2014-15 Sample Benchmark Report · About this document 2 ... discrimination on the basis of gender...

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A confidential report customised for: ABC Manufacturing (fictitious sample only)2014 - 15

SAMPLE ONLY

ABC Manufacturing ABN 47641643874 Comparison group contains 289 organisations in the 2014 - 15 reporting period

Gender equality benchmarks About this document This Workplace Gender Equality Agency ('the WGEA' or ‘the Agency’) benchmark report provides a comparison of gender equality indicators (six GEIs as defined in the Workplace Gender Equality Act 2012) for women and men in your organisation and selected comparison group. This report is intended to help you identify areas where your organisation is performing strongly and other areas where you may be able to make improvements in gender equality. It is based on reporting data supplied to the WGEA for the reporting year 2014 - 15, and includes data supplied as part of the workplace profile and the reporting questionnaire. The data that your organisation supplied is presented in yellow alongside the comparison group you have chosen in grey. Benchmark comparison groups can be chosen by ANZSIC (Australian and New Zealand Standard Industry Classification) and by organisation size (number of employees). This benchmark report provides a profile of gender equality at ABC Manufacturing compared to the average for the comparison group that you have chosen:

Organisation size: 0-249 employees

Industry category: Manufacturing (C)

The comparison group you have chosen contains 289 organisations and employs 43,681 individuals. Other comparison groups that you could choose to run as separate reports (under the benchmarks tab on the reporting portal) include organisations with:

→ Basic Chemical and Chemical Product Manufacturing (ANZSIC: 18)

→ 0-249 employees - Basic Chemical and Chemical Product Manufacturing (ANZSIC: 18)

→ Basic Chemical Manufacturing (ANZSIC: 181)

→ All reporting organisations

→ Manufacturing (ANZSIC: C)

Please note that some benchmarks may not be available in all report formats. Any benchmarks that are unavailable have been noted in the document.

Further information A Benchmarks Technical User Manual has also been prepared to help you with understanding the development of this report and the ways in which the data have been used. It also contains detailed information about how the calculations were made and the statistical analyses undertaken. A Benchmarks Insights Guide has been developed and is available on the website. It is designed to assist you in interpreting this report and includes suggestions about how to use the benchmarks to build strategies and achieve optimal performance in gender equality. To explore the data further, see the WGEA’s data explorer. For further advice or assistance, including accessibility issues, please contact the Agency via email [email protected] or telephone 02 9432 7000 or 1800 730 233.

Workplace Gender Equality Agency | Gender equality benchmarks | www.wgea.gov.au - 2

https://www.wgea.gov.au/sites/default/files/Benchmarks_Technical_User_Manual.pdf

https://www.wgea.gov.au/sites/default/files/Benchmarks_Insights_Guide.pdf

http://data.wgea.gov.au/

www.wgea.gov.au

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Table of contents

Gender equality benchmarks 2

About this document 2

Further information 2

About workplace gender equality 4

GEI 1: Gender composition of the workforce 6

GEI 2: Gender composition of governing bodies/boards 17

GEI 3: Equal remuneration between women and men 19

GEI 4: Flexible working arrangements and working arrangements supporting carers 37

GEI 5: Consultation on gender equality 42

GEI 6: Sex-based harassment and discrimination 45


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About workplace gender equality Gender equality is achieved when both women and men are able to access and enjoy the same rewards, resources and opportunities.

Achieving gender equality is important for workplaces not only because it is ‘fair’ and ‘the right thing to do’, but because it is vitally important to the bottom line of a business and to the productivity of our nation.

Gender equality in the workplace means equal access to opportunities and outcomes for both women and men. Achieving this requires:

→ the removal of barriers to the full and equal participation of women in the workforce

→ full and genuine access to all occupations and industries, including leadership roles, for women and men

→ elimination of discrimination on the basis of gender particularly in relation to family and caring responsibilities for both women and men

→ workplaces to provide equal remuneration for women and men for work of equal or comparable value.

Achieving better gender equality in your organisation can help your organisation to:

→ attract the best employees

→ reduce the cost of staff turnover

→ enhance organisational performance

→ improve access to target markets

→ minimise legal risks

→ enhance reputation

→ boost employee engagement.

For more information, we recommend you read the business case for gender equality on our website

Definitions

Managers are defined as:

→ Chief Executive Officer (or equivalent) (CEO)

→ Key management personnel (KMP)

→ Other executives/general managers

→ Senior managers

→ Other managers


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Non-managers are classified against seven occupational categories:

→ Professionals

→ Technicians and trade employees

→ Community and personal service employees

→ Clerical and administrative employees

→ Sales employees

→ Machinery operators and drivers

→ Labourers

Please refer to the accompanying Benchmarks Technical User Manual for the detailed definitions of each category above.



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GEI 1: Gender composition of the workforce Reporting under gender equality indicator 1 (GEI 1) provides information about the gender composition of the workforce in a standardised format. It is intended to cover a range of workforce characteristics including occupation and employment status. In addition to salary data collected as part of the workplace profile, relevant questions in the reporting questionnaire relate to: → the existence of formal policies or strategies to support gender equality in the workforce.

The tables and graphs presented in this section of the benchmark report show the results for your organisation and comparison group on a range of indicators, as follows:

Section or question onBenchmark Description reporting

form

Workplace1.1 Gender composition of the workforce Profile

Workplace1.2 Gender composition by management category and employment status Profile

Workplace1.3 Gender composition of managerial employees by management category Profile

Gender composition of managerial employees by management category over Workplace1.3.1 time Profile

Workplace1.4 Gender composition of the workforce by reporting level from the CEO Profile

Gender composition of the workforce by reporting level from the CEO over Workplace1.4.1 time Profile

Workplace1.5 Gender composition of non-managerial employees by employment status Profile

Workplace1.6 Gender composition of non-managerial employees by occupation Profile

1.7 Formal policies or strategies to support gender equality Q.1


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Benchmark 1.1: Gender composition of the workforce

Women SAMPLE ONLY

Your organisation Comparison group

CEO (or equivalent) 100.0% 4.5%

Key management personnel 50.0% 17.7%

Other executives/general managers 44.4% 16.8%

Senior managers 45.5% 20.6%

Other managers 64.3% 22.6%

Non-managers 56.2% 28.1%

Men

Your organisation Comparison group

CEO (or equivalent) 0.0% 95.5%

Key management personnel 50.0% 82.3%

Other executives/general managers 55.6% 83.2%

Senior managers 54.5% 79.4%

Other managers 35.7% 77.4%

Non-managers 43.8% 71.9%

The figures above show the gender composition of the workforce in your organisation and comparison group, for managers and non-managers.


www.wgea.gov.au

Benchmark 1.2: Gender composition by management category and employment status SAMPLE ONLY


Your organisation Comparison groupWomen (% women) (% women)

Position Full-time Part-time Casual Total Full-time Part-time Casual Total

Key management 40.0 100.0 N/A 50.0 16.7 33.3 100.0 17.7 personnel

Other 42.9 50.0 N/A 44.4 15.1 75.0 100.0 16.8 executives/general managers

Senior managers 45.5 N/A N/A 45.5 19.4 70.7 0.0 20.6

Other managers 64.3 N/A N/A 64.3 21.5 76.6 36.4 22.6

Your organisation Comparison groupMen (% men) (% men)

Position Full-time Part-time Casual Total Full-time Part-time Casual Total

Key management 60.0 0.0 N/A 50.0 83.3 66.7 0.0 82.3 personnel

Other 57.1 50.0 N/A 55.6 84.9 25.0 0.0 83.2 executives/general managers

Senior managers 54.5 N/A N/A 54.5 80.6 29.3 100.0 79.4

Other managers 35.7 N/A N/A 35.7 78.5 23.4 63.6 77.4

The tables above show the percentages of female and male managers in your organisation and comparison group by full-time, part-time and casual status. Please note that the percentages represent proportions of all employees, not just of female and male employees. That is, female full-time KMPs make up 40.0% of all full-time KMPs in your organisation and 16.7% of all full-time KMPs in your comparison group.


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The graphs and tables below show the talent pipeline for women and men in your organisation and comparison group by displaying the gender composition of managerial employees in each category of management. The ‘talent pipeline’ refers to the levels through which employees must progress to reach the top of the organisation. However, often as the level of management responsibility increases, the percentage of women at each level decreases. SAMPLE ONLY


Benchmark 1.3: Gender composition of managerial employees by management category

Women

0

10

20

30

40

50

60

70

80

90

100

KMP Other executives/general managers

Senior managers Other managers

Your organisation

Comparison group

Perc

enta

ge

Men

0

10

20

30

40

50

60

70

80

90

100

KMP Other executives/general managers

Senior managers Other managers

Your organisation

Comparison group

Perc

enta

ge

The graphs above display the percentages of women and men in each management category in your organisation and comparison group.


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Benchmark 1.3.1: Gender composition of managerial employees by management category over time SAMPLE ONLY


Your organisation Comparison groupWomen (% women) (% women)

Position 2013 - 14 2014 - 15 2013 - 14 2014 - 15

Key management personnel 50.0 50.0 16.2 17.7

Other executives/general managers 41.7 44.4 17.0 16.8

Senior managers 46.2 45.5 18.5 20.6

Other managers 62.5 64.3 22.4 22.6

Your organisation Comparison groupMen (% men) (% men)

Position 2013 - 14 2014 - 15 2013 - 14 2014 - 15


Other executives/general managers 58.3 55.6 83.0 83.2

Senior managers 53.8 54.5 81.5 79.4

Other managers 37.5 35.7 77.6 77.4

The tables above illustrate how the talent pipeline for women and men has changed over time in your organisation and comparison group.


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Women SAMPLE ONLY


Benchmark 1.4: Gender composition of the workforce by reporting level from the CEO

0

10

20

30

40

50

60

70

80

90

100

-1 -2 -3 -4 -5

Your organisation

Comparison group

Reporting level from CEO

Perc

enta

ge

Men

0

10

20

30

40

50

60

70

80

90

100

-1 -2 -3 -4 -5

Your organisation

Comparison group

Reporting level from CEO

Perc

enta

ge

The graphs above display the gender composition of the workforce by reporting level from the CEO for your organisation and comparison group. Employees in category ‘-1’ report directly to the CEO; employees in category ‘-2’ report through another person to the CEO, and so on. This graph also shows the pipeline trend through management levels to a CEO position.


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Benchmark 1.4.1: Gender composition of the workforce by reporting level from the CEO over time SAMPLE ONLY

Your organisation(% women)

Comparison group(% women)

-1

-2

-3

-4

-5


Women Your organisation(% women)

Comparison group(% women)

Level from CEO 2013 - 14 2014 - 15 2013 - 14 2014 - 15

-1 50.0 50.0 19.3 18.1

-2 44.4 42.9 19.7 20.7

-3 33.3 50.0 21.2 22.7

-4 46.2 45.5 18.1 21.1

-5 62.5 64.3 27.3 46.4

Your organisation Comparison groupMen (% men) (% men) Level from 2013 - 14 2014 - 15 2013 - 14 2014 - 15CEO

-1 50.0 50.0 80.7 81.9

-2 55.6 57.1 80.3 79.3

-3 66.7 50.0 78.8 77.3

-4 53.8 54.5 81.9 78.9

-5 37.5 35.7 72.7 53.6

The tables above illustrate how the talent pipeline has changed over time in your organisation and comparison group, by reporting level from the CEO.


www.wgea.gov.au

Women SAMPLE ONLY

WABC Manufacturing ABN 47641643874 Comparison group contains 289 organisations in the 2014 - 15 reporting period

Benchmark 1.5: Gender composition of non-managerial employees by employment status

0

10

20

30

40

50

60

70

80

90

100

Full-time Part-time Casual Permanent Contract

Your organisation

Comparison group

Employment status

Perc

enta

ge

Women Full-time Part-time Casual Permanent Contract

Your organisation (%) 45.8 100.0 75.0 54.2 50.0

Comparison group (%) 24.2 79.9 41.1 26.7 32.1

Men

0

10

20

30

40

50

60

70

80

90

100

Full-time Part-time Casual Permanent Contract

Your organisation

Comparison group

Employment status

Perc

enta

ge

Men Full-time Part-time Casual Permanent Contract

Your organisation (%) 54.2 0.0 25.0 45.8 50.0

Comparison group (%) 75.8 20.1 58.9 73.3 67.9

The graphs and tables above show the gender composition of non-managerial employees for different employment statuses for your organisation and comparison group (see the Benchmarks Technical User Manual for information about categories used).



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Benchmark 1.6: Gender composition of non-managerial employees by occupation

Women SAMPLE ONLY


0

10

20

30

40

50

60

70

80

90

100

Professionals Technicians andtrade

Community andpersonal service

Clerical andadministrative

Sales Machineryoperators and

drivers

Labourers

Your organisation

Comparison group

Perc

enta

ge

Community MachineryTechnicians and Clerical and operatorsProfessionals Sales Labourers Women and trade personal administrative and

service drivers

Your organisation 45.0 N/A 75.0 100.0 50.0 N/A N/A (%)

Comparison 32.1 7.1 68.3 73.4 39.3 16.2 26.5group (%)


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Men SAMPLE ONLY


0

10

20

30

40

50

60

70

80

90

100

Professionals Technicians andtrade

Community andpersonal service

Clerical andadministrative

Sales Machineryoperators and

drivers

Labourers

Your organisation

Comparison group

Perc

enta

ge

Men Professionals Technicians and trade

Communityand

personalservice

Clerical and administrative Sales

Machinery operators

and drivers

Labourers

Your organisation 55.0 N/A 25.0 0.0 50.0 N/A N/A (%)

Comparison 67.9 92.9 31.7 26.6 60.7 83.8 73.5group (%)

The graphs and tables above show the gender composition of non-managerial employees by standardised occupational categories for your organisation and comparison group (see the Benchmarks Technical User Manualfor information about the categories used).



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Benchmark 1.7: Formal policies or strategies to support gender equality SAMPLE ONLY

Yes, has Yes, has No No, currently No, No, don't No, not a policy a under insufficient have a

strategy development human expertise priority resources

staff 66.4% 12.5% 14.5% 6.6% 4.5% 0.3% 2.1%

28.4% 17.6% 38.4% 7.6% 8.7% 0.7% 7.6%

51.9% 15.9% 25.6% 4.8% 5.2% 1.0% 2.1%

37.4% 20.4% 32.2% 6.2% 6.6% 0.3% 5.2%

23.9% 30.4% 32.2% 8.3% 6.2% 0.7% 6.6%

20.1% 28.0% 34.6% 11.4% 9.0% 0.3% 4.8%

51.6% 20.4% 22.1% 6.2% 4.8% 0.3% 1.4%

29.4% 12.5% 46.7% 6.2% 5.5% 0.3% 8.0%

10.4% 7.3% 63.3% 6.6% 9.0% 1.0% 11.1%

56.1% 15.2% 23.2% 3.5% 4.5% 1.0% 4.2%

Recruitment

Retention

Performance management processes

Promotions

Talent identification/ identification of high potentials

Succession planning

Training and development

Resignations

Key performance indicators for managers relating to gender equality

Gender equality overall

Note the percentages in this table may not add to 100% because multiple responses are allowable.

The table above shows the percentage of organisations in your comparison group that have policies and/or strategies to support gender equality. It also shows the percentage of organisations that do not have policies or strategies and the reasons given for this. Your organisation’s results have been highlighted in yellow.

Research, tools and other resources to help your organisation improve against GEI 1are available at www.wgea.gov.au.


https://www.wgea.gov.au/

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GEI 2: Gender composition of governing bodies/boards Reporting under gender equality indicator 2 (GEI 2) provides information about the gender composition of the governing body in a standardised format. The term ‘governing body’ used in this indicator is broad, and means a board of directors, trustees, committee of management, council or other governing authority of the employer. Governing bodies represent the highest level of decision-making responsibility in organisations.

Relevant questions in the reporting questionnaire relate to:

→ the existence of governing bodies/boards → the gender composition of the governing bodies/boards and any gender targets set for them.


Section or Benchmark Description question on

reporting form

2.1 Gender composition of the governing body/board Q.2.1

2.1.1 Percentage of women on the governing body/board over time Q.2.1

2.2 Target set for gender composition of governing bodies/boards Q.2.1

Benchmark 2.1: Gender composition of the governing body/board

Your organisation (%) Comparison group (%)

Female chair/s 100.0 4.0

Female director/s 50.0 13.5

Male chair/s 0.0 96.0

Male director/s 50.0 86.5

The table above shows the gender composition of the governing bodies/boards of your organisation and comparison group. The director categories include both chair and board members.


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Benchmark 2.1.1: Percentage of women on the governing body/board over time

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0

10

20

30

40

50

60

Perc

enta

ge

2013 - 14 2014 - 15

Your organisationComparison group

The graph above shows the percentage of women on the governing body/board of your organisation and comparison group over time.

Benchmark 2.2: Target set for gender composition of governing bodies/boards

100.0%

Yes

No

Your organisation

10.6%

89.4%

Yes

No

Comparison group

The chart on the left reflects the percentage of governing bodies/boards in your organisation that have/have not set a target for the gender composition of those governing bodies/boards. The chart on the right shows the percentage of organisations in your comparison group that have set a target for gender equality on their governing bodies/boards.




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GEI 3: Equal remuneration between women and men Reporting under gender equality indicator 3 (GEI 3) provides information about the remuneration of women and men in a standardised format.

In addition to salary data collected as part of the workplace profile, relevant questions in the reporting questionnaire relate to:

→ the existence of a formal policy or formal strategy on remuneration → the inclusion and nature of gender pay equity objectives in formal remuneration policies or

strategies → whether any gender remuneration gap analysis has been undertaken → any action taken as a result of a gender remuneration gap analysis.


Section or questionBenchmark Description on reporting form

Overall organisation-wide gender pay gap for base salary and total3.1 Workplace Profileremuneration

3.1.1 Overall organisation-wide gender pay gap for base salaries over time Workplace Profile

3.1.2 Overall organisation-wide gender pay gap for total remuneration over time Workplace Profile

Level-by-level gender pay gap for base salaries for managers and non3.2 Workplace Profilemanagers

Level-by-level gender pay gap for base salaries by management category3.2.1 Workplace Profileand non-managers over time

Level-by-level gender pay gap for total remuneration for managers and3.3 Workplace Profilenon-managers

Level-by-level gender pay gap for total remuneration by management level3.3.1 Workplace Profileand non-managers over time

Level-by-level gender pay gap for base salaries by reporting levels from3.4 Workplace Profilethe CEO

Level-by-level gender pay gap for total remuneration by reporting levels3.5 Workplace Profilefrom the CEO

Level-by-level gender pay gap for base salaries by occupation for non3.6 Workplace Profilemanagers

Level-by-level gender pay gap for base salaries by occupation for non3.6.1 Workplace Profilemanagers over time

Level-by-level gender pay gap for total remuneration by occupation for3.7 Workplace Profilenon-managers


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Section or questionBenchmark Description on reporting form

Level-by-level gender pay gap for total remuneration by occupation for3.7.1 Workplace Profilenon-managers over time

Gender pay gap for total remuneration by employment status of non3.8 Workplace Profilemanagers

Gender pay gap for components of pay by full-time and part-time status3.9 Workplace Profilefor managers and non-managers

Policies and strategies that include specific gender pay equity3.10 Q.3.1objectives

3.11 Organisations that have conducted a gender remuneration gap analysis Q.4

3.12 Actions taken as a result of gender remuneration gap analysis Q.4.1

Please note: Gender pay gaps are calculated on averaged, annualised, full-time equivalent salaries. This means that all employees – part-time, full-time, casual and contract – are included in the calculation and the salaries of those who are not full-time employees are converted to a full-time equivalent.

Gender pay gaps are expressed as a percentage of men’s earnings. A negative value means that women’s earnings are higher than men’s.


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Benchmark 3.1: Overall organisation-wide gender pay gap for base salary and total remuneration

16.6

14.0

12.8

11.6

0 2 4 6 8 10 12 14 16 18Gender pay gap (%)

Total remuneration

Base salary


Base salary Total remuneration

Your organisation (%) 11.6 12.8

Comparison group (median %) 14.0 16.6

The graph and table above show the annualised average results for the gender pay gap in your organisation and comparison group. Pay gaps that are further away from zero, in either direction, suggest that further investigation is warranted.

In the following pages, the organisation-wide pay gap is broken down by: → base salary (benchmark 3.1.1)

→ total remuneration (benchmark 3.1.2)

→ managers and non-managers combined (benchmarks 3.2, 3.3)

→ reporting level from the CEO (benchmarks 3.4, 3.5)

→ occupation categories (benchmarks 3.6, 3.7)

→ employment status (benchmark 3.8, 3.9).


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Benchmark 3.1.1: Overall organisation-wide gender pay gap for base salaries over time

0

5

10

15

20

Gend

er p

ay g

ap (%

)

2013 - 14 2014 - 15


2013 - 14 2014 - 15



The graph above shows the overall organisation-wide gender pay gap for base salaries for your organisation and comparison group. The table above shows change over time.


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Benchmark 3.1.2: Overall organisation-wide gender pay gap for total remuneration over time

0

5

10

15

20

25

Gend

er p

ay g

ap (%

)

2013 - 14 2014 - 15


2013 - 14 2014 - 15



The graph and table above show the overall organisation-wide gender pay gap for total remuneration (base salaries plus other remuneration) over time for your organisation and comparison group.


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Benchmark 3.2: Level-by-level gender pay gap for base salaries for managers and non managers

8.7

11.0

7.9

11.9

13.5

12.2

-2.6

-2.6

-5.6

7.3

-6 -4 -2 0 2 4 6 8 10 12 14Gender pay gap (%)

All non-managers

Other managers

Senior managers

Other executives/general managers

Key management personnel

Posit

ion


Gender pay gaps are expressed as a percentage of male earnings. A negative value means that women's earnings are higher than men's.

Benchmark 3.2.1: Level-by-level gender pay gap for base salaries by management category and non-managers over time

Your organisation (%) Comparison group (median %)

2013 - 14 2014 - 15 2013 - 14 2014 - 15


Other executives/general managers -5.1 -5.6 8.7 11.9

Senior managers -2.6 -2.6 7.2 7.9

Other managers -2.6 -2.6 9.5 11.0

All non-managers 17.6 12.2 9.2 8.7

The graph above shows the gender pay gap for base salaries for each management category and for non-managers for your organisation and comparison group. The table above shows change over time.


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Benchmark 3.3: Level-by-level gender pay gap for total remuneration for managers and non-managers

11.3

12.9

9.2

9.9

14.2

12.6

-1.8

-1.8

-4.7

10.4

-6 -4 -2 0 2 4 6 8 10 12 14 16Gender pay gap (%)

All non-managers

Other managers

Senior managers

Other executives/general managers

Key management personnel

Posit

ion



Benchmark 3.3.1: Level-by-level gender pay gap for total remuneration by management level and non-managers over time


2013 - 14 2014 - 15 2013 - 14 2014 - 15


Other executives/general managers -4.2 -4.7 11.7 9.9

Senior managers -1.8 -1.8 8.6 9.2

Other managers -1.8 -1.8 11.5 12.9

All non-managers 17.9 12.6 11.2 11.3

The graph above shows the gender pay gap for total remuneration by management category and non-managers for your organisation and comparison group. The table above shows change over time.


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1.0

5.5

7.4

13.6

14.2

-2.6

-2.6

-2.6

-6.7

7.3

-8 -6 -4 -2 0 2 4 6 8 10 12 14 16Gender pay gap (%)

-5

-4

-3

-2

-1

Repo

rtin

g le

vels

from

the

CEO


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Benchmark 3.4: Level-by-level gender pay gap for base salaries by reporting levels from the CEO


The graph above displays the gender composition of the level-by-level gender pay gap for base salaries by reporting level from the CEO for your organisation and comparison group. Employees in category ‘-1’ report directly to the CEO; employees in category ‘-2’ report through one other person to the CEO, and so on.


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-1.8

7.0

9.1

13.8

14.8

-1.8

-1.8

-1.8

-5.8

10.4

-6 -4 -2 0 2 4 6 8 10 12 14 16Gender pay gap (%)

-5

-4

-3

-2

-1

Repo

rtin

g le

vels

from

the

CEO


SAMPLE ONLY


Benchmark 3.5: Level-by-level gender pay gap for total remuneration by reporting levels from the CEO


The graph above shows the level-by-level gender pay gap for total remuneration by reporting levels from the CEO for your organisation and comparison group.


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4.1

4.7

16.6

7.8

6.5

9.3

9.7

0.0

0.0

3.2

0.0

-2.2

0.0

-1.5

-4 -2 0 2 4 6 8 10 12 14 16 18Gender pay gap (%)

Labourers

Machinery operators and drivers

Sales

Clerical and administrative

Community and personal service

Technicians and trade

Professionals


SAMPLE ONLY


Benchmark 3.6: Level-by-level gender pay gap for base salaries by occupation for non-managers


The graph above shows the level-by-level gender pay gap for base salary by occupation for non-managers in your organisation and comparison group.


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Benchmark 3.6.1: Level-by-level gender pay gap for base salaries by occupation for non-managers over time SAMPLE ONLY



2013 - 14 2014 - 15 2013 - 14 2014 - 15

Professionals -1.5 -1.5 11.3 9.7

Technicians and trade 0.0 0.0 9.8 9.3

Community and personal service -2.2 -2.2 -2.2 6.5

Clerical and administrative 0.0 0.0 10.6 7.8

Sales 3.2 3.2 15.6 16.6

Machinery operators and drivers 0.0 0.0 4.6 4.7

Labourers 0.0 0.0 3.6 4.1

The graph above shows the level-by-level gender pay gap for base salaries by occupation for non-managers in your organisation and comparison group. The table above shows change over time.


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5.6

5.7

17.6

7.8

11.4

10.9

12.3

0.0

0.0

3.2

0.0

-1.3

0.0

-0.6

-2 0 2 4 6 8 10 12 14 16 18Gender pay gap (%)

Labourers

Machinery operators and drivers

Sales

Clerical and administrative

Community and personal service

Technicians and trade

Professionals


SAMPLE ONLY


Benchmark 3.7: Level-by-level gender pay gap for total remuneration by occupation for non-managers


The graph above shows the level-by-level gender pay gap for total remuneration by occupation for non-managers in your organisation and comparison group.


www.wgea.gov.au

Benchmark 3.7.1: Level-by-level gender pay gap for total remuneration by occupation for non-managers over time SAMPLE ONLY



2013 - 14 2014 - 15 2013 - 14 2014 - 15

Professionals -0.6 -0.6 12.0 12.3

Technicians and trade 0.0 0.0 12.3 10.9

Community and personal service -1.3 -1.3 -1.3 11.4

Clerical and administrative 0.0 0.0 11.7 7.8

Sales 3.2 3.2 16.8 17.6

Machinery operators and drivers 0.0 0.0 5.2 5.7

Labourers 0.0 0.0 5.6 5.6

The graph above shows the level-by-level gender pay gap for total remuneration by occupation for non-managers in your organisation and comparison group. The table above shows change over time.


www.wgea.gov.au

4.3

11.8

10.8

8.9

2.5

0.0

0.0

-0.6

3.2

-1.3

-2 0 2 4 6 8 10 12Gender pay gap (%)

Part-time permanent

Part-time contract

Full-time permanent

Full-time contract

Casual


SAMPLE ONLY


Benchmark 3.8: Gender pay gap for total remuneration by employment status of non-managers


The graph above shows the gender pay gap for total remuneration by employment status for non-managers for your organisation and comparison group.


www.wgea.gov.au

non-managers

Managers SAMPLE ONLY


Benchmark 3.9: Gender pay gap for components of pay by full-time and part-time status for managers and

-8.0

-8.9

18.8

17.2

-8.0

-8.9

11.9

10.5

-10 -5 0 5 10 15 20Gender pay gap (%)

Part-time total remuneration

Part-time base salary

Full-time total remuneration

Full-time base salary


Non managers

4.4

1.8

10.8

7.4

0.0

0.0

0.4

-0.3

-2 0 2 4 6 8 10 12Gender pay gap (%)

Part-time total remuneration

Part-time base salary

Full-time total remuneration

Full-time base salary


The graphs above show the gender pay gap for base salary and total remuneration, for managers and non-managers, by part-time and full-time status in your organisation and comparison group


www.wgea.gov.au

SAMPLE ONLY


Benchmark 3.10: Policies and strategies that include specific gender pay equity objectives

18.9%Yes

81.1%No

YesNo

Your organisation = Yes

If no objectives have been set, why? Reasons given % of organisations

Currently under development 4.9

Insufficient human resources staff 3.9

Don't have expertise 1.0

Salaries set by awards or industrial agreements 15.5

Non-award employees paid market rate 23.3

Not a priority 4.9

No reason provided 63.1

Other 12.6


The graph above shows the percentage of organisations in your comparison group that include specific pay objectives in their formal remuneration policies or strategies. The table above shows the reasons given for not including such objectives. Your organisation’s results have been highlighted in yellow.


www.wgea.gov.au

SAMPLE ONLY


Benchmark 3.11: Organisations that have conducted a gender remuneration gap analysis

77.5

1.7

2.4

3.5

14.9

0 10 20 30 40 50 60 70 80Percentage of organisations

Have not conducted

Other

More than 2 but less than 4 years

Within the last 1-2 years

Within the last 12 months

Comparison group including your organisationComparison group

If no gap analysis has been done, why? Reasons given % of organisations





Some or all employees paid by awards/agreements and control over pay changes 22.3


Not a priority 4.5


Other 6.2


The graph above shows the percentage of organisations in your comparison group that have conducted a gender remuneration gap analysis within the last four years. The table above shows the reasons given for not having conducted one. The ‘Other’ category includes organisations that have conducted a gender remuneration gap analysis more than four years ago.Your organisation’s results have been highlighted in yellow.


www.wgea.gov.au


Benchmark 3.12: Actions taken as a result of gender remuneration gap analysis

SAMPLE ONLY

55.4

3.1

1.5

13.8

3.1

1.5

0.0

9.2

10.8

16.9

15.4

7.7

6.2

4.6

9.2

0 5 10 15 20 25 30 35 40 45 50 55 60Percentage of organisations

No action taken

Implemented other changes

Conducted a gender-based job evaluation

Corrected like-for-like gaps

Reported pay equity metrics to the executive

Reported pay equity metrics to the board

Set targets to reduce organisation-wide gaps

Set targets to reduce like-for-like gaps

Trained people managers*

Analysed performance pay*

Analysed performance ratings*

Analysed commencement salaries by gender

Reviewed remuneration decision-making processes

Created an action plan to address causes

Identified cause/s of the gaps


* for gender bias, including unconscious bias

If no action taken, why not? Reasons given % of organisations

No gaps identified 52.8



Don't have expertise 0



Unable to address causes of gaps 0

Not a priority 0


Other 8.3


The graph above shows the actions taken by organisations in your comparison group in response to the results of their gender remuneration gap analyses. The table above shows the reasons given by organisations in your comparison group for not taking any action in response to their gender remuneration gap analyses. Your organisation’s results have been highlighted in yellow.




www.wgea.gov.au

SAMPLE ONLY


GEI 4: Flexible working arrangements and working arrangementssupporting carers Reporting under gender equality indicator 4 (GEI 4) provides information about the availability and utility of employment terms, conditions and practices relating to:

→ flexible working arrangements for employees → working arrangements to support employees with family or caring responsibilities.


→ the existence of formal policies or formal strategies on flexible working arrangements and to support employees with family and caring responsibilities

→ the availability of non-leave based measures to support employees with families and caring responsibilities.



form

4.1 Formal policies or strategies on flexible working arrangements Q.9

Formal policies or strategies to support employees with family and caring4.2 Q.10responsibilities

Percentage of organisations that have formal and informal flexible working4.3 Q.14arrangements (by type) available to managers

Percentage of organisations that have formal and informal flexible working4.4 Q.14arrangements (by type) available to non-managers

Non-leave based measures to support employees with family and caring4.5 Q.11.2responsibilities


www.wgea.gov.au


Benchmark 4.1: Formal policies or strategies on flexible working arrangements

Policy or strategy % of organisations

Policy 36.3

Strategy 15.2

No, because: 51.6



Included in workplace agreement 10.1

Don't have expertise 0

Don't offer flexible work arrangements 0.7

Not a priority 2.0


Other 38.9

SAMPLE ONLY


The table above shows the percentage of organisations in your comparison group that have formal policies or strategies on flexible working arrangements. It also shows the percentage of organisations that do not have such policies or strategies and the reasons given. Your organisation’s results have been highlighted in yellow.


www.wgea.gov.au

SAMPLE ONLY


Benchmark 4.2: Formal policies or strategies to support employees with family and caring responsibilities


Policy 33.6

Strategy 13.1

No, because: 56.1




Don’t have expertise 0.6

Not a priority 1.2


Other 33.3


The table above shows the percentage of organisations in your comparison group that have formal policies or strategies to support employees with family and caring responsibilities. It also shows the percentage of organisations that do not have such policies or strategies and the reasons given. Your organisation’s results have been highlighted in yellow.


www.wgea.gov.au


Benchmark 4.3: Percentage of organisations that have formal and informal flexible working arrangements (by type) available to managers SAMPLE ONLY

Female (%) Male (%)

Formal Informal Formal Informal

Flexible hours of work 41.9 67.8 41.5 68.5

Compressed working week 12.5 25.3 12.1 24.6

Time-in-lieu 24.2 67.8 24.2 68.5

Telecommuting 14.2 47.1 14.5 47.8

Part-time work 56.4 26.6 54.7 26.6

Job sharing 15.9 19.0 15.2 18.3

Carer's leave 89.6 16.6 90.3 17.3

Purchased leave 12.5 9.7 12.8 9.7

Unpaid leave 61.9 41.9 61.9 42.6

Benchmark 4.4: Percentage of organisations that have formal and informal flexible working arrangements (by type) available to non-managers

Female (%) Male (%)

Formal Informal Formal Informal

Flexible hours of work 45.7 63.3 44.6 62.3

Compressed working week 17.0 26.0 15.9 24.9

Time-in-lieu 31.8 62.6 31.5 62.3

Telecommuting 14.5 37.0 13.8 36.0

Part-time work 68.9 30.4 63.7 28.7

Job sharing 24.6 22.5 22.1 20.1

Carer's leave 89.3 17.3 88.9 16.6

Purchased leave 12.8 9.7 13.5 10.0

Unpaid leave 63.3 41.5 62.6 40.1

The tables above show the percentage of organisations in your comparison group that offer formal and informal flexible working arrangements to women and men, broken down by manager (4.3) and non-manager (4.4), and type of flexible work available. Your organisation’s results have been highlighted in yellow.


www.wgea.gov.au


Benchmark 4.5: Non-leave based measures to support employees with family and caring responsibilities

61.2

29.5

16.1

44.6

6.2

10.7

0.9

1.8

1.8

11.6

30.4

0 10 20 30 40 50 60 70Percentage of organisations

Do not offer non-leave based measures

Other

Targeted communication mechanisms, for example intranet/forums

Referral services to support employees with family and/or caring responsibilities

Information packs to support new parents and/or those with elder care responsibilities

Return to work bonus

Internal support network for parents

Childcare referral services

Breastfeeding facilities

On-site childcare

Employer subsidised childcare


SAMPLE ONLY

The graph above shows the percentage of organisations in your comparison group that have non-leave based measures available to support employees with family and caring responsibilities. The measures your organisation provides have been highlighted in yellow.




www.wgea.gov.au

SAMPLE ONLY


GEI 5: Consultation on gender equality Reporting under gender equality indicator 5 (GEI 5) provides information about consultation that occurs between employers and employees on issues concerning gender equality in the workplace. Examples of consultation include employee surveys and focus groups.


→ whether employee consultation around gender equality issues in the workplace has taken place

→ the type of consultation that has taken place → categories of employees consulted



form

5.1 Consultation with employees on gender equality in the workplace Q.15

5.2 Mode of employee consultation Q.15.1

5.3 Categories of employees consulted Q.15.2


www.wgea.gov.au

SAMPLE ONLY


Benchmark 5.1: Consultation with employees on gender equality in the workplace

43.3%Yes

56.7%No

YesNo


If employees have not been consulted, why not? Reasons % of organisations

Not needed 9.1



Not a priority 14.6


Other 7.9


The figure above shows the percentage of organisations in your comparison group that have consulted with employees about issues concerning gender equality in the workplace. The table above shows the reasons given by employers for not consulting with employees on issues concerning gender equality in the workplace. Your organisation’s results have been highlighted in yellow.


www.wgea.gov.au


Benchmark 5.2: Mode of employee consultation

SAMPLE ONLY

Your organisation

25.6YSurvey

N

N

Y

Y

N

Consultative committee or group

Focus groups

Exit interviews

Performance discussions

Other

% of organisations

35.2

12.8

44.0

38.4

43.2

The table above shows the percentage of organisations in your comparison group that have undertaken each mode of employee consultation. Your organisation’s modes of consultation have been highlighted in yellow.

Benchmark 5.3: Categories of employees consulted

8.0

1.6

6.4

8.8

3.2

0.0

4.8

79.2


Other

Diversity committee or equivalent

Employee representative group(s)

Management

Human resources managers

Men only

Women only

All staff


The figure above shows the percentage of organisations in your comparison group that have consulted and the different categories of employee with whom they have consulted. Your organisation’s modes of consultation have been highlighted in yellow.

are available at www.wgea.gov.au.Research, tools and other resources to help your organisation improve against GEI 5



www.wgea.gov.au

SAMPLE ONLY


GEI 6: Sex-based harassment and discrimination Reporting under gender equality indicator 6 (GEI 6) provides information on an organisation’s policies or strategies for preventing sex-based harassment and discrimination.


→ the existence of a formal policy or formal strategy on sex-based harassment → the existence of a grievance policy within a formal policy or strategy on sex-based

harassment → training for managers on preventing sex-based harassment and discrimination.



form

Policies or strategies on sex-based harassment and discrimination6.1 Q.16prevention

Grievance processes in sex-based harassment and discrimination prevention6.2 Q.16.1policies or strategies

Provision of workplace training for managers on sex-based harassment and6.3 Q.17discrimination prevention

Provision of workplace training for managers on sex-based harassment and6.3.1 Q.17discrimination prevention over time

Frequency of workplace training for managers on sex-based harassment and6.4 Q.17discrimination prevention


www.wgea.gov.au


Benchmark 6.1: Policies or strategies on sex-based harassment and discrimination prevention


Policy 94.8

Strategy 6.9

No, because: 4.2


Insufficient human resources staff 0


Don’t have expertise 0

Not a priority 0


Other 8.3

SAMPLE ONLY


The table above shows the percentage of organisations in your comparison group that have policies or strategies on the prevention of sex-based harassment and discrimination and the reasons given for not having such policies or strategies. Your organisation’s results have been highlighted in yellow.

Benchmark 6.2: Grievance processes in sex-based harassment and discrimination prevention policies or strategies

4.3%No

95.7%Yes

YesNo


The figure above shows the percentage of organisations in your comparison group that have a grievance process included in their sex-based harassment and discrimination prevention policies or strategies. Your organisation’s results have been highlighted in yellow.


www.wgea.gov.au

prevention SAMPLE ONLY


Benchmark 6.3: Provision of workplace training for managers on sex-based harassment and discrimination

20.8%No

79.2%Yes

YesNo


If training managers on the prevention of sex-based harassment and discrimination prevention is notprovided, why not?

Reasons % of organisations

33.3Currently under development


Don’t have expertise 8.3

Not a priority 1.7


Other 13.3


The figure above shows the percentage of organisations in your comparison group that provide training for managers on the prevention of sex-based harassment and discrimination. The table above shows the reasons given for not providing this training.


www.wgea.gov.au

discrimination prevention over time SAMPLE ONLY


Benchmark 6.3.1: Provision of workplace training for managers on sex-based harassment and

0

20

40

60

80

Perc

enta

ge o

f org

anisa

tions

with

wor

kpla

ce tr

aini

ng a

vaila

ble

2013 - 14 2014 - 15

Comparison group

2013 - 14 2014 - 15

Your organisation Yes Yes

Comparison group (%) 73.2 79.2

The figure and table above show change over time in the percentage of organisations in your comparison group that provide training for managers on the prevention of sex-based harassment and discrimination.


www.wgea.gov.au


Benchmark 6.4: Frequency of workplace training for managers on sex-based harassment and discrimination prevention SAMPLE ONLY

5.2

15.7

5.2

20.1

37.6

71.6


Other

Varies across business units

Every three years

Every one-to-two years

At least annually

At induction


The figure above shows the frequency with which organisations in your comparison group provide training for managers on the prevention of sex-based harassment and discrimination. Your organisation’s selections have been highlighted in yellow.


Further information

For further advice or assistance on any aspect of your benchmark report please refer to the Benchmarks Insights Guide on the reporting portal. Technical information is available in the Benchmarks Technical User Manual, also available on the reporting portal. You can explore the data further in the data explorer on the WGEA website. You can also contact the Agency via email [email protected] or telephone 02 9432 7000 or 1800 730 233.






http://data.wgea.gov.au/

www.wgea.gov.au

2014-15 Sample Benchmark Report · About this document 2 ... discrimination on the basis of gender...

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