BACK TO TOP

 

Our diversity and inclusion approach

Developing maturity and driving cultural change involves several levers.

  • Awareness of the need to change
  • Strong leader sponsorship
  • Systems and processes that support sustaining the change
  • Using stories and symbols to expand our impact and make the cultural shift part of our organisational identity.

Our approach to diversity and inclusion reflects these levers to create and sustain effective cultural change.

The Roads and Maritime diversity and inclusion approach is structured into three horizons (see Figure 1). Each horizon outlines the key outcomes and cumulative maturity16 we will build in our workplace culture across our organisation.

Horizons 1 and 2 are internally focused, recognising the need to build a flexible mindset and improve capability to achieve short and medium-term diversity and inclusion goals. Horizon 3 takes an external focus that leverages our state-wide presence and abilities to create positive social change for communities.

These three horizons provide a roadmap of how Roads and Maritime can build momentum across our five priority areas and achieve sustainable cultural change that supports a renewed focus on customers, communities and place.

Figure 1. Roads and Maritime D&I approach – The D&I horizons roadmap

      CONFIDENCE AND INSPIRATION
     

Horizon 3: Explore new opportunities

Optimise business outcomes, demonstrate business impact and positively influence our communities.

           
  VALUE AND BELONGING
 

Horizon 2: Embed in our organisation

Making diversity and inclusion a part of the way we do business.

           
FAIRNESS AND RESPECT

Horizon 1: Build foundations

Strong sponsorship and awareness of diversity and inclusion.

           
DIVERSITY AND INCLUSION MATURITY
2017-18 2018-19 2019-2020

KEY SUCCESS FACTORS

  • Continued visible executive sponsorship
  • Compelling purpose
  • Coordinated approach
  • Quick wins.
  • Effective implementation of Aboriginal Participation in Construction Policy
  • Procurement guidance on Roads and Maritime approach to diversity and inclusion when engaging external partners.
  • Influencing industry on diversity and inclusion perspectives
  • Communicating Roads and Maritime successes and challenges
  • Crowdsourcing solutions with industry partners and customers that leverage internal progress and create positive social impacts on communities.

MEASURES OF SUCCESS

  • Increased diversity representation across priority areas
  • Increased engagement.
  • Performance in supporting Aboriginal business
  • Better representation of diversity groups
  • Retention rates.
  • Partnering with external organisations/ industry partners
  • Solutions that feed into business, customer and community needs
  • Test new approaches.

CAPABILITIES

  • Counteracting bias
  • Soft skill development to support conversations on flexibility
  • Inclusive leadership.
  • Aboriginal cultural competency
  • Counteracting bias in decision making e.g. in recruitment and procurement.
  • Innovative thinking
  • Tolerance to risk
  • Stakeholder engagement.
INCREMENTAL/PRESENT INNOVATION/TIME DISRUPTIVE/FUTURE

 


16. Based on Deloitte Diversity & Inclusion Maturity Model & Transport for NSW Diversity and Inclusion 2017-18 Plan.

You are using an unsupported browser

Roads and Maritime Services are aware that visitors will use a diverse variety of operating systems and browsers to access this site.

While we want every visitor to have the best possible experience on our Web site, we recognise that it is impossible to develop applications and sites that work identically, efficiently, and effectively with all browsers.

Please upgrade your browser.