Introduced: August 2011
Last Revised: August 2011

1. Purpose

1.1      This policy provides the framework by which CPA Australia actively manages and encourages diversity and inclusion across the organisation.

1.2      CPA Australia believes that diversity and inclusion is a business imperative, in that it provides a foundation to enable us to meet the organisation’s objectives and achieve sustainable business results, to enhance CPA Australia’s reputation, and to help the organisation’s people contribute to CPA Australia’s success.

1.3      This is an organisational policy only, and does not of itself give rise to any cause of action.

2. CPA Australia’s belief in Diversity and Inclusion

Valuing and managing diversity means that CPA Australia will:

2.1      promote and encourage a diverse and inclusive workforce, by fostering an environment of mutual learning, respect, dignity, openness to other cultures and an appreciation of difference and other perspectives;

2.2      attract and retain a Board of Directors whose composition reflects a diversity of backgrounds, knowledge, experience and abilities;

2.3      seek to ensure that the composition of membership committees appointed by either the Board or management will reflect a diversity of backgrounds, knowledge, experience and abilities; and

2.4      seek to ensure that its business practices, systems and processes do not prevent people from diverse backgrounds having equality of opportunity within the organisation.

3. Scope

3.1      This policy applies to:

3.1.1    CPA Australia’s Board of Directors;

3.1.2     membership committees appointed by either the Board or management

3.1.3    all CPA Australia employees, contractors and temporary employees

3.2      This policy does not deal with the specific procedural elements of CPA Australia’s employment practices as they are contained within the Staff Policy Manual, Whistleblower Policy and Code of Conduct.

4. Definitions

In this Diversity & Inclusion Policy:

4.1      Diversity refers to the visible and invisible differences that exist between people including (but not limited to) gender, culture, race, ethnicity, physical impairment, sexual orientation, age, language, religwion, nationality and family/marital status.  It also refers to diverse ways of thinking and ways of working.  

4.2      A reference to employees/members/candidates/people “of a particular diversity dimension” refers to employees/members/candidates/people of a particular gender, age, race, ethnic background or cultural background, religious belief, family/marital status, sexual orientation, or physical ability.

4.3      Inclusion refers to ensuring that employees and members have equality of opportunity in the organisation without any barriers or obstacles as a result of their gender, age, race, ethnic background or cultural background, religious belief, family/marital status, sexual orientation, or physical ability.

5. Workforce Diversity and Inclusion

To achieve a diverse and inclusive workforce, CPA Australia supports the following practices.

5.1      Recruitment, promotion and selection

When hiring and promoting candidates for specific roles, management will consider issues of diversity in relation to expectations of the relevant role, and selection and appointment processes, to ensure there is no intended or unintended discrimination throughout the process.

5.2      Remuneration

Management will endeavour to ensure that there is no intended or unintended discrimination towards or against employees of particular diversity dimensions in relation to the remuneration that they receive for their work.

The Board through the Board Nomination and Remuneration Committee will approve annually the organisation’s remuneration ranges.  From time to time it will review the entire Remuneration and Incentive Framework to ensure it is consistent with market expectations and contains no systemic bias.

5.3      Performance management

Management will endeavour to ensure that performance review methodologies and processes are consistently applied to relevant groups of individuals in relation to reviews of their performance.

5.4      Flexible work arrangements

CPA Australia recognises the importance of providing flexible work arrangements for employees to enable them to balance personal and work responsibilities and for the continued success of the organisation.

In recognition of flexible work practices and to assist employees to meet their personal responsibilities outside of work, CPA Australia has in place an established framework which enables and encourages transparent and cooperative discussion on contemplated flexible work arrangements.  The framework outlines the process for implementation and ongoing management of those arrangements in accordance with applicable statutory requirements.

6. Board Diversity and Inclusion

6.1      CPA Australia is committed to attracting and retaining a Board of Directors whose composition reflects a diversity of backgrounds, knowledge, experience and abilities.

6.2      The Board, through the Nomination and Remuneration Committee, will consider issues of diversity in developing its selection criteria, skills mix and process for recommending candidates to the Representative Council for appointment to the Board.

6.3      In furtherance of its objective to achieve gender diversity on the Board, it is the current recommendation of the Board that, a minimum of 25% of directors should be female.

6.4      The Representative Council will make appointments to the Board based on merit, however it will also consider issues of diversity and the mix of skills required to best achieve CPA Australia’s organisational goals.

7. Board & Management Appointed Committees Diversity and Inclusion

7.1      Nomination processes

The Board and management will endeavour to ensure that there is no intended or unintended discrimination towards or against candidates of particular diversity dimensions when it comes to nominating members for roles on membership committees.  In addition they will seek to attract a diverse pool of suitably skilled candidates for available positions through a wide range of promotional activities.

7.2      Appointment processes

The Board and management will make appointments to membership committees based on merit.  However they will also consider issues of diversity when developing the skills mix, processes for appointment and when making appointments to the relevant committee.

8. Reporting and Compliance

8.1      Reporting and measuring diversity and inclusion

Management will regularly report to the Board on the progress towards achieving the CPA Australia’s diversity objectives as set out in this policy.

The Board will report annually to members, staff and external stakeholders via CPA Australia’s Sustainability Report and Annual Report the organisation’s progress towards achieving the objectives set out in this policy, including, the proportion of women employed, the proportion of women in senior management positions, and the proportion of women on the Board.

8.2      Policy Compliance

Management will endeavour to ensure that all employees undertake regular (at least annual) compliance training in relation to legislative and other responsibilities relating to anti-discrimination, workplace harassment and bullying, and equal employment opportunity.

The Internal Auditor will conduct regular reviews of the processes involved in  workforce recruitment, remuneration and performance management to assess the implementation of and compliance with this policy.

9. Review of the Organisational Diversity and Inclusion Policy

9.1      The Nomination and Remuneration Committee, on behalf of the Board, will review and amend this policy from time to time as required.

10. Supporting policies

This policy is supported by the following policies:

10.1    Staff Policy Manual Section 3: Recruitment matters including position classifications, job evaluation framework, recruitment processes & procedures and employment contracts

10.2    Staff Policy Manual Section 4: Conditions of Employment including policies relating to working hours, leave entitlements & working from home requirements

10.3    Staff Policy Manual Section 5: Termination & Counselling including resignation from employment, retirement, redundancy, terminations, formal disciplinary actions & processes, death & references policies

10.4    Staff Policy Manual Section 6: Remuneration & Benefits policies including remuneration package & strategy, incentive scheme, rewards and recognition, payroll, superannuation and other employee benefits.

10.5    Staff Policy Manual Section 7: Performance Management Development policies including Performance Review & Development (PRD) process, learning & development, staff induction, internal systems training, educational assistance, career development & succession planning

10.6    Staff Policy Manual Section 8: EEO including affirmative action, discrimination, harassment & victimisation policies, personal complaint & grievance process

10.7    Staff Policy Manual Section 9: Personnel Administration policies including security, personnel records, employee assistance, use of taxis, personal vehicle use, business expenses, business travel, removal assistance, gifts & entertainment, internet use and anti-spam

10.8    Whistleblower Policy: CPA Australia policy outlining the approach to reporting inappropriate conduct, as outlined in the Corporations Act

10.9    Volunteer Code of Conduct