Message from the Chief Executive
I am proud to lead an agency dedicated to creating positive outcomes for the Australian community. Our Diversity, Equity and Inclusion (DEI) Strategy 2025–2030 (iBelong) embodies a commitment to our diverse and inclusive workforce as we deliver economic and social outcomes through a strong credit system.
The principles of diversity, equity and inclusion emphasise belonging, connection and respect. This plays a vital role in the learning culture we are building at AFSA. A diverse and inclusive workforce enhances our regulatory effectiveness and, in turn, helps us better serve the Australian community. We celebrate everyone's different backgrounds and lived experiences, and we understand the value diversity and inclusion bring to our work.
iBelong demonstrates our commitment to fostering a diverse and inclusive workplace. It outlines our areas of focus for the next 5 years to strengthen diversity, equity and inclusion within AFSA, particularly through representation and connection, staff experience, our recruitment practices, and providing equitable access to opportunities for all staff.
The Executive Leadership Team is dedicated to promoting inclusive behaviours and creating an environment where everyone feels a strong sense of belonging and connection. I am personally committed to fostering diversity and inclusion at AFSA and will champion the delivery of this strategy by 2030. I look forward to working with and walking alongside AFSA staff on this important journey.
Tim Beresford
Chief Executive
Inspector-General in Bankruptcy
Our commitment
AFSA is committed to creating a workforce that reflects the diversity of the Australian community we represent. We value the perspectives, differences, and diverse backgrounds of our people. We recognise that harnessing employees' perspectives and experiences increases innovation and improves our overall service to stakeholders and the public.
We are committed to embedding the foundational elements of diversity and inclusion across our agency. This means ensuring that the principles of equity and inclusion are consistently reflected in our culture, policies, and day-to-day operations. These elements underpin an environment where every staff member can participate fully, feel valued, and be supported in their work.
We recognise that genuine progress in diversity and inclusion requires active engagement and consultation with our people, ensuring their voices shape the strategy and its implementation. This is essential to enabling every employee to participate fully and meaningfully.
Our strategy also helps our people understand the challenges faced by the communities we serve. By fostering awareness and empathy through lived experience and engagement, we aim to strengthen our service delivery and build stronger, more inclusive relationships with our customers and communities.
A diverse and inclusive workforce enhances AFSA's ability to respond to complex economic and social issues through more robust decision making and a broader understanding of community needs. This strategy is critical to AFSA's success and strengthens public trust in our agency.
Diversity and inclusion are interconnected with and part of everything we do. To support this commitment, we have identified 5 key focus areas:
- Build and sustain a diverse workforce
- We are dedicated to attracting, recruiting, and retaining talent from diverse backgrounds. By fostering equitable hiring practices and removing barriers to employment, we ensure our workforce reflects the broader community we serve.
- Foster an inclusive culture
- Inclusion goes beyond representation; it is about creating an environment where all employees feel respected, valued, and empowered to contribute their unique perspectives. We will promote cultural awareness, allyship, and psychological safety to foster a workplace where everyone belongs.
- Enable accessible ways of working
- We recognise the importance of flexibility and accessibility in the modern workplace. Through inclusive technology, workplace adjustments, and appropriate flexible work arrangements, we ensure that every employee has the tools and support they need to thrive.
- Strengthen leadership and accountability
- Leadership plays an essential role in driving diversity and inclusion. We are committed to equipping leaders with the skills and knowledge to champion inclusive practices, set clear expectations, and hold ourselves accountable for progress through measurable goals.
- Employee wellbeing
- A diverse and inclusive workplace must also be a healthy one. We will prioritise initiatives that support the mental, physical, and emotional wellbeing of our employees, ensuring they feel supported in all aspects of their work and life.
By focusing on these areas, AFSA is committed to building a workplace where diversity and inclusion are not just policies but a lived reality.
Strategic alignment
This strategy is underpinned by the Public Service Act 1999 requirement to foster workplace diversity, as set out in the Australian Public Service (APS) Employment Principles and supported by the APS Values and Code of Conduct. The strategy aligns with AFSA's strategic objectives and related internal policy documents.
The Australian Government is committed to building a stronger and more diverse APS to better serve communities across Australia. Long-term trends show increasing diversity in the APS, with greater proportions of women, Aboriginal and Torres Strait Islander peoples, and those from non-English speaking backgrounds.
However, representation is about more than just raw percentages in the APS. It's about diversity among leadership cohorts, and across different types of roles and job families.
AFSA is committed to being a leader in diversity, equality and inclusion. Aligned with the aspirations of the APS, we strive to enhance the employee experience for all Aboriginal and Torres Strait Islander employees, LGBTQIA+ employees, advance gender equality, support mature-aged workers, recruit and retain more people with disabilities, and foster accessible, inclusive workplace cultures and environments for everyone.
To support this commitment, iBelong also aligns with Commonwealth strategies, including:
- Commonwealth Aboriginal and Torres Strait Islander Workforce Strategy 2020–2024
- APS Disability Employment Strategy 2020–2025
- Australia's Disability Strategy 2021–2031
- APS Gender Equality Strategy 2021–2026
- Multicultural Access and Equity Policy Guide
- Workplace Gender Equality Strategy Guide
- Principles of flexible work in the APS.
AFSA actively strives to achieve the APS goals. We believe real change happens when we aim higher. Diversity, equity and inclusion are not just boxes to check – they're the foundation for building a workplace where everyone feels they truly belong.
By setting our sights above the standard, we're showing that we're serious about creating an environment where different perspectives thrive, innovation flourishes, and everyone can succeed. It's about doing what is right, not what is required.
Our diversity profile
AFSA recognises that all employees make valuable and diverse contributions to the workplace, and that diversity comes in many different forms. While all forms of diversity and difference are welcomed and celebrated at AFSA, iBelong focuses on:
- Aboriginal and Torres Strait Islander Peoples
- People living with disability and neurodiversity
- Mental, emotional, and physical health
- Gender Equality and Gender Diversity
- Lesbian, Gay, Bisexual, Transgender, Queer, Intersex and Asexual (LGBTQIA+) community
- Culturally and Linguistically Diverse (CALD)
- Multigenerational workforce, including parents and carers.
In 2025, workforce representation data indicates that AFSA employees identify across a range of diversity groups listed below.
APS diversity and inclusion targets
Diversity and inclusion are key drivers of performance. A diverse workforce, supported by inclusive workplaces, enables the APS to deliver innovative policies and services, uphold public trust in its integrity, and maintain a people-centred approach to serving all Australians.
Beyond enhancing targeted recruitment efforts, the APS is committed to fostering a culture that values and celebrates diversity. This involves actively creating more accessible work environments and adopting a more flexible approach to job design. AFSA is aligned with and actively supports all Commonwealth employment targets and initiatives.
The APS aspires to:
- achieve a stretch target of 3% Aboriginal and Torres Strait Islander representation for the Senior Executive Service by 2024. To achieve this desired outcome, the APS will strive to increase Aboriginal and Torres Strait Islander representation at the APS4–6 levels to 5% by the end of 2022, and then have 5% representation at the EL1–2 levels by the end of 2024.
- continue to be a leader in gender outcomes and to embed gender equality and inclusion in all that it does, ensuring our workplaces are respectful, safe, and inclusive, and that they enable all genders to fully participate and flourish
- employ at least an additional 5,000 people with disability, who will make up 7% of its workforce by 2025
- maintain the proportion of APS employees from Culturally and Linguistically Diverse backgrounds that mirrors that of the Australian populations and increase representation at senior levels of the APS, particularly at EL2 and above
- recognise the value of a multigenerational workforce, as the Australian workforce now comprises 5 generations. The APS will continue efforts to attract both younger and older employees.
AFSA's success in delivering the iBelong strategy is measured against the APS diversity and inclusion targets as a key critical success factor.
Our vision for diversity, equity and inclusion
AFSA's vision for diversity and inclusion is to create a strong sense of belonging where celebrating and leveraging the rich benefits of diversity, equity and inclusion are the norm. Where diversity and inclusion are seamlessly integrated into the fibres of the agency.
To achieve our vision, this strategy is designed to:
- increase awareness, education and engagement with diversity and inclusion matters by creating an environment of safety and connection where everyone feels a strong sense of belonging and respect for diversity and inclusion
- focus on lived experiences of our employees and stakeholders, ensuring that our diversity and inclusion initiatives reflect real needs and tangible impacts across all areas of our agency
- adopt an intersectional approach, including acknowledging the experiences of individuals who belong to multiple marginalised groups, and ensuring our approach is informed by these lived experiences
- 'shift the dial' further towards a culture and operating environment where AFSA provides equal access, participation and development opportunities to all staff regardless of age, cultural background, disability, neurodiversity, ethnicity, sex, gender identity, family or marital status, religious belief, sexual orientation or socioeconomic background
- track progress using both data and lived experience.
What we mean by diversity, equity, and inclusion
Diversity is what makes each person unique and includes backgrounds, lived experiences and beliefs.
Through AFSA's focus on equity, we recognise that each person is different and may require tailored resources and opportunities to reach their potential. This particularly applies to historically under-represented or disadvantaged groups.
Inclusion happens when people feel safe, valued and respected. An inclusive culture means everyone has equitable access to opportunities, can make a valuable contribution, and feels seen and heard.
Our diversity and inclusion journey
We are pleased with the progress we are making in our journey towards diversity and inclusion, however we know there is still more to do. Our focus is on continuous improvement, and we recognise we all have an important role to play in the delivery of our iBelong 2025–2030 strategy.
We have 7 established diversity portfolios that align with the Australian Government priority areas of CALD staff, people living with disability or neurodiversity, wellness, gender equity, and First Nations peoples as well as areas our staff have listed as important including LGBTQIA+ staff, and staff who have caring responsibilities (known as parents/ carers).
These diversity portfolios form the foundation for the activities driven by our diversity networks:
- Kaleidoscope (LGBTQIA+)
- Constellation (Disability and Neurodiversity)
- Nexus (Gender Equity)
- Mosaic (CALD)
- Gugurmin (First Nations)
- Nurture Ring (parents and carers)
- Wellbeing.
The networks promote positive change through education, awareness raising and advocacy. They provide a way for members to connect and engage. They are also a conduit for a diverse range of ideas and feedback that add to our inclusivity as an organisation.
The networks are actively aware of intersectionality and work collaboratively to address common areas.
- We have a dedicated diversity and inclusion team, including an Assistant Director Diversity and Inclusion and an Indigenous Liaison Officer, to provide expert advice and support.
- We are a member of peak representative bodies for diversity, including the Diversity Council Australia, ACON Pride in Diversity, Australian Network on Disability and collaborate with Reconciliation Australia.
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Our strategic focus areas
In our effort to strengthen our commitment to diversity and inclusion, we have identified 5 key focus areas:
- Build and sustain a diverse workforce
- Foster an inclusive culture
- Enable accessible ways of working
- Strengthen leadership and accountability
- Employee wellbeing.
These areas are designed to enhance our engagement, foster an inclusive workplace culture, and ensure meaningful progress toward creating an environment where all employees feel valued and supported.
Objectives
- Attract and retain employees from diverse backgrounds.
- Remove barriers to recruitment and career progression.
- Create pathways for underrepresented groups.
- Ensure our workforce reflects the community we serve.
Key actions
- Implement inclusive recruitment practices and targeted attraction strategies.
- Partner with diverse community organisations and networks.
- Offer flexible working arrangements as standard.
- Develop structured mentoring and development programs.
- Review and enhance retention strategies.
- Continue workforce planning, capability development and succession planning activities to ensure successful capture and retention of specialist skills, experience, and corporate knowledge of a diverse range of employees.
- Deliver unconscious bias training to all managers, and employees involved in recruitment processes.
Objectives
- Create a workplace where all employees feel valued and respected.
- Promote psychological safety and belonging.
- Celebrate diversity and different perspectives.
- Build cultural competence across AFSA.
Key actions
- Deliver comprehensive diversity and inclusion training.
- Continue to grow and support employee networks.
- Embed lived experience storytelling and case studies in training, communications and leadership initiatives to build empathy, cultural understanding, and a stronger sense of connection across AFSA.
- Partner with staff to co-design inclusive practices that reflect the diverse lived experiences of our workforce.
- Ensure that inclusive practices are integrated across the employee lifecycle, from onboarding to exit interviews, to continually improve staff experience and organisational learning.
- Recognise and celebrate cultural events and days of significance.
- Implement inclusive leadership development programs.
- Create safe spaces for dialogue and feedback.
- Ensure all AFSA policies, procedures and guides contain inclusive language and provisions.
- Investigate additional diversity and inclusion training programs and resources (for example, online Auslan lessons, cultural immersion activities).
Objectives
- Ensure our workplace is accessible to all.
- Provide appropriate accommodations and support.
- Leverage technology to enhance inclusion.
- Support flexible work arrangements.
Key actions
- Review and enhance workplace accessibility. This includes conducting regular audits and implementing physical and digital accessibility improvements, such as ensuring lifts and facilities are accessible to staff with disabilities and reviewing signage and workplace navigation tools.
- Embed accessibility across the full employee lifecycle and workplace design, ensuring ongoing collaboration with staff through consultation and feedback mechanisms.
- Implement reasonable adjustment processes.
- Provide accessible technology and tools.
- Support hybrid and remote working arrangements.
- Create inclusive meeting and collaboration practices.
Objectives
- Build inclusive leadership capability.
- Embed accountability for diversity and inclusion.
- Model inclusive behaviours at all leadership levels.
- Position inclusive leadership as a core competency across all leadership levels.
- Monitor and report on progress.
Key actions
- Include diversity metrics in leadership performance measures.
- Regular reporting on diversity data and progress.
- Leadership development focused on inclusive practices.
- Clear governance structure for diversity initiatives.
- Deliver tailored development programs that focus on inclusive leadership skills, including active listening, cultural intelligence, and psychological safety.
- Include inclusive behaviours in leadership capability frameworks and performance discussions.
- Encourage storytelling from senior leaders about their personal journeys and reflections on inclusion.
Objectives
- Support employees' mental health and overall wellbeing.
- Address the unique wellbeing needs of employees.
- Integrate wellbeing into the employee experience.
Key actions
- Provide accessible mental health resources including mindfulness programs and resilience workshops.
- Train managers to recognise signs of stress and support employees with practical solutions.
- Provide wellbeing resources tailored to different life stages, such as financial planning or parenting support programs.
- Ensure all employees can access ergonomic equipment and tools to promote physical wellbeing.
- Embed wellbeing discussions into regular one-on-ones, performance reviews and team meetings.
- Provide onboarding programs that highlight available wellbeing resources from day one.
- Use anonymous employee surveys and feedback to measure the impact of wellbeing initiatives and adapt as needed.
How we measure success
The actions and deliverables outlined in this strategy will be reviewed annually and reported to AFSA's Executive Committee by the accountable executive. The report will assess progress against the strategy, highlight achievements, and identify areas requiring further focus to ensure outcomes are met.
Additionally, a summary of progress toward fostering a more diverse and inclusive workplace will be shared with all employees through internal communication channels.
In addition to the outlined measures, we will track improvements in accessibility (for example, facility audits) and collect employee feedback related to lived experience to guide and evaluate diversity and inclusion priorities.
These insights will support continuous improvement and ensure our strategy remains grounded in the real experiences of our workforce and the communities we serve.
- Senior leaders actively champion and model inclusive behaviours, principles and initiatives. They also receive tailored guidance, feedback, and professional development to strengthen their inclusive leadership capabilities.
- Employees are engaged, motivated, and dedicated to promoting diversity and inclusion. Contributing to improved organisational performance and wellbeing.
- The implementation and evaluation of this strategy and related Network action plans will be undertaken in consultation with employees.
- Networks are supported through access to resources, regular communication, and opportunities to share initiatives, events, and personal stories.
- Employees can readily access support and advice through Harassment and Equity Contact Officers, the Employee Assistance Program (EAP), Human Resources and the Diversity and Inclusion team.
- Policies and procedures are designed to encourage and sustain team diversity and foster a culture of inclusion through effective recruitment, development, and retention practices.
- Targeted initiatives focus on improving diversity and inclusion by addressing the unique needs of specific groups, divisions, and classifications to drive consistent results across AFSA.
- Quarterly workforce metrics are utilised to track progress and share updates with employees on diversity and inclusion efforts, including flexible work arrangements. AFSA continues to aspire to be a leader within the APS, and progress against broader APS targets provides an ongoing measure of success.
- An increase in the diverse representation of employees over the life of the strategy.
- Maintained or improved results in the APS Employee Census for questions relating to diversity and inclusion.
- Positive feedback received from job candidates and new employees following our recruitment and onboarding practices.
- Reducing regrettable turnover by retaining high-performing employees, key talent, and individuals in critical roles.
Governance
Diversity and inclusion are everyone's responsibility. Specific roles of different bodies at AFSA are responsible for leading key elements of the iBelong strategy.
Along with a clear implementation plan, governance structures ensure implementation is balanced through consultation, co-design, accountable leads, and consideration of available resources.
People and Culture Committee
Provides strategic direction and oversight. Approves the iBelong strategy and implementation plan. Six-monthly review of progress. Leads by example.
Diversity and Inclusion team
Implements AFSA-wide DEI initiatives. Monitors and reports, including APS required reporting. Seeks and maintains desired accreditation. Supports diversity networks. Leads by example.
Diversity Networks
Implements network-specific initiatives. Supports and participates in APS initiatives. Advocates for network members. Informs, engages and inspires staff through an annual program of activities, such as days of significance. Provides a safe place for connection. Leads by example.
Executive Network Sponsor (SES staff member)
Champions their network. Provides leadership, advocacy and advice, including chairing meetings, working closely with the Network Leads and hosting events. Champions inclusion within the executive, drives cultural change, and provides regular updates on progress and barriers. Leads by example.
Diversity Network Lead (EL staff member)
Critical role in ensuring delivery of network-specific initiatives and activities. Ensures these actions improve the reach, effectiveness and visibility for their diversity group. Visible leaders – acting as champions and leading by example.
Diversity Network Leads Forum
Meet every 5 weeks to foster intersectionality, share learnings and good practice through a model of peer coaching. Supported by the Diversity and Inclusion team.
Site leaders
Ensure their sites promote an inclusive and safe workplace, and support DEI initiatives and events.