EOWA Employer of Choice for Women (EOCFW) 2011 Application Form (for inclusion on the 2012 EOCFW list)

Transcription

1 P O Box 712 NORTH SYDNEY NSW 2059 T: (02) F: (02) EOWA Employer of Choice for Women (EOCFW) 2011 Application Form (for inclusion on the 2012 EOCFW list) 1

2 EOWA Employer of Choice for Women (EOCFW) Criteria Criterion 1 An organisation must have policies in place (across the seven employment matters) that support women across the organisation. Criterion 2 An organisation must have effective processes (across the seven employment matters) that are transparent and gender inclusive. Criterion 3 An organisation must have strategies in place that support a commitment to fully utilising and developing all staff, removing barriers to women. Criterion 4 An organisation must educate all employees (including managers, casual and contract staff) on their rights and obligations regarding sex-based harassment. The organisation must: a. have in place a comprehensive and transparent sex-based anti-discrimination policy that also deals with electronic and IT usage (covering discrimination, harassment and bullying); b. provide sex-based harassment prevention training at induction for all staff, and ensure all staff (including managers, casual and contract staff) have received refresher education within the last two years; and c. have had no judgment or adverse final order made against it by a court or other tribunal relating to gender discrimination or harassment, for a period of three years prior to its EOCFW application. Criterion 5 An organisation must have a gender inclusive organisational culture that is championed by the CEO, driven by senior executives and holds line managers accountable. The organisation must: and a. include equal opportunity for women as a standing agenda item on a committee chaired by the CEO or his/her direct report; b. include equal opportunity for women as a standing agenda item or discuss equal opportunity for women proactively at least twice yearly at Executive meetings; and c. include equal opportunity for women as a standing agenda item or discuss equal opportunity for women proactively at least twice yearly at Board (or equivalent) meetings; The CEO must demonstrate: a. his/her public commitment to staff in addressing gender pay equity and the representation of women in senior management; and b. that s/he is a visible champion for equal opportunity for women in the organisation. Criterion 6 An organisation must deliver improved outcomes for women which must include: a. a minimum of 6 weeks paid parental leave after a maximum eligibility period of 12 months service; b. women in management and leadership roles being able to work part-time; and c. conducting a detailed analysis of the remuneration of its entire workforce to demonstrate whether there are gender pay equity issues in its workplace. 2

3 Name of Organisation: EOWA Employer of Choice for Women Cover Sheet Organisations must complete the following:- 1 This organisation has completed and attached all the details requested in this application form. 2 This organisation is compliant with the Equal Opportunity for Women in the Workplace Act 1999 (including organisations with a current waiver from reporting). 3 Organisations are required to advise all staff they are applying for the EOCFW citation. Provide details in the space on the right on how your organisation has advised ALL staff it is applying for EOCFW. Staff Consultative Committee, the University s Web Site and the Human Resources Newsletter that is sent to all staff members. The University s Executive Planning Group and Senate have also been notified in the Equal Opportunity for Women Reports that are standing agenda items for both committees. 4 Please insert in the space on the right, the organisation s name exactly as you wish it to be printed on the EOCFW certificate and on EOWA public lists, should your application be successful. AUSTRALIAN CATHOLIC UNIVERSITY LIMITED CEO ENDORSEMENT I, Professor Greg Craven the CEO of Australian catholic University Limited fully endorse and support this application. I agree that, if the EOCFW citation is granted, it will be used in accordance with EOWA guidelines and time frames. CEO Signature * *EOWA requests that the actual signature of the CEO is not ed to EOWA but kept on file at the organisation. Please confirm that the CEO has signed this application by ticking the box on the right. 3

4 Please provide on one page, background information on your organisation, your industry group and your ongoing challenges in removing barriers to women. Australian Catholic University (ACU) is a publicly funded University which is open to students and staff from all religious beliefs and backgrounds. The University is based on six campuses located in Queensland, New South Wales, ACT and Victoria, and it currently has a total of approximately 1380 staff and 21,500 students. ACU has expanded substantially in a number of areas in the recent past, including the introduction of two new faculties, Business and Theology and Philosophy, with plans underway to introduce a Faculty of Law in 2013; increased student numbers that has required an increase in staffing numbers; and comprehensive resource planning to accommodate this growth. With regard to the Higher Education Sector, the University faces a number of challenges that relate to required changes prompted by the Bradley Review into Higher Education. The implementation of the review s recommendations has resulted in changed external priorities that are having a significant impact on the decisions made to ensure the University meets the standards expected by the Federal Government and the wider community. The Federal Government has introduced mission-based compact agreements for all Australian Universities that outline the relationship between the Commonwealth and each University. The ACU Mission Based Compact Agreement is intended to reflect ACU s individual mission and facilitate alignment with national priorities. The Agreement sets performance targets for the University in relation to quality, attainment and participation by students from underrepresented groups. These targets must be met to ensure ACU receives funding that is imperative to its sustainability. Preparation for the implementation of the Mission based compact and other elements of the Bradley Review recommendations have impacted on the University s strategic focus. While Commonwealth Government requirements are aligned with the University s mission and values, considerable focus on creating infrastructure to implement the changes and the reporting system has been required. There is the potential for a flow on effect to people management priorities, including those aimed to remove barriers for women. However, despite the challenges that significant growth in a short time period and a dynamic Higher Education Sector bring, gender equity has continued to be a priority at ACU. At ACU women constitute 68.7% of the workforce. There have been positive outcomes in increasing female representation at all levels of the organisation, including senior management. This includes the appointment of two women to Deputy Vice Chancellor roles, female Executive Deans in all five faculties, and women holding a number of high level administrative positions. A multi-faceted approach, including the strengthening and effective communication of policies and practices, and the implementation of strategies to assist women to reach their potential has resulted in an inclusive environment that supports gender equity. This application provides details of the progress that has been made and the plans to continue to achieve equal opportunity for women in the workplace in the future. 4

5 Important Information To be read BEFORE completing the following pages Listed on the following pages are the requirements and questions for a) the Workplace Profile and b) all of the six EOCFW criteria. So that EOWA can make an informed decision about an organisation s status, it is important to answer ALL questions comprehensively, providing detailed information supported by data/metrics (in numbers AND percentages of men and women as required) in the Workplace Profile, and across all six criteria in this application. For first time applicants, ALL questions in this document need to be answered. For CURRENT EOCFW organisations, Criteria 1 and 2 do not need to be completed unless significant changes have been made since the previous year s EOCFW application. Should this be the case, details of those changes only need to be provided. Where the application form states an organisation must, organisations that do not have that required program/activity in place will not be eligible for EOCFW this year. EOWA may seek further information and/or ask for evidence that the organisation meets such a requirement. Applications must be submitted to eocfwapplication@eowa.gov.au by 15 October annually. Applications will only be accepted by . Organisations will receive a system-generated receipt of application. EOWA Employer of Choice for Women applications, including salary data, are confidential. Where organisations are required to provide a YES or NO answer, a NO will not render an organisation ineligible. However, where there is a large number of NO answers it indicates an organisation is not yet at EOCFW level. 5

6 a) Complete Workplace Profile Workplace Profile Instructions: 1. Insert your organisation s completed Workplace Profile below, customising or adding occupational categories to reflect your organisation s workplace. 2. Any profile taken since 15 October last year may be used. For example, you may wish to provide the profile you used in your compliance report or application for waiver in the current year. 3. Where there are differing levels of accountability within an occupational category, it is acceptable to break them into more than one level e.g. Trades level 1, Trades level 2 so that you are comparing the salaries of like roles. 4. To ensure you include the correct data and calculate the salaries accurately, please read the notes relating to salary, numbered 5-14 below, PRIOR to adding your salary data to your workplace profile. 5. Salary information needs to be total remuneration, ie inclusive of all other elements of remuneration such as performance pay, allowances, benefits (eg cars, car parking, childcare fees, additional superannuation). 6. Include numbers but do not include the salaries of Board members or the CEO. 7. Include casual staff, except where they are employed on an ad hoc basis (salaries of casual staff listed in this profile need to be annualised; average salaries of casual staff may be listed separately). 8. Include staff employed on contracts (their salaries need to be annualised). 9. For staff working part-time, calculate the salary they would have earned if they were working full-time over the last year.* 10. To calculate the average female salary at each level: add the individual salaries of all the women at that level, and then divide that total by the number of women at that level.* 11. To calculate the average male salary at each level: add the individual salaries of all the men at that level, and then divide that total by the number of men at that level.* 12. To calculate the overall average female salary: add the individual salaries of all the women in the organisation and then divide that total by the number of women in the organisation.* 13. To calculate the overall average male salary: add the individual salaries of all the men in the organisation and then divide that total by the number of men in the organisation. * 14. To calculate the gender pay gap: divide the overall average female salary (bullet-point 12 above) by the overall average male salary (bullet-point 13 above) and express as a percentage. * 15. Please note that it is not correct to express the overall average female salary or the overall average male salary as the sum of the average salaries by level and then divide by the number of levels. This would be an average of an average, not an overall average. *It is acceptable to add actual salaries and divide by full-time equivalents to get annualised average salaries. However headcount, not full-time equivalents, needs to be provided in the employee numbers in the profile. Workplace Profile Format: Refer Attachment 1 for Workforce Profile Occupational category Administrative Trades Supervisors/Team leaders Professional/Technical Managers Senior Managers Executive Level Full-time Part-time Casual/ Contract Total F M F M F M F M Avge salary Female Annualised Avge salary Male Annualised CEO NA NA NA Board NA NA NA TOTAL (Overall staff numbers/ overall gender pay gap) % Gender Salary Gap 6

7 b) Complete information in relation to each EOCFW criterion Employers that are not currently EOWA Employer of Choice for Women citation recipients need to complete all questions covered in the six criteria below. Current EOWA Employer of Choice for Women employers do not need to complete Criteria 1 and 2 unless policies and practices have changed significantly (should this be the case, details of those changes only need to be provided). Criterion 1: An organisation must have policies in place (across the seven employment matters) that support women across the organisation i) List the organisation s policies under each of the seven employment matters that advance women or remove barriers. The seven employment matters are found at: ii) How does the organisation ensure that all these policies are reviewed, evaluated and updated regularly? iii) Please highlight any innovative policy to advance women or remove barriers that has been successful for the organisation. 7

8 Criterion 2: An organisation must have effective processes (across the seven employment matters) that are transparent and gender inclusive i) How does the organisation ensure its processes are effectively implemented, accessed by employees and measured for their advancement of women / removal of barriers? ii) How does the organisation ensure all new processes are communicated effectively and through various communication channels? 8

9 Criterion 3: An organisation must have strategies in place that support a commitment to fully utilising and developing all staff, removing barriers to women i) Provide details below on your organisation s strategic plan to advance equal opportunity and remove barriers for women in the workplace. Australian Catholic University s strategic planning framework flows from the Mission and Values of the University, which articulate a fundamental concern for justice and equity and the dignity of all human beings. This mandates that principles of equal opportunity are embedded in the Strategic Planning Process. The University has commenced a new Strategic Plan Refresh Project that will result in the Strategic Plan This is being done transparently and in full consultation with all staff. A significant addition to the planning process has been the identification of a Workforce Plan and the formation of the People and Culture Steering Committee in The People and Culture Steering Committee is comprised of 6 women and 4 men, including representatives from senior management, and also academic and general staff. The Chair is the Deputy Vice Chancellor, Administration and Resources, who is the Vice Chancellor s direct report. The role of the People and Culture Steering Committee is to oversee the development, alignment and monitoring of the University s People and Culture Framework. An initial task has involved the development of the People and Culture Thematic Map, which is a component of the new strategic planning framework, and provides guidance for the activities of the People and Culture Steering Committee. The Thematic Map will feed into operational plans throughout the University, and will focus on the embedding of people management strategies, specifically including Managing the alignment of staff diversity with staff formation through workforce planning, capability building and the development of a positive performance culture. The focus of the Committee will include ensuring that equal opportunity and strategies for removing barriers for women in the workplace are embedded in people management processes. The University s recently approved Staff Enterprise Agreement is currently being implemented. The Agreement provides a framework for the implementation of a number of initiatives that will positively impact on gender equity. These include: The introduction of a framework for the implementation of Academic Career Pathways, which creates a range of career pathways and recognises the contribution of Academic staff in the areas of teaching, research or administrative/leadership. This initiative creates flexibilities for women and men, allowing them to make changes and move into relevant career pathways at different phases in their career life cycle, relating to their lifestyle and circumstances. Essentially, this innovative initiative will mean that staff members with family, caring and other responsibilities will be able to progress their careers while focussing on one of the previously mentioned pathways that best suits their lifestyle and capacity for performance at the time. The option for sessional Academic staff who have been employed by the University for 24 months or more to apply for conversion to regular academic employment. This aligns with policies and processes currently in place for the conversion of casual general staff members. It is expected that this will positively impact on female staff members, as women held 67.6% of Sessional Academic positions in the University s workforce profile (refer attached). ACU has taken the lead in the Gender Equity realm, with the addition of a new provision that provides the opportunity for partners who are not the mother of a child, but are the primary care-giver to access up to 40 weeks paid parental leave at.60 of the staff member s ordinary salary rate- taken within the first year of the child s birth or adoption. This has significant implications for women and men by providing more options for managing their work-life balance. 9

10 ii) Does the organisation s strategy for advancing women and their representation in management / senior management include the following? Actual numbers are required. Yes No* No. of women currently accessing program No. of men currently accessing program Succession planning Mentoring Not tracked but currently under review Refer below for more information* Networking 40 5 Multi-skilling opportunities +refer below Line management experience (definition provided at the end of this application) Stretch assignment opportunities (definition provided at the end of this application) Career development training/ education Leadership development training/ education Provide details of other strategies for advancing women the organisation has in place There has been a focus assisting staff in managing their work life-balance through providing a series of seminars by video conference to all campuses that were facilitated by Relationships Australia that cover topics such as Dealing with life Change, work-life balance, stress management for parents and Grand parenting skills. Eighty nine percent of participants have been women. Also, a guide for supervisors and staff members to assist in applying for, negotiating and implementing flexible working arrangements to assist work-life balance is in the final stages of development. + Multi-Skilling is embedded in the University s employment practices, as staff are required to work across a variety of work areas and the University s matrix structures. * If you have answered NO to any of the above, you must provide reasons why these initiatives are not in place in your organisation iii) Provide details of the above-mentioned career development training/education and leadership development training/education available to men and women. Career Development The University continues to provide well resourced career development initiatives. There is an ongoing feedback and review process that ensures that career development opportunities offered meet the needs of staff members and the organisation. Women continue to utilise career development programs at a higher rate than their representation. In 2010, women were 75% of participants in career development training and education programs. Highlights in the program have been: 10

11 Graduate Certificate in Higher Education The University continues to provide a full fee scholarship to staff members who undertake this as part of their professional development plan. In 2011 there are 67 participants, 45 are female and 22 are male. Certificate IV in Frontline Management Training was offered again in The University also funds this program, which is offered by distance education, allowing self-paced learning. In 2011, 8 women and 3 men are participating in the program, a substantial increase from previous years as a result of a concerted marketing campaign, and also a support program was developed and implemented in 2011 consisting of monthly catch ups, guidance, phone and support to staff who are completing the course to motivate and encourage staff to complete this certificate. Study Support- The University provides staff members with the option of applying for study support in the form of leave and financial assistance, to pursue their career development through tertiary study at ACU or other institutions. Women are 83% of the recipients of this provision at ACU. Workshops offered in 2011 to assist staff members with their personal and professional development have included: DISC Behavioural Programming Work Smarter not harder Time management Resilience during Change Communicating with impact Customer service excellence Applying Emotional Intelligence in the Workplace *Development of a Mentoring Program Mentoring is currently provided for academic staff and managers, and to a wider range of staff more informally. Recognising the value of mentoring in the development of staff members, the University has consulted with staff through the 2011 MyVoice Survey regarding the potential implementation of a formalised staff mentoring program. Fifty percent of respondents chose to provide feedback to two open ended questions regarding the implementation of a mentoring program, which is an extremely high rate of response. The valuable feedback from staff members regarding the perceived benefits and structure of the program provide a basis for the commencement of more focussed discussions to inform the consideration of a comprehensive mentoring program for commencement in Given the representation of women at all levels this will have a significant impact on career development for women. Leadership Development For many years, ACU has been building its leadership program to enhance the skills of our current leaders. There is a strong commitment of time and resources in this area, and it has involved careful planning to ensure that the University will have a capable and dynamic management team that is reflective of its workforce profile to lead the organisation into the future. The Leadership Competency Framework, which identifies key areas of competencies for staff is currently being implemented. There are nine leadership competencies grouped into three key areas. In future, the leadership competencies will feed into all relevant people management practices, including job design, recruitment and selection, learning and development, managing performance, succession planning and career development. The framework will encompass leadership programs intended to target specific capabilities of staff, increase leadership skills and create clear pathways for staff wishing to move into leadership roles. As a part of ACU s commitment to high performing staff, this framework will offer challenges, create new directions and develop leadership qualities. The University has developed two supporting documents relating to the Leadership Competency Framework, A guide for Managers and a Development Guide. The latter document is currently in the finalisation stage. The University also implemented an intensive two-day Senior Leadership Development Program facilitated by the Hay Group. This program has already been conducted with the Executive Group and is now being rolled out to senior managers. Sixty seven percent of participants to date have been women. Flowing on from this, the University has now extended this program, including 360 degree feedback surveys to senior and other management staff. This initiative commenced as a pilot with the Executive Planning group and is now being rolled out to all Senior Staff, Heads of School and Professors. The outcome of the surveys includes a Development Action Plan process, which has links to the Leadership Competency Framework, mentoring and succession. 11

12 In addition, specific Leadership Development Programs offered to the University Community during the financial year have included: Managing performance bringing out the best in staff Managing teams and team dynamics Advancing management skills Applying emotional intelligence in the workplace Advanced presentation skills for managers Women were 64% of participants in these programs. iv) Do all staff and managers receive performance appraisals at least once a year? Yes No v) Are results from the performance appraisals analysed by gender? Yes No Criterion 4: An organisation must educate all employees (including managers, casual and contract staff) on their rights and obligations regarding sex-based harassment i) Organisations must have in place a comprehensive and transparent sex-based anti-discrimination policy that also deals with electronic and IT usage (covering discrimination, harassment and bullying). Confirm this is in place by marking the box on the right. ii) Organisations must provide sex-based harassment prevention training at induction for all staff (including management, casual and contract staff), and all staff (including management, casual and contract staff) must have received refresher education* within the last two years. Confirm this by marking the box on the right. *Refresher education/training can take the form of face-to-face sessions, management/employee meetings, on-line training, video presentations, updates. iii) Provide details of the induction training and refresher education/training offered by the organisation. Induction Training: ACU has a comprehensive web based and face to face Induction Program that includes: Web based induction program that provides useful information and links to ACU policies and processes Macchiato moment- each new staff member meets with their campus Human Resources Consultant to ensure they are aware of their obligations and rights, and provide personal contact with their HR representative on campus within two weeks of commencement. The U@ACU Induction Workshop includes a 2 hour session on expected standards of behaviour and options for dealing with workplace issues such as sex-based harassment. All staff must complete online learning modules covering discrimination, harassment (including sex-based harassment) and bullying within the first 3 months of commencement at ACU. Compliance for this is over 90%. The University implemented a New Starter Survey in 2010, which staff are invited to complete after three months of employment. Staff feedback has indicated that the components of induction regarding discrimination, harassment and bullying are well regarded and perceived as comprehensive. Refresher Training / Education: Refresher training is provided in a variety of forums for staff members at the University, providing options that will capture staff and reinforce the University s expectations regarding discrimination, sex-based harassment and bullying, and options for dealing with concerns, including: In 2010 and 2011, training sessions entitled Dealing with Discrimination, Harassment and Bullying were conducted by Video conference to all campuses. The sessions are open to all, including casual and sessional academic staff members. The sessions have been well received and well attended, and will continue to be an 12

13 ongoing initiative. In addition, sessions covering various issues, including practical application of the University s Code of Conduct for Supervisors have also been facilitated by Human Resources staff. An expanded Equity and Diversity web resource for staff members was launched in The web pages provide accessible information about equity and diversity initiatives, equal opportunity and dealing with discrimination, harassment and bullying, along with useful links to other sites. Regular articles in the University s HR newsletter that focus on staff member rights and obligations in regard to discrimination and sex based harassment. Articles have covered the following topics: sex based harassment, bullying, using appropriate language in the workplace, appropriate use of electronic communication (including s), where to get assistance with any concerns, gossip and rumour, dealing with conflict and cultural sensitivity. Feedback from staff members indicates that this education is well received. In November 2011, the Emotional Intelligence Model will be used by the Staff Equity and Diversity Coordinator to deliver workshops on each campus for staff members and supervisors that provide strategies for dealing with challenging behaviour in the workplace, including sex based harassment, discrimination and workplace bullying. The workshops will focus on building capabilities in assertiveness and personal empowerment, working in conjunction with the University s policy framework to ensure participants are clear on their rights. University Discrimination and Harassment Advisers were provided with refresher training in June and July 2011 that provided updated information regarding legislative obligations, along with the opportunity to share experiences regarding contacts and learn from each other. The University continues to monitor the impact of training on staff members experience through analysis of the results of the myvoice Staff Satisfaction Survey. The results shown below have remained consistent, and provide evidence that staff members are satisfied with the University s policies and processes in this area. Item Sexual harassment is prevented and discouraged 90% 90% Discrimination is prevented and discouraged 79% 78% iv) An organisation must have had no judgment or adverse final order made against it by a court or other tribunal relating to gender discrimination or harassment for a period of three years prior to this EOCFW application. Confirm this is the case by marking the box on the right. # # An organisation MUST advise EOWA immediately if, subsequent to its submission of an EOCFW application, a judgment or adverse final order is made against it by a court or other tribunal relating to gender discrimination or harassment. This will result in the organisation s EOCFW application being unsuccessful. If the organisation is a recipient of the EOCFW citation, its EOCFW status will be rescinded. 13

14 Criterion 5: An organisation must have a gender inclusive organisational culture that is championed by the CEO, driven by senior executives and holds line managers accountable i) Equal opportunity for women must be a standing agenda item on a committee chaired by the CEO or his/her direct report. Confirm this is occurs by marking the box on the right. ii) List the name of the committee in point i) above and the job titles of the members of this committee (including the Chair). Please highlight any committee members who are non-management staff. Australian Catholic University Staff Consultative Committee Chair: Deputy Vice Chancellor Administration and Resources M Co Chair: Deputy Vice Chancellor Academic F ACU Staff Representative Members Executive Dean of Education F Executive Dean Arts and Sciences F Head of School Religious Education F Director Human Resources F Manager International Education NSW F Head of School Arts and Sciences M ACU staff who are Union Representatives Lecturer School of Nursing M Snr Lecturer Arts and Sciences F Project officer ACU Online M Coordinator Remuneration and Benefits M Lecturer Nursing and Midwifery F Liaison Librarian F M=Male F = Female iii) iv) Equal opportunity for women must be a standing agenda item or discussed proactively at least twice-yearly at executive meetings. Confirm this occurs by marking the box on the right. Equal opportunity for women must be a standing agenda item or discussed proactively at least twice-yearly at Board (or equivalent) meetings. Confirm this occurs by marking the box on the right. v) Are the following issues included as standing agenda items at committee, executive and Board meetings: 14

15 Committee chaired by CEO or direct report Executive meetings Board meetings Gender pay equity: Representation of women in senior/executive management: Representation of women on the organisation s Board: Yes No* Yes No* Yes No* *If you have answered NO to any of the options in the table in question v) above, please provide reasons why these issues are not standing items on the agenda of that particular committee/meeting. vi) The CEO must demonstrate his/her commitment to staff in addressing gender pay equity (refer Criterion 6). How does he/she specifically demonstrate this commitment? Please provide details of the communication to staff. The Vice Chancellor strongly advocates the importance of equal opportunity for women in the workplace. Benchmarking data is presented to the Executive Planning Group that provides detailed information regarding pay equity and gender representation that monitors the University s progress in these areas internally over time and in comparison to all Australian Higher Education Institutions. Pay equity initiatives such as Academic Career Pathways and changes to salary structures that are outcomes of the Staff Enterprise Agreement have been communicated to staff by and on the University s web site. vii) The CEO must demonstrate his/her commitment to staff in achieving appropriate representation of women in management and senior management. How does he/she specifically demonstrate this commitment? Please provide details of the communication to staff. In the past 12 months, the Vice Chancellor has increased the visibility of his ongoing support for women in management and senior management. Equal opportunity for women in the workplace is an agenda item at all meetings of the Executive Planning Group and Senate. The VC is actively involved in initiatives to improve gender equity outcomes and encourages his senior leadership team to do the same. Staff are informed through regular internal publications such as the Vice Chancellor s and University Newsletters, through direct s from the VC and presentations in public forums. In addition, in March 2011, the VC publicly announced the University s successful achievement of the EOWA Employer of Choice for Women Citation to the University Community and took the opportunity to promote the achievements of the University in facilitating the advancement of women. 15

16 viii) In addition to the above, the CEO must demonstrate that s/he not only supports equal opportunity for women by supporting HR initiatives, but is a visible CHAMPION and is driving change in the organisation. Complete the information below. Question Yes No Details a) Does the CEO mentor women? The Vice Chancellor provides mentoring to his direct reports, the Deputy Vice Chancellors, (2 are women), the Executive Director of the Office of the Vice Chancellor and mentors the 5 Executive Deans with regard to their professional development and the strategic planning for their respective faculties. The VC also provides guidance and support to all mentees regarding future career opportunities and role positioning to assist with career development. b) Does s/he speak publicly on the importance of women s advancement to the business/ organisation? The VC speaks in meetings of the University s senior leadership and other forums including Universities Australia. He has also written articles and been quoted in a number of media publications, such as the Sydney Morning Herald and the Catholic Weekly discussing the University s generous paid parental leave entitlements and more generally, his support of positive gender equity outcomes at ACU. c) Does the CEO attend meetings of any women s network, diversity committee / council, or equivalent forum? The VC chairs the Executive Planning Group meeting, which discusses and sets direction regarding the equity and diversity related strategic objectives of the University. The EPG Meeting has Equal Opportunity for Women as a standing item on the agenda to ensure it is a priority. d) Does the CEO hold his/her direct reports accountable for outcomes for women? e) Does the CEO utilise flexible working arrangements him/herself? A high percentage of the Vice Chancellor s direct reports are women, including two Deputy Vice Chancellors. His male direct reports have women in high level roles who report to them. The VC is well informed regarding initiatives aimed to improve outcomes for women and ensures that his Management team are informed and actively involved. The Vice Chancellor leads by example in this area. He clearly communicates to the University Community that spending time with his family is a priority through s to all staff members and his web site when he is taking leave. f) Provide details below of other actions that demonstrate to staff that the CEO is a champion of equal opportunity for women. - The Vice Chancellor champions the Mission and the strategic plan underpinning ACU s operation that embed diversity and equity in all aspects of the University s operations to the University Community - The ongoing support of ACU s participation in the Australian Regional women Leaders Convention, providing scholarships that allowed 2 female staff member from regional campuses to attend 16

17 - The VC is a White Ribbon Day Ambassador. Recently funding was provided for a National Union of Students study into violence against women in Universities. He also endorses and attends White Ribbon Day Events on Campuses. - Ongoing two way communication in forums with staff members on all campuses at least twice a year - Endorsement of gender equity initiatives including a celebration of the 100 th anniversary of International Women s Day where staff members shared stories with the University community about women who had inspired them. - The Vice Chancellor wrote an article that was published in The Catholic Weekly in March 2011, coinciding with International Women s Day that focussed on gender equity, and voiced his support for the University s initiatives and positive outcomes in this arena. ix) Senior executives play an important role in driving the development of a workplace culture inclusive of women and diversity. Provide details below on the way in which senior executives in your organisation drive an inclusive culture. ACU is an organisation that has inclusiveness and social justice embedded in its core values, and this is reflected in the actions of senior executives. A large percentage of senior executives are women (including 2 Deputy VCs and 5 Executive Deans) and therefore modelling and mentoring play a large part in the workplace culture that is inclusive and respectful of women. The Director HR and Director, Office of the Vice Chancellor attended a workshop facilitated by LH Martin Institute for Universities Australia in March 2011 that focussed on the latest research regarding improving employment and career development outcomes for women in higher education. The workshop provided valuable information about effective practices in the sector in Australia and internationally. Research reported provided evidence that effective mentoring is a significant component of enhancing women s career development. As a result, ACU staff s views on a prospective mentoring program was canvassed in the 2011 myvoice Survey(as discussed in Criterion 4), to be followed up with more in depth research and potentially the development of an ACU Staff Mentoring Program that will complement the career development initiatives the University already has in place. x) In demonstrating how line managers are held accountable for equal opportunity for women, answer the following: a) Are equal opportunity for women indicators included in line managers performance reviews? b) Are equal opportunity for women indicators included in line managers pay reviews? Yes No Details This process is currently being reviewed as part of the development of a competency framework for managers and supervisors, which is in its final stages and will be implemented in the near future. It is currently partially covered by targets set in the People and Culture Thematic map which articulates diversity-related expectations that apply to line managers. In the majority of cases staff at the University are automatically advanced incrementally and are not subject to pay reviews. The Remuneration policy and processes are also under review for line managers. 17

18 c) Provide details on other ways in which line managers are held accountable for equal opportunity for women. Line Managers are required to meet the objectives of the University s Strategic Plan and the People and Culture Thematic Map, and which include the development and implementation of goals that aim to manage the alignment of staff diversity with staff formation, enhance productivity and satisfaction and requirements to educate, train and provide career development opportunities for their direct reports. In addition, Equal opportunity is canvassed as a component of selection into supervisory roles, and more broadly for all University vacancies. Successful candidates must demonstrate sound knowledge and commitment to the principles of equity, equal employment opportunity and diversity, including knowledge of the relevant legislation in their application and interview. 18

19 Criterion 6: the business An organisation must deliver improved outcomes for women and Provide details below on improved outcomes for women in the following areas: 1. Paid Parental Leave i) An EOCFW organisation must provide a minimum of 6 weeks paid parental leave after a maximum eligibility period of 12 months service. Confirm this occurs by marking the box on the right and providing details below. a. How many weeks paid parental leave does your organisation provide? Paid parental leave entitlements are as follows. (these are in addition to the Government s paid parental Leave Scheme to commence from 1 January 2011): <12 months service 1 week for every month employed 12 months to <24 months 12 weeks paid leave 24 months or more paid service 12 weeks full pay followed by 40 weeks at 0.6 pay partners who are not the mother of a child, but are the primary care-giver can access up to 40 weeks paid parental leave at.60 of the staff member s ordinary salary rate- taken within the first year of the child s birth or adoption. Staff members who do not qualify for paid leave are entitled to up to 52 weeks leave without pay. Parental Leave entitlements are also available for adoptive parents. b. What is your organisation s eligibility period? 12months for to obtain 3 months paid leave and 24 months for up to 52 weeks paid leave 2. Part-Time Work and Flexible Working Arrangements (Refer above for details) i) Does your organisation have a formal process for reviewing requests for parttime and flexible working arrangements? Yes No ii) How many women and how many men requested part-time or flexible working arrangements in the last year? Women Men 23* 5 iii) How many women and how many men were granted requests for part-time or flexible working arrangements in the last year? iv) In EOCFW organisations, female managers/leaders/heads of department must be able to work part-time. Confirm this occurs by marking the box on the right and providing details below. Women Men 23* 5 a. Number of part-time female managers/leaders/heads of department? 10 19

20 b. How many female managers/leaders/heads of department requested part-time work this year? c. How many part-time requests from female managers/leaders/heads of department were granted? 1 1 v) How does the organisation communicate to female managers/leaders/heads of department that it supports part-time work at management level as well as at non-management level, particularly after parental leave? A variety of channels are used to communicate the availability of flexible working arrangements to the University community that are inclusive of managers and supervisors. Methods of communication include HR Newsletters, Lunchbox sessions and information provided to staff members applying for maternity leave. It is standard practice at ACU for staff members returning from parental leave to request and be granted part time employment on a permanent or temporary basis. This is evident in Section 5 of this criterion, where it is reported that in 2010, 22 female staff took maternity leave, and to date 14 of these staff have returned to work (6 are yet to return), 12 in part time roles. One of these staff members is in a line manager role. An all campus road show that presented the options for staff in the new Staff Enterprise Agreement including options for flexibility was recently conducted by members of the University s EA negotiation team. This has been supported by ongoing communication by and University web site publications. The recent myvoice Survey provides evidence that staff members are satisfied with the University is the area of work-life balance. In the item that stated My manager is flexible and reasonable in responding to my work/life balance needs, 81% of staff members expressed satisfaction, which is a very positive result. *Please note that this data is regarding requests for part time working arrangements. Large numbers of staff members utilise Flexible working arrangements, however this is not currently tracked. Methods for tracking this information are currently being investigated, but due to competing priorities relating to the major change the University is currently implementing, this task has not been finalised. Evidence quoted above from the myvoice Survey supports the usage of flexible working arrangements by staff members, as does the response from Staff Exit Surveys completed in the past 12 months. Responses from 101 staff members indicated that 68% of staff leaving the organisation had accessed flexible working arrangements. 3. Pay Equity i) An EOCFW organisation must analyse the remuneration data of its entire workforce to understand whether there are any gender pay equity issues. Confirm this analysis has taken place in your organisation by marking the box on the right, and provide details below of the type of audit or analysis of male and female remuneration your organisation has undertaken and the date it was most recently completed. Pay equity data is extracted and reviewed annually. The most recent analysis is based on the March 2011 workforce profile data, and details are provided below. The analysis involves a comprehensive review of level by level gaps. Issues will be addressed in remuneration strategies currently being developed to meet objectives of the University s People and Culture Thematic Map and HR Operational Plan. ii) Has your organisation undertaken a formal job evaluation study (definition provided at the end of this application)? If yes, provide details below of the type of study and the date it was completed. The University commenced a process of job evaluation for senior level roles in This process is still underway, and is being cascaded down to line manager level. This process, supported by intensive development workshops and 360 degree feedback is providing role clarity regarding management expectations and providing career pathways to senior roles. For all other staff the general staff position classification process is the job evaluation process and positions are reviewed on an ongoing basis. The development of the Academic Career Pathways has also included scrutiny of Academic roles at all levels. Yes No iii) Is gender pay equity included in your remuneration policy as a stated objective? If yes, provide details below. Yes No 20

21 As previously stated, the University s remuneration strategy is currently under review, iv) Does your organisation have a pay equity implementation plan for addressing gender pay gaps, both by-level and overall, within your organisation? If yes, provide details below. Yes No Level by Level Pay equity data provided below provides clear evidence that the University is close to achieving gender pay equity within most levels v) What is your organisation s progress in addressing gender pay equity? A number of initiatives introduced in the recently implemented Staff Enterprise Agreement provide a framework for addressing gender pay equity, including changes that allow for progression to higher level roles in a shorter time frame, and options for Academic Career Pathways that will enhance opportunities for academic staff members by increasing flexibility. Yes No vi) Does your organisation have a target for reducing the gender pay gap? If yes, what is your organisation s gender pay gap target and what is the target date? % vii) Does your organisation analyse the following by gender? If you answer YES to any of these questions, please provide details. If you answer NO, please provide reasons why the analysis is not done. Do you analyse starting salaries specifically by gender? Do you analyse salaries on promotion specifically by gender? Do you analyse performance bonuses specifically by gender? Do you analyse elements of remuneration additional to base pay specifically by gender? Do you analyse the annual salary review increases specifically by gender? Yes No Details This is reviewed by Workforce Planning and the Centralised Recruitment unit on a regular basis. Reviewed annually The majority of bonuses for general staff members were given to women This is regularly reviewed, including uptake of salary packaging. Further review is flagged in the People and Culture Thematic Map in 2012, in line with the refresh of the University s Strategic Planning Framework. Salary reviews are embedded (incremental progression) as part of the performance review process and also workforce planning data regarding salaries is reviewed. 21