post (HOP), Senior Administrative Officers (SAOs), Senior appointments or recommendations and selection panels.
• Supported through data, insights and advice from People Division and Enabling Services Group.

Inclusion Champions

• Support staff from diverse backgrounds, set the leadership tone and expectations for the department, shape an inclusive workplace in DFAT, advocate for staff from diverse, under-represented backgrounds, and sponsor diversity activities in the workplace.
• Supported through data, insights and advice from People Division.

HOMs, HOPs and SAO

• Build inclusive workplaces overseas, ensure inclusive environments for APS staff and locally engaged staff, ensure APS staff have access to relevant information on the post environment.
• Supported through briefings, training and advice from People Division and Enabling Services Group.

SES and Directors

• Champion inclusion and build diverse teams. Lead by example and set expectations for inclusive behaviour, respectful communication and empowering staff to contribute and thrive, including through performance agreements. Mentor and support team members from under-represented backgrounds. Address inappropriate behaviour. Complete diversity training including First Nations cultural capability training.
• Supported through guidelines, training and support from their managers.

Employee diversity networks

• Provide safe spaces for staff to share experience and support peers. Help to identify concerns and advocate to reduce barriers affecting staff. Draw on lived experience to help make our workplaces more inclusive. Celebrate diversity.
• Staff leading diversity networks will be supported by Inclusion Champions, line area supervisors and People Division.

Diversity and Anti-Harassment Officers (DAHOs)

• Focal points for promoting and implementing this Strategy. Raise awareness of workplace diversity and promote events throughout the year. Provide support and information to staff about recourse mechanisms for bullying, harassment, and discrimination.
• DAHOs will be supported by their supervisors and People Division, including with training.

Mental Health and Wellbeing Officers

• Work with staff from diverse backgrounds in their business area to promote mental health and wellbeing.
• Know where to refer staff to supports appropriate to their background and identity.
• Mental Health and Wellbeing Officers will be supported by their supervisors and People Division, including through training.

People Division

• Enabling role to develop inclusive workplace guidelines and tools, including this strategy, its detailed implementation plan and governance mechanism, and DFAT's Reconciliation Action Plan. Provides advisory support to inclusion champions, supports Diversity and Anti-Harassment Officers and Mental Health and Wellbeing Officers.
• People Division will develop and maintain the DIP in consultation with the Inclusion, Equity and Diversity Subcommittee.

Governance

Oversight of the Inclusion, Equity and Diversity Strategy sits with the People and Culture Committee (PCC). The PCC may report to the Executive Board on progress, challenges and agreed solutions for implementing the strategy.

A new Inclusion, Equity and Diversity Subcommittee of the PCC will help to implement the strategy across the department. The Subcommittee will be chaired by Chief People Officer and will meet twice yearly to review progress. The Subcommittee will include each Inclusion Champion or their delegate, and a representative from each Diversity Network. People Division will formally report progress annually to the Inclusion, Equity and Diversity Subcommittee and People and Culture Committee and to all staff.

• Executive Board
• People and Culture Committee
• Inclusion, Equity and Diversity Subcommittee
  • Chaired by Chief People Officer
  • Inclusion Champions
  • Representative from each diversity network.

Measuring impact

For each action in the DIP, we will measure progress through leading and lagging, qualitative and quantitative indicators linked to the strategic benefits of diverse, inclusive and equitable workplaces. DFAT will prioritise and continuously improve initiatives following the Design Principles to focus efforts where they will have the greatest measurable impact.

A crucial element in measuring impact is accurate and comprehensive data on workforce diversity. This can be challenging to achieve beyond mandatory demographic information (gender and age). In 2023, DFAT improved its HR platform to provide clearer concepts and options for diversity attributes. We will continually improve and strengthen this platform, and demonstrate safe and ethical use of data, with the aim of reaching over 80 per cent participation.

Targets by end 2027

Inclusion

• APS Employee Census
  • all staff report a greater commitment to inclusive workplace culture
  • diversity groups trend towards higher overall satisfaction rates, closer to broader DFAT averages
• Bullying, harassment and discrimination
  • greater participation in formal reporting mechanisms,
  • APS Employee Census indicates a sustained downward trend of instances reported for all groups.
• Diversity Council of Australia Inclusive Employer.
• Voluntary turnover of diverse staff reflects the DFAT average.

Equity

• APS Employee Census – increased perceptions of technology as an enabler of productivity, rather than a barrier; health and wellbeing support is reported to meet the needs of the diverse DFAT workforce.
• Reduce and strive to eliminate the Gender pay gap.
• DFAT policies are reviewed for equity, with changes co-designed with impacted groups.
• Overall trends in recruitment, postings and promotion outcomes reflect the diversity of applicants.

Diversity

APS staff

• First Nations people: 5%⁹
• People with disabilities: 7%¹⁰
• Culturally and Linguistically Diverse people: To be aligned with APS-wide target

DFAT APS at Posts

• First Nations people: 5%
• People with disabilities: 7%
• Culturally and Linguistically Diverse people: To be aligned with APS-wide target
• Women: 40%¹¹ Men: 40% Any gender¹²: 20%

SES

• First Nations people: 3%¹³
• People with disabilities: 7%
• Culturally and Linguistically Diverse people: To be aligned with APS-wide target
• Women: 40% Men: 40% Any gender: 20%

HOMs/HOPs¹⁴

• Women: 40% Men: 40% Any gender: 20%  
• Continue progress towards all posts having been led by a woman HOM/HOP¹⁵

Appendix

Definitions

Accessibility

Accessibility is about improving access to goods, services, facilities, premises and information for people with disabilities. The Disability Discrimination Act 1992 makes it against the law to discriminate against a person because of disability when providing goods, services, facilities, or access to public premises.

Carers

Carers are people who provide unpaid care and support to family members and friends who have a disability, mental illness, chronic condition, terminal illness, an alcohol or other drug issue or who are frail aged.¹⁶ The term carers does not refer to parenting responsibilities except where consistent with this definition, and excludes care provided through volunteer roles.

Cultural and Linguistic Diversity (CALD)

CALD is a broad concept and there is no single definition. CALD can refer to people who identify as having a cultural background other than or in addition to Anglo-Australian culture and heritage, for example in their cultural or ethnic identity, language, country of birth, parent's country of birth, heritage or ancestry, religion, nation of origin, race, and/or colour.¹⁷

Dignified access

The Australian Disability Network¹⁸ describes dignified access as the practice of designing physical environments for people with disability, to make workplaces navigable and a welcoming environment for everyone.

Disability

The UN Convention on the Rights of Persons with Disabilities notes that disability results from the interaction between people with impairments and the attitudinal and environmental barriers that hinder full and effective participation in society on an equal basis with others. Disability refers to any limitation, restriction or impairment which restricts everyday activities and has lasted, or is likely to last, for at least six months.

First Nations

First Nations people are the first peoples of the continent of Australia. First Nations people is increasingly seen as an inclusive term for the diverse range of identities, languages, cultures and communities of Aboriginal and Torres Strait Islander people. First Nations people in Australia are people of Aboriginal and Torres Strait Islander descent who identify as such and are accepted by their community.¹⁹

Gender pay gap

The Workplace Gender Equality Agency²⁰ describes the gender pay gap as a measure of how we value the contribution of men and women in the workforce. It is expressed as a percentage or a dollar figure and shows the difference between the average earnings of women and men.

LGBTQIA+

LGBTQIA+ refers to people are Lesbian, Gay, Bisexual, Transgender/gender diverse, Queer, Intersex, Asexual, or another diverse gender or sexual identity. The '+' sign recognises that language about gender and sexuality is dynamic and is not intended to be exclusionary.²¹ 'Pride' and 'Rainbow' community are also terms that refer to diverse sexuality and gender identity.

People use a range of terms to describe sexual orientation, including gay, lesbian, gay woman, bisexual, pansexual, same sex attracted, queer, questioning and similar. These categories may not capture the diversity of expression of individuals in the community. Trans or gender diverse includes people with a trans history and people who are non-binary/gender fluid. Intersex is a term for people born with atypical physical sex characteristics covering more than 40 known genetic and other biological variations.

Neurodiversity

Neurodiversity is an inclusive term for a range of neurological differences that have previously been stigmatised. The Public Sector Neurodiversity Community of Practice uses neurodiversity as an umbrella term to describe groups of people with neurological differences and diverse thinking or processing styles including Dyslexia, Dyspraxia, Dyscalculia, Autism, ADHD, and others. Neurodivergent individuals can experience challenges in the workplace, but with appropriate supports and work design their contributions can be invaluable.²²

Non-apparent disability

Also known as 'hidden disabilities' or 'non-visible disabilities', these include physical disabilities such as chronic pain and diabetes, mental health conditions including depression and anxiety, neurological conditions such as epilepsy and some people who are neurodivergent.

Sex and Gender

In the Australian Government context, sex and gender is defined within the Australian Government Guidelines on the Recognition of Sex and Gender. Sex recorded at birth refers to what was determined by sex characteristics observed at birth or infancy, and can include intersex characteristics, while gender is about social and cultural differences in identity, expression and experience. Language is constantly evolving, and a label or description may not capture the diversity across people and communities who have diverse gender and sexual identity.

Universal, inclusive and equitable design

Universal design is the design of an environment that can be used to the greatest extent by all people regardless of age, size, ability or disability, and without the need for adaptation or specialised design. It emphasises the end goal of the design.

Inclusive design processes enable and draw on the full range of human diversity, and include and learn from people with diverse perspectives.

Equitable design aims to resolve structural and systemic inequalities. Principles include clarity in language, goals and measurement, recognition of personal biases, the identification of situational and contextual challenges, actively seeking out points of exclusion and extending the benefits of a solution to everyone.

Workplace adjustments

Workplace adjustments, referred to as reasonable adjustments in DFAT, are any form of assistance or adjustment that is necessary, possible and reasonable to reduce barriers at work. Workplace adjustment can apply to all areas and practices of employment including recruitment, training, and career development, travel, postings, transfers and promotions (and their associated processes).

Legislation

Age Discrimination Act 2004

Protects people from age discrimination in employment, the provision of goods and services, education and the administration of Commonwealth laws and programs.

Australian Human Rights Commission Act 1986

Protects people from discrimination in employment because of their religion, political opinion, national extraction, nationality, social origin, medical record, criminal record or trade union activity.

Australian Public Service Commissioner's Directions 2022

Sections 31-33 provide for affirmative measures relating to Aboriginal and Torres Strait Islander employment, the RecruitAbility Scheme, and disability employment.

Disability Discrimination Act 1992

Seeks to eliminate discrimination against people with disabilities and provide workplaces that are accessible for everyone.

 Fair Work Act 2009

Sets minimum standards for fair work including maximum weekly hours, flexible working, parental leave, carer's leave, family and domestic violence leave and contracting arrangements.

Public Service Act 1999

The principal legislation governing operation of the APS, with objectives including provision of a legal framework for the effective and fair employment, management and leadership of APS employees. Section 13 states that when acting in connection with APS employment, everyone must be treated with respect and with courtesy and without harassment. Section 10 states that the APS respects all people, including their rights and heritage. Section 10a sets out the APS Employment Principles.

Racial Discrimination Act 1975

Promotes equality before the law for all people regardless of race, colour or national or ethnic origin. It is unlawful to discriminate against people on the basis of race, colour, descent or national or ethnic origin.

Sex Discrimination Act 1984

Protects people from unfair treatment on the basis of their sex, sexual orientation, gender identity, intersex status, marital or relationship status, pregnancy and breastfeeding. It also protects workers with family responsibilities and makes sexual harassment against the law. The 'Respect at Work' Amendment (2022) to this Act introduces a positive duty to eliminate discrimination and harassment.

Work Health and Safety (WHS) Act 2011 and associated regulations

WHS laws protect the health, safety and welfare of staff and other persons who are at, or come into contact with, a workplace. WHS regulations now prescribe how employers must identify and manage hazards and risks to workers' psychological health and safety.

Workplace Gender Equality Act 2020

Promotes gender equality including closing the gender pay gap, increasing female participation and ending gender discrimination.

Closing the Gap

National Agreement on Closing the Gap

Aims to close the gap in health and improve life outcomes for First Nations peoples. Priority Reform 3 aims to transform government organisations and the services they deliver to work better for First Nations people – including to eliminate racism and embed cultural safety.

APS policies

APS Reform

Key elements include Outcome 6: The APS sets the standard for equity, inclusion and diversity; and Outcome 7: The APS sets the standard for First Nations employment and cultural competency.

Australian Public Service Disability Employment Strategy 2020-25

Recognises the shared responsibility of all agencies to be employers of choice for people with disability.  Agencies should improve inclusion of people with disability by addressing their workplace culture, recruitment and employee experience.

Australian Public Service Gender Equality Strategy 2021-26

A commitment from all agencies and senior leaders to embed an inclusive and respectful workplace practices to enable women and people of all genders equality of opportunity and full participation.

Commonwealth Aboriginal and Torres Strait Islander Workforce Strategy 2020-24

Notes that all Commonwealth agencies have a responsibility to contribute to economic development outcomes under Closing the Gap, including Aboriginal and Torres Strait Islander workforce participation.

Delivering for Tomorrow: the APS Workforce Strategy 2025

Aims for the APS to be inclusive and representative of the Australian community to position it for the future.