GENDER DIVERSITY REPORT of the Australasian Rail Workforce

Transcription

1 GENDER DIVERSITY REPORT of the Australasian Rail Workforce March 2018

2 Gender Diversity Report About Improving gender diversity in the Australasian rail workforce is a key focus for the Australasian Railway Association (ARA) and rail organisations throughout Australasia. The ARA, on behalf of the rail industry has collated diversity data to provide a greater understanding of the gender diversity within the Australasian rail workforce. The survey questions (Appendix A) are based on the Australian Government s Workplace Gender Equality Agency (WGEA) 1 questionnaire to build data already collected to ensure a complete representation of the Australasian rail workforce. The information collected will assist the ARA and its members to establish benchmarks to track developments in this area, which will assist the ARA in creating initiatives to address gender diversity. All information collected will be de-identified with high level aggregated data made publicly available. Background The Gender Data Survey of the Australasian Railway Workforce was circulated to ARA members and was also made available on the ARA website between October 2017 and January The reporting period of the survey aligned with the WGEA reporting period of 1 April 2016 to 31 March 2017 to allow WGEA reporting rail employers to resubmit the same data. This will also enable data comparison purposes. Survey data was collected at the organisational level to report on employees who support the development and function of the Australasian railway network and its supply chain. 1 WGEA is an Australian Government statutory agency created by the Workplace Gender Equality Act 2012, legislated to collect and publish gender employment data from all Australian non-public sector employers with 100 or more employees. 2

3 Gender Diversity Report Summary of survey results Breakdown of survey respondents The survey was circulated to approximately 140 ARA members. 26 ARA members responded (19 per cent of potential respondents), representing a total of about 28,000 employees. WGEA only received 10 responses to compile their Rail Transport data for the same period. A breakdown of the number of respondents by sector is shown in Figure 1 and by number of employees in Figure 2. Figure 1: Survey respondents by sector Freight Operator Passenger Operator 6 (17 %) 2 (5%) Infrastructure owner/maintainer Manufacturer/Supplier Contractor 1 (3%) 5 (14%) 11 (31%) Consultant Other 4 (11%) 7 (19%) 10 respondents classified themselves as across multiple sectors of the industry. 3

4 Gender Diversity Report Figure 2: Survey respondents by number of employees 1 (4%) < (27%) 10 (38%) 5 (19%) 3 (12%) Policies and strategies to support gender equality An overwhelming majority (99 per cent) of respondents have formal policies or strategies in place that specifically support gender diversity. A number of rail organisations have policies or strategies across multiple areas. Over half of all respondents have specific recruitment policies or strategies to improve the gender balance in their organisations, as shown in Figure 3 below. 4

5 Gender Diversity Report Figure 3: Proportion of respondents that have specific policies or strategies in place to support gender equality Policies or strategies to support gender equality Proportion of respondents Recruitment 53% Retention 42% Performance management processes 42% Promotions 36% Talent identification/identification of high potentials 47% Succession planning 44% Training and development 44% Managers with key performance indicators relating to gender equality 33% From these survey results, it is important to note that rail respondents are above the WGEA national average (across all industries) for companies that have policies or strategies to support gender equality in the areas of: retention identification of high potentials key performance indicators for managers relating to gender equality. In regard to the other types of policies or strategies, rail organisations are either on par or below par with the national average (across all industries) as published by WGEA. Gender breakdown of workforce The survey highlights that 21 per cent of the Australasian rail workforce are female, noting that this is based on survey responses for the reporting period. This is a 4 per cent improvement from the 17 per cent of females that were employed in the rail industry in Figure 4 highlights the gender division between full-time, part-time and casual employees, where only 18 per cent of the full-time workforce are female, as opposed to 56 per cent in parttime work. 5

6 Gender Diversity Report Figure 4: Gender division between types of employment 100% 80% 60% 40% 20% 0% 18% 24% 56% 82% 76% 44% Full-time Part-time Casual Male Female When examining the gender difference in the type of employment across the rail sectors, gender balance is achieved by passenger operators and contractors for part-time workers, and by consultants for casual workers. Gender imbalance occurs across all the rail sectors for full-time rail employees, ranging from an average of 14 per cent of females employed in full time positions in freight and manufacturing organisations, to an average of 23 per cent of females employed in full time positions in consultant firms as shown in Figure 5 below. 6

7 Freight Operator Passenger Operator Infrastructure owner/ maintainer Manufacturer/ Supplier Contractor Consultant Other Gender Diversity Report Figure 5: Gender division by types of employment by rail sector Casual 42% 58% Part-time 29% 71% Full-time 81% 19% Casual 50% 50% Part-time 14% 86% Full-time Casual 70% 77% 30% 23% Part-time 49% 52% Full-time Casual 82% 88% 18% 12% Part-time 34% 66% Full-time Casual 86% 81% 14% 19% Part-time 23% 77% Full-time Casual 81% 80% 19% 20% Part-time 49% 51% Full-time Casual 82% 88% 18% 12% Part-time 37% 63% Full-time 86% 14% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Male % Female % 7

8 Gender Diversity Report Management roles Women hold 19 per cent of managerial positions in the Australasian rail industry. Figure 6 below shows a breakdown of this representation across the different types of managerial positions within organisations. Figure 6: Gender breakdown of manager roles during the reporting 81% 19% 83% 17% 81% 19% 79% 21% 90% 10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Male Female There is a lower representation of managers that are women across all rail sectors compared to the WGEA national average (across all industries) of 38 per cent. Of the survey respondents, freight operators had a higher proportion of women in managerial roles at 27 per cent, and contractors the lowest representation at 12 per cent. Figure 7 below shows the proportion of women who hold managerial positions across the different sectors of the Australasian rail industry. 8

9 Gender Diversity Report Figure 7: Proportion of women who hold managerial positions in different rail sectors Other 80% 20% Consultant 86% 14% Contractor 88% 12% Manufacturer/suppliers 79% 21% Infrastructure owner/maintainer 80% 20% Passenger operator 79% 21% Freight operator 73% 27% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Male Female 9

10 Gender Diversity Report Non-managerial roles Women hold 24 per cent of non-managerial positions. Women have the highest representation in clerical and administrative positions, at 60 per cent and lowest representation in technicians and trade positions at 5 per cent. Figure 8: Gender breakdown on non-managerial roles during the reporting period: 88% 12% 87% 13% 95% 5% 62% 38% 75% 25% 89% 11% 68% 32% 40% 60% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Male Female 10

11 Gender Diversity Report New appointments Women were awarded 30 per cent of new appointments (via both external and internal recruitment) during the period. In a breakdown of manager and non-manager appointments, women were awarded 25 per cent of new appointments for manager roles and 30 per cent for non-manager roles. Figure 9: Gender breakdown of new appointments to manager and non-manager roles 100% 80% 25% 30% 60% 40% 20% 75% 70% 0% Manager roles Non-manager roles Male Female Passenger Operators awarded the highest proportion of new appointments to women, (across all types of positions), at 33 per cent. Contractors awarded the highest proportion of new appointments to women in managerial positions (36 per cent) and Passenger Operators awarded the highest proportion of new appointments to women in non-managerial positions (31 per cent). These breakdowns are shown in Figure 10 below. 11

12 Freight Operator Passenger Operator Infrastructure owner/ maintainer Manufacturer / Supplier Contractor Consultant Other Gender Diversity Report Figure 10: New appointments by gender, role and rail sector Total 80% 20% Non-Manager 78% 22% Manager 85% 15% Total 77% 23% Non-Manager 77% 23% Manager 76% 24% Total 81% 19% Non-Manager 82% 18% Manager 64% 36% Total 72% 28% Non-Manager 73% 27% Manager 71% 29% Total 83% 17% Non-Manager 82% 18% Manager 84% 16% Total 67% 33% Non-Manager 67% 33% Manager 69% 31% Total 73% 27% Non-Manager 74% 26% Manager 68% 32% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Male Female 12

13 Gender Diversity Report Promotions 33 per cent of all promotions were awarded to women. A breakdown by manager and nonmanager roles is shown below. Figure 11: Gender breakdown of promotions by manager and non-manager roles 120% 100% 80% 35% 23% 60% 40% 20% 65% 77% 0% Manager roles Non-manager roles Male Female 13

14 Gender Diversity Report Figure 12: Gender and employment breakdown of promotions awarded for manager positions during the reporting period 0% 0% 100% 0% 0% 100% 77% 23% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Male Female Table 13: Gender and employment breakdown of promotions awarded for non-manager positions during the reporting period 79% 21% 0% 100% 64% 36% 57% 43% 64% 36% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Male Female 14

15 Gender Diversity Report Resignations 29 per cent of resignations during the period were by women. A breakdown by managerial and non-mangerial positions is shown in Figure 14 below. Figure 14: Gender breakdown of resignations by managerial and non-managerial positions 120% 100% 80% 60% 40% 20% 0% 19% 81% Managers 31% 69% Non-managers male female Comparison of new appointments, promotions and resignations Figure 15: Percentage comparison of new appointments, promotions and resignations by gender and role for the reporting period 120% 100% 80% 25% 30% 35% 23% 19% 31% 60% 40% 75% 70% 65% 77% 81% 69% 20% 0% Manager Non-manager Manager Non-manager Manager Non-manager New Appointments Promotions Resignations Male Female 15

16 Gender Diversity Report Figure 16: Comparison of new appointments, promotions and resignations, by gender and managerial/non-managerial roles, by number Manager Non-manager Manager Non-manager Manager Non-manager New Appointments Promotions Resignations Male Female Gender composition of rail organisation s governing bodies Respondents indicated that on average their governing body 2 has 19 per cent representation by women. Three respondents (12 per cent) indicated that they have set targets to increase the representation of women on their governing bodies. Four respondents (15 per cent) indicated that their organisation has achieved gender balance (50/50 representation) on its governing body. Nine respondents (35 per cent) indicated that their organisation has policies or strategies in place to improve gender balance on its governing body. Seven respondents (27 per cent) indicated that their organisations have no control over governing body appointments. 2 For example, for private or publicly listed companies a governing body includes one or more directors or a board of directors. 16

17 Gender Diversity Report Remuneration While 81 per cent of respondents indicated that they have a formal policy in place regarding remuneration, only 54 per cent have specific gender pay equity objectives. Formalised remuneration strategies within rail organisations range from policies to ensure no gender bias occurs at any point in the remuneration process; being transparent about pay scale and salary bands; ensuring managers are held accountable for pay equity outcomes; to the implementation of a transparent and rigorous performance assessment process. 27 per cent indicated that their employees salaries are set via workplace/industrial agreements. 44 per cent of respondents had conducted a gender pay gap analysis within the last four years. These results are slightly higher than WGEA s national average (across all industries). Flexible working arrangements 77 per cent of respondents have formal policies or strategies for flexible working arrangements within their organisations, compared to WGEA s national average (across all industries) of 54 per cent. Of the rail respondents who have formal policies or strategies for flexible working arrangements: 50 per cent have a business case for flexibility established and endorsed at the leadership level 50 per cent have leaders as visible role models of flexible working arrangements 80 per cent promote flexible working arrangements 10 per cent have set targets for engagement in flexible work 35 per cent hold leaders accountable for improving workplace flexibility 40 per cent provide managers training on flexible working arrangements 20 per cent provide employee training on flexible working arrangements 30 per cent survey employees on whether they have sufficient flexibility 20 per cent evaluate the impact of flexibility and measure the use and impact of flexibility measures 10 per cent report on the measures to a governing body. 77 per cent of respondents offer additional support mechanisms, other than leave for employees with family or caring responsibilities. This primarily includes breastfeeding facilities, and referral services to support employees with family and/or caring responsibilities. Of the rail respondents who have additional support mechanisms: 5 per cent provide employer subsidised childcare 17

18 Gender Diversity Report 5 per cent provide on-site childcare 85 per cent provide breastfeeding facilities 20 per cent provide childcare referral services 20 per cent provide internal support networks for parents 15 per cent provide a return to work bonus 25 per cent provide information packs to support new parents and/or those with elder care responsibilities 65 per cent provide referral services to support employees with family and/or caring responsibilities 35 per cent provide target communication mechanism eg. intranet/ forums 15 per cent provide support in securing school holiday care 30 per cent provide coaching for employees on return to work from parental leave 5 per cent provide parenting workshops. 46 per cent of respondents provide paid parental leave for primary carers, in addition to government funded parental leave scheme matching WGEAs national average (across all industries) of 46 per cent. 31 per cent of respondents provide access to employer funded paid parental leave to their total workforce. 50 per cent of respondents have support mechanisms in place to support employees who are experiencing family or domestic violence, compared to the WGEA national average (across all industries) of 82 per cent. 18

19 Gender Diversity Report Figure 17: Availability of flexible workplace arrangements Unpaid leave Purchased leave Carer's leave Job sharing Part-time work Telecommuting Time-in-lieu Compressed working weeks Flexible work hours 0% 10% 20% 30% 40% 50% 60% Non-Managers Male Non-Managers Female Managers Male Managers Female Consultation with employees 77 per cent of respondents consulted with employees on issues concerning gender equality in the workplace, compared to WGEAs national average (across all industries) of 49.9 per cent. Consultation was undertaken via a range of means including surveys, and consultative or focus groups. 19

20 Gender Diversity Report Sex based harassment and discrimination Figure 18: Comparison of WGEA national average to Australasian rail organisation average Proportion of respondents who provide training for all managers on sex-based harassment and discrimination prevention. 84% 88% Proportion of respondents who include a grievance process in any sex-based harassment and discrimination prevention formal policy/strategy. 97% 96% Proportion of respondents who have a formal policy/strategy on sex-based harassment and discrimination prevention. 98% 100% 75% 80% 85% 90% 95% 100% 105% National average across all industries Rail Thank you Special thanks to the ARA members who responded to the survey, and their data contribution to better understand the gender landscape of the Australasian rail industry. Next steps The ARA is committed through the ARA Women in Rail Strategy, led by the Women in Rail Advisory Committee, to support the industry in improving these results. 20

21 APPENDIX A Gender Data Survey of the Australasian Railway Workforce Purpose of this Survey The purpose of this survey is to provide a greater understanding of gender diversity within the Australasian rail workforce. The survey questions are based on the Australian Government s Workplace Gender Equality Agency questionnaire to build data already collected and ensure a complete representation of the Australian rail workforce. This information will enable the ARA to establish benchmarks to track improvements and guide initiatives that the ARA will undertake to address gender balance. Confidentiality All information collected will be de-identified with high level aggregated data made publicly available. Reporting Period The reporting period is 1 April 2016 to 31 March Who is classified in the Australasian Rail Workforce? Any person who s role supports the development and functioning of the railway network and its supply chain or is employed by a rail organisation. 1. Gender Composition of the Workforce 1.1 Survey contact Name Phone 1.2 Organisation name? 1.3 Do you identify yourself as a: Freight operator / maintainer Passenger operator / maintainer Infrastructure owner / maintainer Manufacturer / supplier Contractor Consultant Other (Please specify)

22 1.4 Do you have formal policies and/or formal strategies in place that SPECIFICALLY SUPPORT GENDER EQUAITY relating to the following? Recruitment Retention Performance Management Processes Promotions Talent identification/identification of high potentials Succession planning Training and development Key performance indicators for managers relating to gender equality Gender equality overall If NO, you may wish to specify why no formal policy or formal strategy is in place No, currently under development, please enter date this is to be completed: Insufficient resources/expertise Not a priority 1.5 What is the overall breakdown of employees during the reporting period? Full-time Female Male Other (who don t identify as female or male) Part-time Casual 1.6 What is the overall breakdown of managers during the reporting period? CEO Key Management Personnel Other Executives/General Managers Senior Managers Other Managers Female Male Other ARA Gender Diversity Survey 2

23 1.7 How many new appointments were made to manager and non-manager roles during the reporting period? IMPORTANT: this should incorporate appointments from both external and internal sources (including all promotions). Number of appointments made to Manager roles (including promotions) Number of appointments made to Non-Manager roles (including promotions) Female Male Other 1.8 How many employees were promoted during the reporting period against each category below? Managers Non-Managers Female Male Other Female Male Other Permanent/ongoing fulltime employees Permanent/ongoing parttime employees Fixed-term contract fulltime employees Fixed-term contract parttime employees Casual employees 1.9 What is the overall breakdown of employees in non-manager roles during the reporting period? Female Male Other Clerical and Administrative Community and Personal Service Machinery Operators and Drivers Sales Professionals Technicians and Trade Labourers ARA Gender Diversity Survey 3

24 1.10 How many employees resigned during the reporting period against each category below? Managers Non-Managers Female Male Other Female Male Other Permanent/ongoing fulltime employees Permanent/ongoing part-time employees Fixed-term contract fulltime employees Fixed-term contract part-time employees Casual employees 2. Gender Composition of Governing Body The following questions relate to the governing body of your organisation. For example your organisation s governing body would be: For private or publicly listed companies, you will have one or more directors or a board of directors For trusts, the trustee is the governing body/board For partnerships, the governing body/board is likely to comprise all or some (if elected) partners For organisations whose governing body is the same as their parent entity s governing body/board, it is still deemed to have a governing body For other structures that do not fall into any of the above categories, your committee of management would be considered your governing body/board 2.1 How many members are on this governing body? Number Female Male Other 2.2 Has a target been set to increase the representation of women on this governing body? Yes No (you may specify why a target has not been set) Governing body has gender balance Currently under development, place enter date this is due to be complete Insufficient resources/expertise Do not have control over governing body appointments (provide details why) Not a priority Other (Please specify) ARA Gender Diversity Survey 4

25 2.2a What is the percentage (%) target? 2.2b What year is the target to be reached? 2.3 Do you have a formal selection policy and/or formal selection strategy for governing body members? Yes No (you may specify why no selection policy or formal selection strategy is in place) In place for some governing bodies Currently under development, please enter date this is due to be completed Insufficient human resources/expertise Do not have control over governing body appointments (please provide details why) Not a priority 3. Equal remuneration 3.1 Do you have a formal policy and/or formal strategy on remuneration generally? Yes No (You may specify why no formal policy or formal strategy is in place) Currently under development, please enter date this is due to be completed Insufficient resources/expertise Salaries set by awards/industrial or workplace agreements Non-award employees paid market rate Not a priority 3.2 Are specific gender pay equity objectives included in your formal policy and/or formal strategy? Yes No (you may specify why no formal policy or formal strategy is in place) Currently under development, please enter date this is due to be completed Insufficient resources/expertise Salaries set by awards/industrial or workplace agreements Non-award employees paid market rate Not a priority ARA Gender Diversity Survey 5

26 3.2a Does your formal policy and/or formal strategy include any of the following gender pay equity objectives (select all applicable answers)? To achieve gender pay equity To ensure no gender bias occurs at any point in the remuneration review process (for example at commencement, at annual salary reviews, out-of-cycle pay reviews, and performance pay reviews) Be transparent about pay scales and/or salary bands To ensure managers are held accountable for pay equity outcomes To implement and/or maintain a transparent and rigorous performance assessment process 3.3 Have you analysed your payroll to determine if there are any remuneration gaps between males and females (i.e. conducted a gender pay gap analysis)? Yes the most recent gender remuneration gap analysis was undertaken Within last 12 months Within last 1-2 year More than 2 years ago but less than 4 years ago No (you may specify why you have not analysed your payroll for gender remuneration gaps) Currently under development, please enter date this is due to be completed Insufficient resources/expertise Salaries for ALL employees (including managers) are set by awards or industrial agreements, AND there is no room for discretion in pay changes (for example because pay increases occur only when there is a chance in tenure or qualifications) Salaries for SOME or ALL employees (including managers) are set by awards or industrial agreements and there IS room for discretion in pay changes (because pay increases can occur with some discretion such as performance assessments) Non-award employees are paid market rate Not a priority ARA Gender Diversity Survey 6

27 3.3a Did you take any actions as a result of your gender remuneration gap analysis? Yes indicate what actions were taken (select all applicable answers) Created a pay equity strategy or action plan Identified cause/s of the gaps Reviewed remuneration decision-making processes Analysed commencement salaries by gender to ensure there are no pay gaps Analysed performance ratings to ensure there is no gender bias (including unconscious bias) Analysed performance pay to ensure there is no gender bias (including unconscious bias) Set targets to reduce any like-for-like gaps Reported pay equity metric (including gender pay gaps) to the governing body/board Reported pay equity metrics (including gender pay gaps) to the executive Reported pay equity metrics (including pay gaps) to all employees Reported pay equity metrics (including gender pay gaps) externally Corrected like-for-like gaps Conducted a gender-based job evaluation process Implemented other changes (provide details) No (you may specify why no actions were taken resulting from your remuneration gap analysis) No explainable or unjustifiable gaps identified Currently under development, please enter date this is due to be completed Insufficient resources/expertise Salaries set by awards/industrial or workplace agreements Non-award employees are paid market rate Unable to address case/s of gaps (provide details why) Not a priority ARA Gender Diversity Survey 7

28 4. Availability and utility of employment terms, conditions and practices relating to flexible working arrangements for employees and to working arrangements supporting employees with family or caring responsibilities. 4.1 Do you provide Employer Funded paid parental leave for Primary Carers, in addition to any government funded parental leave scheme for primary carers? Yes (please indicate how employer funded paid parental leave is provided to the primary carer): By paying the gap between the employee s salary and government s paid parental leave scheme By paying the employee s full salary (in addition to the government s paid scheme), regardless of the period of time over which it is paid. For example, full pay for 12 weeks or half pay for 24 weeks As a lump sum payment (paid pre or post-parental leave, or a combination) No, we offer paid parental leave for primary carers that is available to women ONLY (e.g. maternity leave). (Please indicate how employer funded paid parental leave is provided to women ONLY) By paying the gap between the employee s salary and the government s paid parental leave scheme By paying the employee s full salary (in addition to the governments paid scheme), regardless of the period of time over which it is paid. For example, full pay for 12 weeks or half pay for 24 weeks As a lump sum payment (paid pre- or post- parental leave, or a combination) No, we offer paid parental leave for primary carers that is available for men ONLY. (Please indicate how employer funded paid parental leave is provided to men ONLY). By paying the gap between the employee s salary and the governments paid parent lave scheme By paying the employees full salary (in addition to the governments paid scheme), regardless of the period of time over which it is paid. For example, full pay for 12 weeks or half pay for 24 weeks As a lump sum payment (paid pre- or post- parental leave, or a combination) No, not available (you may specify why this leave is not provided) Currently under development, please enter date this is due to be completed Insufficient resources/expertise Government scheme is sufficient Not a priority ARA Gender Diversity Survey 8

29 4.2 What proportion of your total workforce has access to employer funded paid parental leave? Female Male Other 4.3 How many MANAGERS have taken parental leave during the reporting period (paid and/or unpaid)? Include employees still on parental leave, regardless of when it commenced. Primary carer s leave Secondary carer s leave Female Male Other Female Male Other Managers 4.4 How many NON-MANAGERS has taken parental leave during the reporting period (paid and/or unpaid)? Include employees still on parental leave, regardless of when it commenced. Primary carer s leave Secondary carer s leave Female Male Other Female Male Other Non- Managers 4.5 How many MANAGERS, during the reporting period, ceased employment before returning to work from parental leave, regardless of when the leave commenced. Include those where parental leave was taken continuously with any other leave type. For example, where annual leave or any other paid or unpaid leave is also taken at the time. Ceased employment means anyone who has exited the organisation for whatever reason including resignations, redundancies and dismissals. Managers Female Male Other 4.6 How many NON-MANAGERS, during the reporting period, ceased employment before returning to work from parental leave, regardless of when the leave commenced. Non - Managers Female Male Other ARA Gender Diversity Survey 9

30 4.7 Do you have a formal policy and/or formal strategy on flexible working arrangements? Yes No (you may specify why no formal strategy is in place) Currently under development, please enter date this is due to be completed Salaries set by awards/industrial or workplace agreements Insufficient resources/expertise Don t offer flexible arrangements Not a priority 4.8 You may indicate which of the following are included in your flexible working arrangements strategy: A business case for flexibility has been established and endorsed at the leadership level Leaders are visible role models of flexible working Flexible working is promoted throughout the organisation Targets have been set for engagement in flexible work Targets have been set for men s engagement in flexible work Leaders are held accountable for improving workplace flexibility Manager training on flexible working is provided throughout the organisation Employee training is provided through the organisation Employees are surveyed on whether they have sufficient flexibility The organisations approach to flexibility is integrated into client conversations The impact of flexibility is evaluated (e.g. reduced absenteeism, increased employee engagement) Metrics on the use of, and/or the impact of, flexibility measures are reported to key management personnel Metrics on the use of, and/or the impact of, flexibility measures are reported to the governing body/board 4.9 Do you offer any other support mechanisms, other than leave, for employees with family or caring responsibilities (e.g. employer-subsided childcare, breastfeeding facilities)? Yes No (you may specify why non-leave based measures are not in place) Currently under development, please enter date this is due to be completed Insufficient resources/expertise Not a priority ARA Gender Diversity Survey 10

31 4.10 Please select what support mechanisms are in place and if they are available at all worksites. Where only one worksite exists, for example a head-office, select Available at all worksites Employer subsidised childcare Available at some worksites only Available at all worksites On-site childcare Available at some worksites only Available at all worksites Breastfeed facilities Available at some worksites only Available at all worksites Childcare referral services Available at some worksites only Available at all worksites Internal support networks for parents Available at some worksites only Available at all worksites Return to work bonus (only select this option if return to work bonus is NOT the balance of paid parental leave when an employee returns from leave) Available at some worksites only Available at all worksites Information packs to support new parents and/or those with elder care responsibilities Available at some worksites only Available at all worksites Referral services to support employees with family and/or caring responsibilities Available at some worksites only Available at all worksites Targeted communication mechanisms, for example intranet/forums Available at some worksites only Available at all worksites Support in securing school holiday care Available at some worksites only Available at all worksites ARA Gender Diversity Survey 11

32 Coaching for employees on returning to work from parental leave Available at some worksites only Available at all worksites Parenting workshops targeting mothers Available at some worksites only Available at all worksites Parenting workshops targeting fathers Available at some worksites only Available at all worksites None of the above 4.11 Please provide details of any other support mechanisms, other than leave, that are in place for employees with family or caring responsibilities and whether they are available at all worksites. Yes No (you may specify why no formal policy or formal strategy is in place) Currently under development, please enter date this is due to be completed Insufficient resources/expertise Included in award/industrial or workplace agreements Not aware of need Not a priority 4.12 Other than a formal policy and/or formal strategy, do you have any support mechanisms in place to support employees who are experiencing family or domestic violence? Yes (select all applicable answers) Employee assistance program (including access to a psychologist, chaplain or counsellor) Training of key personnel A domestic violence clause is in an enterprise agreement or workplace agreement Workplace safety planning Access to paid domestic violence leave (contained in an enterprise/workplace agreement) Access to unpaid domestic violence leave (contained in an enterprise/workplace agreement) Access to paid domestic violence leave (not contained in an enterprise/workplace agreement) Access to unpaid leave Confidentiality of matters disclosed Referral of employees to appropriate domestic violence support services for expert advice ARA Gender Diversity Survey 12

33 Protection from any adverse action or discrimination based on the disclosure of domestic violent Flexible working arrangements Provide financial support (e.g. advance bonus payment or advanced pay) Offer change of office location Emergency accommodation assistance Access to medical services (e.g. doctor or nurse) No (you may specify why no other support mechanisms are in place) Currently under development, please enter date this is due to be completed Insufficient resources/expertise Not aware of need Not a priority 4.13 Which options from the list below are available to your employees? Please indicate in the related checkboxes. Unmarked boxes mean this option is not available to your employees. Managers Non-Managers Female Male Other Female Male Other Flexible hours of work Compressed working weeks Time-in-lieu Telecommuting Part-time work Job sharing Carer s leave Purchased leave Unpaid leave ARA Gender Diversity Survey 13

34 4.14 You may specify why any of the above options are NOT available to your employees. Currently under development, please enter date this is due to be completed Insufficient resources/expertise Not a priority Other (Please specify) 5. Consultation with employees on issues concerning gender equality in the workplace 5.1 Have you consulted with employees on issues concerning gender equality in your workplace? Yes No (you may specify why you have not consulted with employees on gender equality) Not needed Insufficient resources/expertise Not a priority 5.2 How did you consult with employees on issues concerning gender equality in your workplace? Survey Consultative committee or group Focus groups Exit interviews Performance discussions 5.3 Who did you consult? All staff Women only Men only Human resources managers Management Employee representative group(s) Diversity committee or equivalent Employees who have resigned while on parental leave ARA Gender Diversity Survey 14

35 6. Sex-based harassment and discrimination 6.1 Do you have a formal policy and/or formal strategy on sex-based harassment and discrimination prevention? Yes No (you may specify why no formal policy or formal strategy is in place) Currently under development, please enter date this is due to be completed Insufficient resources/expertise Included in award/industrial or workplace agreement Not a priority 6.2. Do you include a grievance process in any sex-based harassment and discrimination prevention formal policy and/or formal strategy? Yes No (you may specify why a grievance process is not included) Currently under development, please enter date this is due to be completed Insufficient resources/expertise Not a priority 6.3. Do you provide training for all managers on sex-based harassment and discrimination prevention? Yes, please indicate how often this training is provided At induction At least annually Every one-to-two years Every three years or more Varies across business units No (you may specify why this training is not provided) Currently under development, please enter date this is due to be completed Insufficient resources/expertise Not a priority ARA Gender Diversity Survey 15

36 7. Other If your organisation has introduced any outstanding initiative that have resulted in improved gender equality in your workplace, please tell us about them. (As with all of the questions in this questionnaire, information you provide here will appear in your public report) This question is optional ARA Gender Diversity Survey 16