2016 DEFENCE WHITE PAPER

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154 CHAPTER SIX: PEOPLE 6.33 We will continue to ensure that the employment offers to Defence staff remain competitive to attract and retain the right number of people with the skills Defence requires. Should particular critical skills requirements emerge, Defence will use targeted employment strategies to ensure that it recruits and retains people with those critical skills. Defence must also ensure that the employment conditions it offers are relevant to people who are currently under-represented in Defence, including women, Indigenous Australians, and people from culturally and linguistically diverse backgrounds. Defence should seek to represent the community it protects and from which it recruits. SECTION TWO CAPABILITY 6.34 Further, as set out earlier in this chapter the Government will introduce a contemporary workforce model for the ADF to provide greater organisational flexibility and agility, and provide ADF members with more options and mobility. It will enable the whole ADF workforce to be used more effectively, drawing on both Permanent and Reserve workforce components and skills more flexibly in the delivery of defence capability. Defence culture 6.35 Defence is rightly proud of its mission-focused mindset. Unwavering service to our country underpins the ADF’s reputation as a worldclass fighting force. At the same time, Defence must operate to the highest ethical standards in leadership and management for all people in Defence. This means acting with fairness and integrity, promoting diversity and inclusion, and maintaining a zero tolerance stance towards unacceptable behaviour. The strength of Defence’s leadership model and its ability to adapt and embrace a more diverse and inclusive culture will be critical to attracting and retaining the workforce it needs for the future. Pathway to Change drives and reinforces Defence’s cultural change, and its theme – we are trusted to defend, proven to deliver and respectful always – is being delivered across Defence. In 2016, Pathway to Change marks its fourth year of implementation. Over the last
Defence culture 155 four years, Defence has established the Sexual Misconduct Prevention and Response Office; released the ADF Alcohol Management Strategy; established mechanisms to increase diversity and inclusion within leadership groups and Defence more broadly; conducted Defence-wide discussions on values and behaviours; delivered Defence education and training programs informed by agreed values and behaviours; and enabled expedited corrective processes by simplifying responses to, and management of, unacceptable behaviour. 6.36 Defence has made substantial progress in addressing a range of cultural issues, but the organisation cannot become complacent. Through continued and visible commitment from Defence’s senior leadership, and a number of supporting cultural programs, efforts are ongoing to increase diversity and inclusion in Defence. Defence will continue to implement its Pathway to Change strategy, supported by Navy, Army and Air Force programs, and culture initiatives across the APS. This will give further attention to career opportunities for women, people from culturally and linguistically diverse backgrounds and people with disabilities. Accountability for cultural reform will be required across all levels of leadership in Defence. Additionally, Defence will continue its four-year collaboration with the Australian Human Rights Commission to progress cultural change throughout Defence. SECTION TWO CAPABILITY 6.37 Considerable work remains to address the very serious issues raised through the Defence Abuse Response Taskforce. Defence must care for its people, particularly those affected by abuse, and continue to make the systematic and cultural changes necessary to deliver a safer and more professional workplace. 6.38 Defence will continue to implement initiatives such as the Restorative Engagement Process, and the Sexual Misconduct Prevention and Response Office. This work is guided by the requirement that any process should not traumatise victims. Defence will continue to identify ways to support our people who have been affected by abuse to move forward 2016 DEFENCE WHITE PAPER
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2016 DEFENCE WHITE PAPER
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4 TABLE OF CONTENTS The United Stat
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6 TABLE OF CONTENTS The South Pacif
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10 MINISTER’S INTRODUCTION The Au
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14 EXECUTIVE SUMMARY dynamics betwe
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16 EXECUTIVE SUMMARY that terrorism
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18 EXECUTIVE SUMMARY to address thr
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20 EXECUTIVE SUMMARY Chinook helico
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22 EXECUTIVE SUMMARY International
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24 EXECUTIVE SUMMARY The Government
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26 ' SECTION ONE Strategy CHAPTER O
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29 ``Chapter One: The Government’
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Why now? 31 strategy and budget, de
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Managing strategic risk 33 1.15 A s
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Managing strategic risk 35 role in
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39 ``Chapter Two: Strategic Outlook
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Australia’s security environment
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Regional security environments 53 L
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Regional security environments 65 C
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67 ``Chapter Three: Australia
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Strategic Defence Interests 69 and
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Strategic Defence Objectives 71 Str
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Strategic Defence Objectives 73 3.1
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Strategic Defence Objectives 75 Mar
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Implications for force structure an
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84 CHAPTER FOUR: THE FUTURE AUSTRAL
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2016 DEFENCE WHITE PAPER

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