Focus area 2: Drive diversity and inclusion across the public sector
A diverse and inclusive workforce that is representative of the community we serve is essential to ensuring we are a culturally responsive government.
Our action and status for 2025-26
We are delivering on the following action:
- Monitor data related to culturally and linguistically diverse employee representation and deliver strategies to achieve the whole-of-government target of 12% for employees who speak a language other than English at home.
Our outcome:
- We continue to monitor and support workforce diversity through targeted governance, consultation and inclusion initiatives. As at 2025-26, 9% of employees (320 staff) identify as culturally and linguistically diverse (CALD), with representation across all classification levels except the Senior Executive Service. While this remains below the Queensland public sector target, workforce data indicates a 1.5% decrease following the 2025 Machinery of Government changes.
- The statistics show that women make up 64.7% of the departments CALD employees and that they are significantly overrepresented at the AO3 level, which aligns with trends seen in other diversity groups.
- We have established an Equity and Diversity Champion and an Equity, Diversity, Respect and Inclusion employee reference group to strengthen diversity and inclusion across the department.
- We are working to better understand barriers to diversity disclosure, noting that 14% of respondents identified as CALD in the Working for Queensland survey.
- The Executive Leadership Team monitors diversity targets and workforce initiatives through established governance and assurance processes, supporting accountability for workforce inclusion outcomes.
- The 2025 Equity and Diversity Audit also provided insights which helped inform the refresh of the department's Equity, Diversity, Respect and Inclusion Plan and initiatives.
Our action and status for 2025-26
We delivered on the following action:
- Monitor the Working for Queensland Survey results relevant to cultural diversity and inclusion and deliver strategies to improve inclusion for culturally and linguistically diverse employees, including Australian South Sea Islander peoples.
Our outcome:
- The 2025 Working for Queensland survey provided valuable insights into the department’s CALD workforce. Fourteen percent of respondents (345 employees) identified as CALD, compared with 9% recorded in workforce data, while 5% (118 respondents) chose not to disclose whether they speak a language other than English at home.
- Insights from the survey informed the development of the department's refreshed Strategic Workforce Plan and Equity, Diversity, Respect and Inclusion Plan. The plans include initiatives to support CALD employees through improved cultural safety and awareness initiatives.
Our action and status for 2025-26
We did not deliver on the following action:
- Using the Diversity and Inclusion on Boards Toolkit, implement targeted actions to increase the cultural and linguistic diversity of representation on Queensland Government boards.
Our outcome:
- CDSB does not currently have any Queensland Government Boards in its portfolio.
Our action and status for 2025-26
We did not deliver on the following action:
- Agencies will provide the Department of Premier and Cabinet with data on the cultural and linguistic diversity of Queensland Government boards to enable government to monitor and report on the diversity of Queensland Government bodies.
Our outcome:
- CDSB does not currently have any Queensland Government boards in its portfolio.
Case study
Employee voices driving inclusion and belonging
During Multicultural Queensland Month, an Employee Reference Group hosted a panel discussion that highlighted opportunities to improve the workplace experience of culturally and linguistically diverse employees.
The session provided a valuable platform for employees to share experiences and perspectives, helping to inform inclusion initiatives and strengthen awareness of the contributions of CALD employees across the department.
Case study
Digital career programs strengthen workforce diversity
The department has contributed to monitoring and improving culturally and linguistically diverse representation by opening the Digital Career Pathways Graduate Program to international students, resulting in 35% of the 2026 whole of sector digital graduate cohort with international working rights.
We have also supported 63% of First Nations Digital trainees to transition from traineeships to permanent digital roles. These outcomes highlight the positive impact of targeted pathways to increase workforce diversity and inclusion.