|Kia Toipoto area||Milestone||Inland Revenue progress|
|Te Pono - Transparency||Agencies and entities publish annual action plans based on gender and ethnicity data and union/employee feedback.||Our Diversity, Equity and Inclusion Roadmap includes our progress and action relating to Kia Toipoto. This roadmap is published both internally and externally on Inland Revenue’s website.|
|Agencies and entities ensure easy access to HR and remuneration policies, including salary bands||All Inland Revenue policies are available for our people on our internal intranet Haukāinga. This includes all human resources policies and remuneration information.|
|Ngā Hua Tōkeke mō te Utu - Equitable pay outcomes||By the end of 2022 entities ensure that starting salaries and salaries for the same or similar roles are not influenced by bias.||Both our banded and graded pay structures mitigate bias by removing the role of a single leader in pay decisions. Our remuneration structure is robust, with controls for the potential for bias. Starting salaries for same or similar roles are based on pay bands and capability.|
|Agencies monitor starting salaries and salaries for the same or similar roles to ensure gender and ethnic pay gaps do not reopen.||On-going scans are done to check for any flags in same or similar roles. Deep dive will happen if there are any initial flags.|
|Pay equity processes are used to address claims and reduce the impact of occupational segregation.||Two current claims – Administration and Clerical and Customer Services officers. Inland Revenue is part of liaison group and has also taken part in workshops run by Te Kawa Mataaho Public Service Commission to progress claims. Inland Revenue have continued to provide information and monitoring as requested.|
|Te whai kanohi i ngā taumata katoa - Leadership and representation||By the end of 2022 agencies/entities have plans and targets to improve gender and ethnic representation in their workforce and leadership.||See the measuring progress section of this roadmap.|
|By the end of 2024 the Public Service workforce and leadership are substantially more representative of society.||
We have achieved gender balanced leadership at all levels of leadership.
We are now focusing on shifting representation in the following ways:
|Te Whakawhanaketanga i te Aramahi - Effective career and leadership development||By mid-2023, agencies/entities have career pathways and equitable progression opportunities that support women, Māori, Pasifika and ethnic employees to achieve their career aspirations.||
The foundations are in place in terms of Whanake – our performance approach, capability-based roles, and talent management. We are now focusing on embedding and evolving these inclusive people practices.
Over the next 12 months we are also focusing on work to understand the barriers to career development for Māori and Pacific Peoples. This will be undertaken as part of this roadmap.
|Te whakakore i te katoa o ngā momo whakatoihara, haukume anō hoki - Eliminating all forms of bias and discrimination||By the end of 2023 entities have remuneration and human resources systems, policies and practices designed to remove all forms of bias and discrimination.||In 2018, we introduced a new pay approach and continued to embed it over 2019. Both our banded and graded pay structures mitigate bias by removing the role of a single leader in pay decisions. Both pay approaches prioritise larger increases for those paid lower in the pay range. We know that our remuneration structure is robust, with controls for the potential for bias.|
|Agencies embed and monitor the impact of bias-free human resource and remuneration policies and practices.||We continue to embed learning around the role bias can play in the decisions leaders make and review our HR practices and polices regularly to ensure there remains no points for bias.|
|Agencies/entities ensure leaders and employees learn about and demonstrate cultural competence||Our people networks are fully supported and help to create awareness and learning of a range of different cultures at Inland Revenue. Cultural competency learning is available for all our people, with tools and systems in development or being embedded to put learning into practice through the decisions leaders need to make about their people.|
|Te Taunoa o te Mahi Pīngore – Flexible work by default||By the end of 2024 agencies and entities offer equitable access to flexible-by-default working and ensure it does not undermine career progression or pay.||Our refreshed Flexible Working Policy and guidelines were released in 2021 and are aligned with the flexible-by-default guidelines. Our policy reinforces a principles-based approach to flexibility. We are now focusing on leadership capability to lead in a flexible by default way, and to embed our approach, with a particular focus on hybrid working (location flexibility).|