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5.1 Introduction The significant role of business to respect and support our human rights is increasingly being recognised. Although the protection of human rights remains the responsibility of government, business is realising that human rights are both relevant and fundamental to their operations. In many of the conversations I have had with business and community leaders across the country ...

View Chapter 2 as PDF View Chapter 2 as Word Strategies to attract more women to consider and apply for opportunities within male-dominated industries There is a skills shortage in Australia and 45% of Australian employers are having difficulty filling key positions in their organisations. Employers have the most difficulty finding skilled trades people and engineers, both of which have remained ...

Learn about how Australia has entered international human rights obligations to stop pregnancy and return to work discrimination against women.

4.1 Introduction 4.2 The key issues 4.3 Workplace relations framework 4.4 Recognising the relationship between paid work and caring work 4.5 Certainty and flexibility in the workplace 4.6 Structural change to support gender and carer equality 4.7 The need for expanded legal rights 4.8 Workplace culture and use of family-friendly policies 4.9 A life cycle approach to work and a universal approach to family-friendly flexibility 4.10 Community concern about WorkChoices and its impact on paid work and family/carer responsibilities 4.11 Conclusion

Lateral violence is a multilayered, complex problem and because of this our strategies also need to be pitched at different levels. In Chapter 3 I have looked at the big picture, with the human rights framework as our overarching response to lateral violence. In this Chapter I will be taking our strategies to an even more practical level, looking at how we can create environments of cultural safety and security to address lateral violence.

The first twelve months of the federal government's new arrangements for the administration of Indigenous affairs has ended. The primary focus of this period has been on abolishing the Aboriginal and Torres Strait Islander Commission (ATSIC) and creating new processes to engage with local Indigenous communities and coordinate mainstream delivery of services to Aboriginal and Torres Strait Islander peoples. Twelve months on, the new arrangements remain in a transitional phase. It will be a number of years before they are fully locked into place.

The Commission is a national independent statutory body established under the Human Rights and Equal Opportunity Commission Act 1986. It has a President and five Commissioners. The five positions are currently held by three persons. Please refer to the organisational chart for further information.

Last year’s Social Justice Report noted that to date there has been insufficient attention by governments to processes which ensure greater Indigenous participation and control over service design and delivery as part of an overall strategy to redress Indigenous disadvantage and economic marginalisation. I observed that:

Last year I set out my priorities for my term as Social Justice Commissioner.[1] My priorities revolve around the central idea that to address the disadvantage faced by Aboriginal and Torres Strait Islander peoples and build a more reconciled nation, we need to develop stronger and deeper relationships:

Part 1: What are the new arrangements for the administration of Indigenous affairs?

It has now been over two years since the federal government introduced new arrangements for the administration of Indigenous affairs. One of the catchcries of the new arrangements is that they are aimed at ‘harnessing the mainstream.’ This is to be achieved by removing or reducing the barriers that prevent Indigenous peoples from accessing existing mainstream services on an equitable basis.

“The discussion about a new National Representative Body is about our place at the table in making the decisions that impact on our communities, on our men, our women and our children.

The Commission is a national independent statutory body established under the Human Rights and Equal Opportunity Commission Act 1986. It has a President and five Commissioners. The five positions are currently held by three persons.

In my previous two Native Title Reports, I have strongly argued the need to reform the native title system. Stakeholders from all sectors engaged in the native title system have also stressed the need for the Government to take significant steps to ensure that the system meets the original objectives set out in the preamble to the Native Title Act 1993 (Cth) (Native Title Act).

Key findings of ADF Review The ADF Review stated that harnessing all available leadership talent, and employing a diversity of thought and experience, was critical to increasing capability, and to more effective problem solving. It noted that the ADF was an organisation largely comprised of white Australian men, which lacked the perspectives and experiences of women, Aboriginal and Torres Strait ...

For migrant and refugee job seekers, finding paid work is both a key indicator and a major determinant of successful settlement. Employment is also a crucial area of social and economic participation.