ACTION PLAN MAY 2017 MAY

Transcription

1 RECONCILIATION ACTION PLAN MAY 2017 MAY 2019

2 TABLE OF CONTENTS / 3 OUR VISION FOR RECONCILIATION / 4 SUPPORTING OUR VISION FOR RECONCILIATION / 6 INDIGENOUS ENGAGEMENT NETWORK / 7 OUR BUSINESS / 8 OUR INNOVATE RAP / 9 KEY FOCUS AREAS: RELATIONSHIPS RESPECT OPPORTUNITIES CELEBRATING ACHIEVEMENTS

3 Our Vision for Reconciliation Our vision for reconciliation is to build relationships with and provide opportunities for Aboriginal and Torres Strait Islander employees and the broader community, and develop mutual respect between Aboriginal and Torres Strait Islander and non-indigenous employees through a work environment that is respectful and embraces diversity. CASA s vision for Reconciliation is one of recognising, acknowledging, celebrating and sharing a socially inclusive and respectful society, in which everyone feels valued and has the opportunity to participate fully in the social, economic and cultural life of Australia. 3

4 Supporting our vision for Reconciliation From Shane Carmody, Acting Chief Executive Officer and Director of Aviation Safety I m pleased to present CASA s Innovate Reconciliation Action Plan (RAP) , following on from our inaugural Reflect RAP The Innovate RAP is aligned with our vision and values. Through our RAP, we aspire to work together to create and harness local knowledge and skills, while continuing to develop an inclusive culture of mutual respect and cultural understanding. It s important that CASA recognises Aboriginal and Torres Strait Islander peoples as the Traditional Custodians of the Australian land we share. We are committed to working together in a spirit of goodwill, mutual respect and recognition to improve the way CASA builds relationships and supports Aboriginal and Torres Strait Islander peoples in the workplace. I encourage everyone at CASA to be role models for Reconciliation, contributing to a workplace culture that values diversity and equity. 4

5 From Tracey Frey, Sustainability Group Manager and CASA s Executive Diversity Champion In my role as CASA s Sustainability Group Manager, I am honoured to take on the role of Executive Diversity Champion, working in partnership with our people to promote the important issue of Reconciliation. Our RAP has been developed by a committed group of Aboriginal and Torres Strait Islander peoples and non-indigenous employees with a broad range of skills and experiences. I m looking forward to working closely with the Indigenous Engagement Network over the life of the RAP to implement and embed the actions it contains. As the Executive Diversity Champion, I will support Aboriginal and Torres Strait Islander employees within CASA to foster relationships, and work collaboratively with other Diversity Champions across Government to strengthen our commitment to Closing the Gap. 5

6 Indigenous Engagement Network CASA s Indigenous Engagement Network was established in 2014 and was formerly known as the Indigenous Inclusion Consultative Network. The focus of the Network was initially on increasing Aboriginal and Torres Strait Islander representation and inclusion, and promoting workplace diversity. The Network was renamed to provide emphasis on engaging CASA employees on all aspects of Indigenous culture and inclusion in the workplace. The Indigenous Engagement Network has been entrusted to remain the consultative forum to support meaningful participation and remove barriers. The network consists of Aboriginal and Torres Strait Islander employees and non-indigenous employees across CASA s divisions and geographical locations. The aim of the Indigenous Engagement Network is to: continue building on the foundations of CASA s original Reflect RAP drive and implement the action items in the Innovate RAP maintain a CASA culture that values diversity and inclusion in our workplace identify opportunities to increase the representation of Aboriginal and Torres Strait Islander peoples in CASA further strengthen relationships with external Aboriginal and Torres Strait Islander communities. Members of the Indigenous Engagement Network are acknowledged for their dedication to Indigenous inclusion and their contribution to the development of this plan. This RAP details strategies and targets to further reconciliation in CASA. It has been developed by the Branch in consultation with CASA s Diversity Champion, the Indigenous Engagement Network and other Aboriginal and Torres Strait Islander employees, as well as other employees dedicated and committed to furthering our Reconciliation journey. The contributions from Ms Beth Parkin, who helped us start our RAP journey, and Ms Hayley Roberts from Reconciliation Australia who continues the journey with us, are greatly appreciated. 6

7 Our business CASA is Australia s aviation safety regulator and was established in July 1995 as an independent statutory authority under the Civil Aviation Act Our key role is to conduct the safety regulation of civil air operations in Australian territory and the operation of Australian aircraft outside Australian territory. CASA is also responsible for ensuring that Australianadministered airspace is administered and used safely. Our primary outcomes are to maximise aviation safety through an appropriate regulatory regime, provide technical advice on safety standards, monitor aviation industry safety, undertake risk analysis, consult with industry and provide education and training. CASA is a national, medium sized organisation (805 employees) with offices in most states and territories. At the commencement of this plan, five employees have identified as Aboriginal and Torres Strait Islander peoples. CASA is committed to playing a role in the Reconciliation journey and closing the gap between Aboriginal and Torres Strait Islander Australians and non-indigenous Australians. We recognise that Aboriginal and Torres Strait Islander peoples are an integral part of our business and workforce. We believe that CASA s continuing commitment to Reconciliation, through this RAP, will enhance our performance in carrying out a positive and collaborative safety culture. This will be achieved through a fair, effective and efficient aviation safety regulatory system, supporting our aviation community. 7

8 Our Innovate RAP The objectives outlined in our Innovate RAP build upon the foundations of our Reflect RAP. CASA is proud of our achievements throughout the Reflect RAP. These have included: the launch of our first online cultural awareness training module, dedicated to promoting and educating our people on Indigenous history and raising awareness of cultural practices the introduction of Aboriginal and Torres Strait Islander flags to the entrance of our two largest offices the success of our two participants in the Indigenous Australian Government Development Program. The Innovate RAP has been developed to further CASA s Reconciliation journey, integrating CASA s Indigenous initiatives and commitments with the broader public sector. Tracey Frey is CASA s Diversity Champion from our executive group and will engage with employees to promote and support the objectives outlined in the RAP. CASA will ensure that the way we do business respects and promotes the interests of Aboriginal and Torres Strait Islander Australians. Over the next two years, through CASA s Innovate RAP, we will be committed and passionate about achieving the following objectives. Improved cultural awareness, respect and understanding among all our people in CASA. Innovating employment strategies that increase the representation of Aboriginal and Torres Strait Islander peoples in CASA. Development opportunities for Aboriginal and Torres Strait Islander employees. Internal and external awareness of our RAP to promote Reconciliation across our business and sector. Our achievements will be measured through the successful implementation of our Innovate RAP over the next two years. CASA acknowledges and recognises the influence and contribution made to the aviation industry by Aboriginal and Torres Strait Islander peoples. Our belief is that through a strengthened relationship, CASA can continue its primary function which echoes our vision of safe skies for all. We are proud of our achievements to date which have established a strong foundation upon which to build our continuing RAP journey. Through our Innovate RAP we will continue to build and strengthen relationships, foster respect, seek and develop opportunities and recognise and celebrate our achievements. 8

9 Our Innovate RAP key focus areas Relationships Fostering respectful relationships between Aboriginal and Torres Strait Islander peoples and non-aboriginal and Torres Strait Islander people within our organisation, and with external stakeholders, is an important factor in promoting diversity. This will develop deeper and more meaningful engagement with Indigenous communities and enhance opportunities for our people to learn about the history, culture and contemporary experiences of Aboriginal and Torres Strait Islander peoples. Respect We will cultivate a culturally capable workplace that understands, respects and celebrates the unique place Aboriginal and Torres Strait Islander peoples hold as first Australians. Opportunities We believe our workforce should reflect the diversity of the communities in which we live and work. As the aviation safety regulatory body, CASA regulates civil air operations in all territories of Australia including remote communities. CASA acknowledges the importance of the contributions made to the aviation industry by Aboriginal and Torres Strait Islander peoples. Providing employment opportunities for Aboriginal and Torres Strait Islander peoples ensures that CASA will continue to develop a better understanding of Aboriginal and Torres Strait Islander peoples vast culture to assist in achieving CASA s key objective: aviation safety. Celebrating achievements track, measure and report It is important to celebrate our achievements in progressing our RAP. The Indigenous Engagement Network will in conjunction with the CASA Executive Diversity Champion monitor, recognise and promote the implementation of the deliverables outlined in our Innovate RAP. 9

10 Relationships Fostering respectful relationships between Aboriginal and Torres Strait Islander peoples and non-aboriginal and Torres Strait Islander people within CASA, and with external stakeholders, is an important factor in promoting diversity. This will develop deeper and more meaningful engagement with Indigenous communities, enhancing opportunities for people to learn about the history, culture and contemporary experiences of Aboriginal and Torres Strait Islander peoples. Action Responsibility Timeline Measure of success Indigenous Engagement Network (IEN) actively monitors, participates and promotes the RAP throughout the life of the RAP assisting in implementation of actions and tracking progress. Diversity Champion February and August 2017 and 2018 Continue the establishment of the IEN. Establish terms of reference for the IEN. IEN oversees the development, endorsement and launch of the RAP. Ensure Aboriginal and Torres Strait Islander peoples are represented on the IEN. IEN meets at least twice a year to monitor and report on RAP implementation. Develop and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations to support positive outcomes. Group Manager, Stakeholder Engagement August 2017, reviewed August 2018 Develop and implement an engagement plan to work with our Aboriginal and Torres Strait Islander stakeholders. Meet with local Aboriginal and Torres Strait Islander organisations to develop guiding principles for future engagement. Celebrate and recognise National Reconciliation Week (NRW). 27 May 3 June, annually Raise awareness of NRW, including providing information on CASA s intranet site. Organise at least one internal event for NRW each year. Register the NRW event via Reconciliation Australia s NRW website. Support an external NRW event. Encourage the IEN to participate in an external event to recognise and celebrate NRW. 10

11 Relationships continued... Action Responsibility Timeline Measure of success Raise internal and external awareness of CASA s RAP to promote Reconciliation across our business and aviation community. Review April and September 2017, 2018 Implement and review a strategy to communicate our RAP to all internal and external stakeholders. Regularly provide progress on the RAP to CASA s executive through reporting and formal committees. Dedicated intranet page to promote RAP activities and outcomes. Ensure RAP is available on CASA s website. Explore opportunities to support the Recognise campaign. Promote reconciliation through ongoing active engagement with all stakeholders. Actively support and promote the IEN. Diversity Champion July 2017 and July 2018 Branch meet with the IEN as necessary to consult on Aboriginal and Torres Strait Islander matters. Promote IEN participation through all-staff s. 11

12 Respect We will cultivate a culturally capable workplace that understands, respects and celebrates the unique place Aboriginal and Torres Strait Islander peoples hold as first Australians. Action Responsibility Timeline Measure of success Engage employees in cultural learning opportunities to increase understanding and appreciation of Aboriginal and Torres Strait Islander cultures, histories and achievements. Review in March 2017 and 2018 Maintain an Aboriginal and Torres Strait Islander cultural awareness training strategy for our staff which defines the cultural learning needs of employees in all areas of our business and considers various ways cultural learning can be provided (for example online and through face to face workshops). Investigate opportunities to promote cultural awareness during induction and in-house training. Capture baseline data on employees participation and understanding of Aboriginal and Torres Strait Islander history, cultures and contributions. Explore implementing a cultural mentoring network for existing employees and managers. Investigate opportunities to work with local Traditional Owners and/or Aboriginal and Torres Strait Islander consultants to develop cultural awareness training. Provide opportunities for IEN members, RAP champions, managers and other key leadership employees to participate in cultural training. Develop articles for CASA s internal newsletter, CASAFlyer, on Aboriginal and Torres Strait Islander culture, current news, issues and experiences. IEN May, July, September, 2017, 2018 Survey October, 2017, 2018 Published quarterly and available on CASA s intranet site. Where possible, evaluate the reach and impact of this action through an annual survey. 12

13 Respect continued... Action Responsibility Timeline Measure of success Celebrate and recognise NAIDOC Week to promote and foster cultural change in CASA, ensuring opportunities are provided for Aboriginal and Torres Strait Islander staff to engage with their culture and communities. Diversity Champion First week of July, annually Raise internal awareness of NAIDOC Week. Review HR policies and procedures to ensure there are no barriers to employees participating in NAIDOC Week. Consult IEN on key events and provide opportunities for employees (particularly Aboriginal and Torres Strait Islander peoples) to participate in local NAIDOC Week events. Maintain Aboriginal and Torres Strait Islander flags in Canberra and Brisbane offices. Ensure, where appropriate, that local Indigenous community representatives are invited to participate in events. Evaluate the impact of NAIDOC Week events through a survey. Establish protocols around Acknowledgement of Country and Welcome to Country across CASA. April 2017 Develop internal protocols for Welcome to Country and Acknowledgment of Country. Resources are developed to raise awareness and understanding of the meaning and significance of Aboriginal and Torres Strait Islander protocols. Develop a list of key contacts for organising a Welcome to Country and maintaining respectful partnerships. Invite a Traditional Owner to provide a Welcome to Country for at least one significant event. Include Acknowledgement of Country at the commencement of important internal and external meetings. Dedicated intranet page to raise awareness and understanding of Aboriginal and Torres Strait Islander matters. May and July 2017, 2018 The dedicated intranet page will include information and dates of significance on the diversity calendar to support CASA s vision for Reconciliation. Indigenous cultural awareness will be promoted on this dedicated page with access to elearning, as well as other forms of cultural awareness training. 13

14 Opportunities We believe our workforce should reflect the diversity of the communities in which we live and work. As the aviation safety regulatory body, CASA regulates civil air operations in all territories of Australia including remote communities. CASA acknowledges the importance of the contributions made to the aviation industry by Aboriginal and Torres Strait Islander peoples. Providing employment opportunities for Aboriginal and Torres Strait Islander Australians ensures that CASA will develop a better understanding of Aboriginal and Torres Strait Islander people s vast culture for the betterment of CASA s key objective, aviation safety. Action Responsibility Timeline Measure of success Investigate opportunities to improve and increase Aboriginal and Torres Strait Islander employment outcomes within CASA. IEN Diversity Champion Developed by April 2017 Target by 2018 Develop and implement an Indigenous Employment Strategy (IES) that identifies a target for Aboriginal and Torres Strait Islander representation in CASA and initiatives to increase representation. Increase Aboriginal and Torres Strait Islander representation in CASA, having regard to achieving the target of 2.5 per cent by Engage with existing Aboriginal and Torres Strait Islander employees to consult on employment strategies, including professional development. Advertise all vacancies in Aboriginal and Torres Strait Islander media. Review HR and recruitment procedures and policies to ensure there are no barriers to Aboriginal and Torres Strait Islander employees and future applicants participating in our workplace. Encourage employees to identify diversity background in Employee Self-Service. Participate in the Indigenous Australian Government Development Program (IAGDP), engaging at least two Aboriginal and Torres Strait Islander peoples from the program throughout the duration of the RAP. Investigate scholarships for students. Develop and implement employment pathways (e.g. traineeships or internships). Research, identify and develop professional development opportunities such as a mentoring program, and participate in external forums. Support leadership programs for Aboriginal and Torres Strait Islander peoples. 14

15 Opportunities continued... Action Responsibility Timeline Measure of success Engage with tertiary institutions and local schools to promote CASA s Aboriginal and Torres Strait Islander initiatives and provide information on career opportunities. IEN July 2017, 2018 Active engagement over the life of the RAP through attendance at expos, career fairs, schools and other similar events. Identify and allocate opportunities for Aboriginal and Torres Strait Islander peoples and utilise identified positions and/or special measures for recruitment activities. Annual reporting An annual increase in the number of Aboriginal and Torres Strait Islander applicants applying for CASA positions. Investigate opportunities to build Aboriginal and Torres Strait Islander supplier diversity within CASA. Diversity Champion IEN Chief Financial Officer December 2017 Review procurement policies and procedures to identify barriers to Aboriginal and Torres Strait Islander businesses supplying our organisation with goods and services. Develop and communicate to employees a list of Aboriginal and Torres Strait Islander businesses that can be contacted to procure goods and services. Develop at least one commercial relationship with an Aboriginal and/or Torres Strait Islander owned business. Investigate Supply Nation membership. 15

16 Celebrating achievements The Indigenous Engagement Network will, in conjunction with Branch and the Diversity Champion, monitor, promote and recognise implementation of the RAP deliverables. Action Responsibility Timeline Measure of success Report achievements, challenges and outcomes to Reconciliation Australia for inclusion in the Annual Impact Measurement Report. Diversity Champion Annually every September Biennial RAP progress is reported in the RAP Impact Measurement Questionnaire by 30 September each year. Investigate participating in the RAP Barometer. Report RAP achievements, challenges and learnings internally and externally. Diversity Champion March, June September and December Publically report our RAP achievements, challenges and learnings through various mediums such as CASAFlyer, all staff s, our intranet site and the Annual Report. EN meetings at least twice per year. Progress reported through formal committees and reporting to CASA s Executive Leadership Team. Review, refresh and update RAP. IEN Diversity Champion Commence development of RAP in October 2018 Launch February 2019 Review, refresh and update RAP based on learnings, challenges and achievements. Provide presentations to the IEN to explore further opportunities and initiatives to incorporate into future RAPs. Liaise with Reconciliation Australia to develop and launch new RAP. 16

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