P O Box 712

NORTH SYDNEY NSW 2059T: (02) 9448 8500F: (02) 9448 8572

EOWA Employer of Choice for Women(EOCFW)

2011 Application Form (for inclusion on the 2012 EOCFW list)

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EOWA Employer of Choice for Women (EOCFW) Criteria Criterion 1An organisation must have policies in place (across the seven employment matters) that support women across the organisation.

Criterion 2An organisation must have effective processes (across the seven employment matters) that are transparent and gender inclusive.

Criterion 3An organisation must have strategies in place that support a commitment to fully utilising and developing all staff, removing barriers to women.

Criterion 4An 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 5An 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:

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;

and

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 6An 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; andc. conducting a detailed analysis of the remuneration of its entire workforce to demonstrate whether

there are gender pay equity issues in its workplace.

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EOWA Employer of Choice for Women Cover SheetOrganisations must complete the following:-

Name of Organisation:

1 This organisation has completed and attached all the details requested in this application form.

X

2 This organisation is compliant with the Equal Opportunity for Women in the Workplace Act 1999 (including organisations with a current waiver from reporting).

X

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 advised through HR Briefings conducted in

all Faculties and Divisions. Additionally, an

email message sent to all members of the

University Managers’ Group (all levels of

management) as well as this being advised at a

regular monthly meeting, and a notice inserted

in HR Matters, an electronic newsletter sent to

staff in all sections of the University and posted

on the HR website. Additionally, UWA’s

success in receiving an EOCFW citation is

mentioned in the annual UWA Highlights

publication.

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.

The University of Western Australia

VC ENDORSEMENT

I, Bill Louden, Acting Vice Chancellor of The University of Western Australia 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.

_____________________

A/Vice Chancellor’s Signature *

*EOWA requests that the actual signature of the CEO is not emailed 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.

X

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Please provide on one page, background information on your organisation, your industry group and your ongoing challenges in removing barriers to women.

The University of Western Australia (UWA) is medium-sized comprehensive internationally- focussed university with a broad and balanced coverage of disciplines in the arts, sciences and major professions. It has a robust tradition of academic excellence characterised by a strong research and postgraduate emphasis and an international focus for all its activities and standards. The University has a highly devolved management structure.

The highest priority objective in the University's Strategic Plan is to recruit, develop and retain the highest quality staff. Central to its employment philosophy is a commitment to ongoing or fixed term employment wherever practicable to help provide staff with a sense of security and career opportunity. The University also continues to focus on the development of strategies to ensure it remains an employer of choice in a competitive international recruitment market. One enduring area of focus is on the representation and distribution of female staff, particularly in the academic staffing stream. Many of the reasons for the comparatively low representation of women in the academic staffing stream, particularly at senior levels, is the strong and historic leaning towards the sciences at UWA and the absence of traditionally ‘feminised’ disciplines such as teaching and nursing.

With women comprising over 50% of UWA students, if they are then underrepresented or invisible in the teaching and learning process there is a danger of providing an educational experience that is less relevant and which does not resonate with women, or which suggests through a lack of visible representation that certain disciplines and careers are not for women. It is also important that our staff can meet the needs of a very diverse student body (over 80 languages are represented on campus) and that there are role models and support for female students and students from diverse cultural and linguistic backgrounds.

A challenge for UWA is to effectively seek out women for recruitment, especially in areas where they are under-represented. However, the most significant structural barriers for women in the workplace have included the traditional notion of when work is done, and where. The perception that the committed productive worker is the one who works (more than) full-time hours and has an unbroken linear career path does not reflect the experiences of many women who often struggle to balance work with childbirth and family responsibilities. To make work better for women we have introduced a range of strategies to support female and male staff with caring responsibilities, and those who require flexibility to support a non-traditional career path.

The University’s aging workforce heightens the imperative that we remain creative and competitive in our recruitment efforts, and that we provide a workplace that is inclusive of women and which does not require them to leave aspects of their identity in the car park in order to thrive – the cost of replacing staff is equivalent to 1.5 times their salary, more if they are senior staff.

Financial remuneration is generally not the primary reason why women leave organisations. Factors causing women to leave include staff behaviour that is not inclusive or respectful; perceptions of fairness; career prospects; respect and recognition; organisational values. Creating an Inclusive Campus Culture is a current initiative addressing these and supported by the executive.

The University has focussed on attracting women to senior leadership roles recognising that organisations with the highest representation of women in their senior management teams achieved significantly higher return on investment than those with the lowest female representation. The University is also mindful of the fact that when you improve the workplace for women, you actually improve it for all staff – positively impacting productivity, staff satisfaction and retention.

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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 email. 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.

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 head- count, not full-time equivalents, needs to be provided in the employee numbers in the profile.

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The University of Western Australia Workplace Profile 2011:

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b) Complete information in relation to each EOCFW criterion

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 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.

There are four overarching priorities in the UWA Strategic Plan 2009-2013, one of which is to develop our people and resources. This priority is underpinned by the core value (also articulated in the Strategic Plan) of equity and merit as the fundamental principles for the achievement of the full potential of all staff and students . Both the priority and the principle achieve concrete form in the UWA Operational Priorities Plan (OPP) that translates the broad directions articulated in the Strategic Plan into more concrete objectives and strategies devised to achieve those objectives. The OPP facilitates the achievement of these objectives through guiding the preferential allocation of resources to the strategies adopted. The OPP lies at the centre of the University’s Cycle of Planning and Accountability and all local area planning and activities are derived from the objectives its sets out for the University.

The University’s Operational Priorities Plan places a requirement on Deans and Directors to assess their area-specific gender equity performance and set broad targets, especially in disciplines where there are few or no academic women. The University’s OPP guides the development of specific performance indicators, where gender equity aspirations are articulated. Having equity and access objectives identified at all levels of the University’s Cycle of Planning and Accountability is one of the most effective methods for identifying and dismantling structural barriers that impeded the progress of women.

Specific implementation strategies identified in the OPP (or arising out of OPP aspirations) that aim address issues of gender equity include:

Create an equitable and diverse workplace

Implement a holistic Health and Wellbeing strategy including promotion of flexible work and leave practices and the achievement of Life Balance

Implementation of the Inclusive Workplace Culture strategy to address perceptions of bullying and other non-inclusive behaviour

Regular Pay Equity audits and an annual analysis of discretionary allowances by gender, level and quantum

Specific gender equity measurements include improvements in the both representation of women at School and Faculty/Divisional level, in levels of leadership, and the Equity Index score for women and men (measure of distribution).

ii) Does the organisation’s strategy for advancing women and their representation in management / senior management include the following? Actual numbers are required.

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Yes No*No. of women

currently accessing program

No. of men currently accessing

program

Succession planning No

Mentoring Yes 32 in women’s only program

0

Networking Yes 203 173

Multi-skilling opportunities(staff on secondment or receiving higher duties allowances)

Yes 331 116

Line management experience (refers to Professional staff – ‘line management’ not a feature of academic staff hierarchy)

Yes 78 promoted, recruited or reclassified into line management

45 promoted, recruited or reclassified into line management

Stretch assignment opportunities (definition provided at the end of this application)

Yes 29 – higher duties in current role

44 – higher duties in current role

Career development training/ education

Yes 1598 787

Leadership development training/ Yes 245 244

iii) Provide details of the above-mentioned career development training/education and leadership development training/education available to men and women.

Career / Leadership Development options for staff include:

Leadership Development for Women program – I year program, includes a mentor, a peer learning group, skills acquisition, networkingSenior Leadership Day 2011: – Leadership day for all senior UWA staffLeading Managers Excellence in University Supervision and Management program (academic and professional staff, men and women)Career Development Workshop – Open to all University staffPreparing for Academic Promotion - (men and women)Leading IT program – Faculty/Division specific program for male and female professional staff in IT rolesApplying for Jobs - Interview Tips/Selection Panels – (men and women)Career Opportunities for Professional Staff – (majority female staff)

Leadership Networks:Senior Women’s Network – a forum for senior women to explore emergent issues and to interact with members of the executiveTalking Heads – a Head of School network encouraging open dialogue and the sharing of knowledge (majority male staff)Food for Talk – a forum for faculty and school managers to explore their challenges and seek guidance (majority female staff)

iv) Do all staff and managers receive performance appraisals at least once a year?Yes No

Yes

v) Are results from the performance appraisals analysed by gender?No

No

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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, email updates.

iii) Provide details of the induction training and refresher education/training offered by the organisation.

Induction Training:

Since 2004, the University has ensured that all commencing staff receive a copy of the University’s Code of Ethics/Code of Conduct that forms part of their employment contract. Signing the contract confirms they have read the Codes and agree to abide by the expectations for lawful and ethical conduct. The Codes make explicit reference to sexual harassment, workplace discrimination and bullying and direct staff to relevant polices. Staff are also made aware of the possible consequences for confirmed cases of breaches of the Codes and attendant policies.

The Codes are highlighted at the two New Staff Orientations held annually, as well as at local inductions.

Refresher Training / Education:

The Codes are also provided to staff participating in a range of supervisor/management/leadership training and other staff development opportunities. All leadership development programs contain sessions on the University’s expectations around ethical behaviour, and the importance of leadership and effective management in this regard.

The Code of Ethics is updated annually, and every second year a revised copy is posted to the workplaces of all University staff with a covering letter from the Senior Deputy Vice Chancellor impressing upon staff their responsibility for maintaining inclusive and lawful conduct towards others. The updated Code of Ethics was mailed to all staff in February 2010 with a covering letter from the Vice Chancellor.

All staff are required to participate in a Professional Development Review (PDR) annually. The PDR requires all managers/supervisors of staff to assess their own and their staff’s performance against a set of ‘core dimensions’ of conduct that apply to all employees. The dimensions include expectations around self-management and contribution to an inclusive culture, and provide the trigger for further discussion around ethical and unethical conduct, including sex based harassment and bullying. All staff and levels of management have been provided with PDR workshops in the past two years.

The UWA intranet provides separate self-paced DVDs for staff and management on Workplace Bullying, Sexual Harassment and Workplace Discrimination. In addition, the prevention of sex based harassment is covered in detail in the core session of the Leadership Development for Women programme, and in the Ally workshops (focussing on rights and obligations regarding sexual orientation and gender identity)

Sexual harassment is mentioned specifically in the University’s Collective Agreements, stating that proven instances of such behaviour will constitute ‘serious misconduct’.

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.

X

X

X

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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.

Vice Chancellor’s Equity and Diversity Advisory Committee

Chair: Senior Deputy Vice Chancellor

Dean, Faculty of Arts, Humanities and Social Sciences

Director, UWA Press

Director, Institute of Agriculture

Director, Human Resources

Director, Student Services

Associate Director, Equity and Diversity

General Manager, Radio Astronomy Research

Head of Discipline, Business School

Dean, Graduate Research School

Associate Director, Research Development

Staff Member, Faculty of Law *

Staff Member, School of Social and Cultural Studies *

Principal Advisor, International Relations *

President NTEU *

Executive Officer, Senior Diversity Officer *

* denotes non management staff

iii) 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.

iv) 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:

X

X

X

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*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.

The composition of the University Senate (the Board) is highly structured and not determined by either the University or the Senate. A significant majority of Senate is comprised of elected members serving a four year term with the possibility of re-election. Each year sees a change of several Senate members as terms expire and others are elected. Only four members of the Senate are appointed, these appointments being made by the W.A. Governor. For these reasons, the gender representation of the Senate is not a standing item at Executive, the Senate or the VC’s Equity and Diversity Committee.

The UWA Executive proactively raises strategic gender equity issues either at their regular meetings, or with their direct reports. Both the Director of Human Resources and the Associate Director Equity and Diversity report directly to the Senior Deputy Vice Chancellor (who has been delegated overall responsibility for staffing issues) and gender issues such as pay equity and the representation of women in senior roles are raised in this forum, as well as at the VC’s Equity and Diversity Committee.

vi) The VC must demonstrate his commitment to staff in addressing gender pay equity (refer Criterion 6). How does he specifically demonstrate this commitment? Please provide details of the communication to staff.

In 2008/2009 UWA conducted its first full pay equity audit, examining total salary (this was prior to this analysis being an element of external reporting obligations). The audit established no significant gaps at level, and overall pay gaps primarily attributable to the skewed distribution of male and female staff across salary bands.

The results of this analysis were presented to the Vice Chancellor’s Equity and Diversity Committee and, subsequently, at the Vice Chancellor’s Advisory Group, the University’s most senior management group and chaired by the Vice Chancellor. Having the analysis discussed at this forum sent a strong message to University management that the VC was engaged with the issue of pay equity, and wanted the matter addressed. The VC has also given approval for the publication of a research article about the pay equity analysis process at UWA.

A subsequent analysis was conducted on the ‘over award’ elements of staff salary, specifically the receipt of discretionary allowances. This analysis established that the offering of discretionary allowances tended to privilege male employees, but that this trend was not significant when adjusted for the ‘professor effect’ (the trend for more senior staff to be in receipt of more discretionary allowances as part of a reward and recognition system that encourages less senior meritorious staff to try for promotion.

This analysis led to a review of the way discretionary allowances were determined and conferred at UWA, with stronger requirements for transparency, consistency and greater attention to ensuring gender parity in the receipt of such allowances.

UWA has just commenced its second comprehensive pay equity audit, and will again be conducting an analysis of the number and quantum of discretionary allowances paid to male and female staff. The University believes there is a trend developing of more ‘agreed rate’ contracts are being offered to staff in roles outside the traditional university classification system, and that this should also be monitored for gender equity considerations.

The Vice Chancellor’s commitment to pay equity is indicated by the fact that the University’s Collective Agreements 2010 (and thereafter) contain a commitment to pay equity and a recognition of the importance collecting and collating data relating to staff employment and salaries to enable effective analysis of gender pay equity.

vii) The VC must demonstrate his commitment to staff in achieving appropriate representation of women in management and senior management. How does he specifically demonstrate this commitment? Please provide details of the communication to staff.

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Committee chaired by CEO or direct report Executive meetings Board meetings

Yes No* Yes No* Yes No*

Gender pay equity: X X X

Representation of women in senior/executive management:

X X X

Representation of women on the organisation’s Board:

X X X

The Vice Chancellor has driven the University’s gender equity endeavours for the past two decades: a sustained focus that has served to position the institution as one of the national leaders in gender equity initiatives and achievements. In the mid to late 1990’s the VC as Deputy Vice Chancellor (with overall responsibility for all staffing matters) instituted the Reviews of the Position of Women. The wide ranging, controversial and very public Reviews served to reveal and highlight systemic and attitudinal barriers at UWA that were impeding the opportunities for female staff to thrive and succeed in their endeavours. The VC (as DVC) was the ‘face’ of these Reviews. He travelled the campus gathering comments and constructive feedback, and it was his commitment that helped to bring others on board. The Reviews led to wide sweeping changes that dismantled structural barriers and changed attitudes and approaches to the achievement of gender equity.

One such change instituted by the VC (as DVC) was the overhaul of the academic promotion process – the process now contains the 10 elements of a good practice academic promotions process as described in Australian research. Academic women continue to demonstrate generally higher application and success rates than their male counterparts, and each year the number of women in senior academic roles has increased.

The VC was also the initiator and institutional supporter of the Leadership Development for Women programme which began in 1994 and is now the longest running and most successful programme of tis type in the Australian higher education sector and beyond. The VC is now the patron of the LDW programme and attends every launch as well as the Peer Learning presentations that close the year long programme. He continues to mentor women from the programme.

Over the years the VC has:

funded affirmative action appointments of women into disciplines where they had little or no representation (e.g. first female Professor of Chemistry in Australia);

presided over the appointment processes that have seen academic women predominate in senior academic leadership roles despite these women still comprising only 16.4% of the Professoriate (the level at which these appointments are typically made);

has guided the appointment of women into strategic and influential roles such as Chair of Science Education and Chair of Engineering Education (two major discipline areas with an under representation of female staff and students);

supported the establishment of the Centre for Indigenous History and the Arts (1997) and made the groundbreaking appointment of the inaugural Professorial Fellow for Indigenous History and the Arts. This was coupled with his unswerving support for the Centre for Aboriginal Programmes (later renamed the School for Indigenous Studies) and the promotion of the School’s Director to the status of Dean. It is worth noting that the School, from its creation 21 years ago, has always had strong female leadership.

overseen historic appointments including the appointment of the University’s first gender balanced executive (2003 – 2006), the University’s first female Senior Deputy Vice Chancellor (2003 – 2008), the first female Executive Director Finance and Resources (2004); the first female Pro Vice Chancellor Teaching and Learning (2006), first female Chair of the Academic Board (2007), the first female Deputy Vice Chancellor (Research) 2009 and only the second woman in the University’s history to hold the position of University Librarian (2010).

viii) In addition to the above, the VC must demonstrate that 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 VC mentor women? X The VC is the member of executive who has mentored the most number of women (11) from the Leadership Development for Women programme. This mentorship generally continues after the one year programme has ceased.

b) Does he speak publicly on the importance of women’s advancement to the business/ organisation?

X One example from many. The VC hosts and speaks at each International Women’s day event, and this year (his last IWD event before retirement) he was the Guest of Honour. The ceremony focussed on the VC’s substantial achievements as a champion of gender equity. The VC has also been asked to speak about gender equity, and the UWA approach, to organisations

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across Australia.

c) Does the VC attend meetings of any women’s network, diversity committee / council, or equivalent forum?

X The VC attends the annual opening reception event for the Leadership Development for Women programme as well as the Peer Learning presentations that close the program. The VC also addresses the Senior Women’s Network when invited and available.

d) Does the VC hold his direct reports accountable for outcomes for women?

X The VC holds executive members accountable for outcomes for women in their areas of operation. Additionally, the Senior Deputy Vice Chancellor is held responsible for the oversight of staffing matters. The Deans, Director Human Resources and other key staff report to the SDVC on the achievement of the University’s strategic objectives, including gender equity

e) Does the VC utilise flexible working arrangements himself?

X To a limited degree. Staff are advised of VC’s extended absences (sometimes on leave), and acting arrangements announced. VC is often away from campus for short periods, holding a number of national and international leadership roles – most staff would not be aware whether absences were for work or flexibility. The reality is the VC is widely known for his prodigious capacity for his roles, while supporting the flexible work practices of others.

The VC is regularly seen walking his dog on campus out of hours, an activity that helps to highlight ways in which he seeks balance in his extraordinarily busy schedule.

f) Provide details below of other actions that demonstrate to staff that the VC is a champion of equal opportunity for women.

The Vice Chancellor has occupied the two most senior leadership roles at UWA for 20 years, first as Deputy Vice Chancellor (DVC) from 1993 to 2003, and VC since. He has been a constant driver of gender equity reforms and strategic initiatives during those two decades. He initiated the Reviews on the Position of Women at UWA in the late 1990’s, and oversaw the significant structural and cultural changes arising out of those Reviews. He has been a constant on the UWA landscape around all gender equity initiatives and, as the DVC was responsible for all staffing matters including the funding of affirmative action appointments of women. As DVC and now VC he has been a visible guest at all the ‘women’s events’ he can attend, including establishing and attending the Centenary Trust for Women events: a Centenary fundraising initiative that provides scholarships and other support to assist eligible women who cannot afford to begin or continue their university education.

Recognising that ‘women’ are not a homogenous group, the Vice-Chancellor has also been assiduous in championing other initiatives that support a diverse workforce. The VC has been the University’s champion of staff and students of diverse sexual orientations and gender identities since launching the UWA Ally program in 2002. He was also the first Australian University figurehead to say ‘sorry’ on the inaugural national Sorry Day in 1998.

The Vice Chancellor was recognised with a national accolade in 2009 - the inaugural Diversity@Work Diversity and Inclusion Champion award, in recognition of his achievements championing gender equity and the value of diversity at an institutional level as well as nationally.

This year, in the information booklet sent to prospective applicants for the VC’s position, an early paragraph highlighted the University’s commitment to equity and the incumbent’s achievements in that regard.

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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.

All four members of the VC’s executive team have specific functions related to the University’s equity and diversity aspirations. Additionally, the University Senate annually consider a Strategic Staffing Issues paper scoping strategic issues including gender equity in all of the ways in which it is a consideration.

It is the University Executive who drive forward institution-wide initiatives that work towards gender equity, including the rollout of regular performance development reviews and appraisals, embedding the principles of achievement relative to opportunity in all staff development and evaluation processes, supporting the University’s commitment to flexible work and leave practices, and in supporting the University’s Inclusive Culture campaign.

x) In demonstrating how line managers are held accountable for equal opportunity for women, answer the following:

Yes No Details

a) Are equal opportunity for women indicators included in line managers’ performance reviews?

X Included in annual reviews of Executive members, Deans of Faculty and Divisional Directors

b) Are equal opportunity for women indicators included in line managers’ pay reviews?

X The University does not have a ‘bonus culture’. Salaries are determined though the classification system

c) Provide details on other ways in which line managers are held accountable for equal opportunity for women.

They manage the workplace culture, are accountable for performance indicators and must ensure staff are positioned and developed appropriately. They are expected to identify women for development and promotion, particularly when development opportunities are offered within specific Faculties/Divisions. They are also required to provide a gender overview of rewards and recognition within the local area, when recommending a discretionary allowance for a member of that staff

Criterion 6: An organisation must deliver improved outcomes for women and the business

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? Up to 36 weeks paid leave for Primary Carer, depending on length of service, with 26 weeks minimum entitlement

b. What is your organisation’s eligibility period? Accrue 12 months service by date of birth. Staff with less service entitled to unpaid leave

2. Part-Time Work and Flexible Working ArrangementsYes No

X

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i) Does your organisation have a formal process for reviewing requests for part- time and flexible working arrangements?

The Flexible Work and Leave Practices policy requires that if a request for flexibility is refused, reasons for refusal must be provided in writing. Staff then can seek a review of decision making by the Director of HR

X

ii) How many women and how many men requested part-time or flexible working arrangements in the last year?

Women Men

This data not

available

This data not available

iii) How many women and how many men were granted requests for part-time or flexible working arrangements in the last year?

Women Men

86 32

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.

a. Number of part-time female managers/leaders/heads of department?

90

b. How many female managers/leaders/heads of department requested part-time work this year?

This data is not collected centrally. No requests were received by the Director of HR to review requests declined at the local work area.

This data not available

d. How many part-time requests from female managers/leaders/heads of department were granted?

This figure is an estimation, based on change of FTE data, since requests for flexible work practices are not managed or collated centrally

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iv) 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?

The University consistently sends the message, through all levels of management, that it supports flexible work and leave practices and has a policy that unequivocally supports the take up of part time work and other flexible options at any level of employment. The Collective Agreements also enshrine the right of any staff member to return to work part time after parental leave. The Parental Leave booklet, sent to all staff applying for parental or partner leave, also explicitly details the rights of staff to work flexibly, as does the HR web page that describes the University’s approach to flexible work and leave practices and provides tips and tools for the management of such practices.

It is worthwhile noting that there are many examples of women working less than full time in both management and non management roles at UWA and that for a decade the visible senior role of Equity Manager was job shared by two female staff.

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.

In 2008/2009 UWA conducted its first full pay equity analysis. On the basis of this analysis, which showed minimal gaps at each classification level and overall pay gaps primarily caused by skewed distribution of male and female employees, the University in 2010 determined to conduct a further analysis of the discretionary allowances paid to staff. This analysis established that discretionary allowances tended to privilege male employees, but that this trend was not significant when the data was adjusted for the ‘professor effect’, the trend for more senior staff to be in receipt of allowances in keeping with a reward and recognition system that encouraged less senior staff to apply for promotion.

In 2010 an analysis was also conducted on the salaries of casual staff, using 2009 whole of year data. This analysis indicated no

X

X

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significant gap between the salaries paid to male and female casual staff; a representation of male and female casual staff in keeping with their representation overall within the staffing classifications (Academic, General, Childcare, ELICOS); and that casual staff comprise a small proportion of the UWA workforce with UWA having one of the lowest casualisation rates in the sector.

The University has just commenced its second full pay equity analysis (September 2011) and will use a similar methodology to that adopted for the 2008/09 analysis. In this second analysis, further scrutiny will be given to those staff employed on ‘agreed rates’, i.e. agreed rates of salary outside of the UWA classification system. The trend is for more staff to be employed on agreed rates due, in part, to the creation of roles that are industry focussed/based and as such do not fit neatly into the role classification system at UWA. Because these roles are outwardly focussed and industry based, the salaries offered must be competitive and in line with industry, most particularly the resources sector. While this is a valid and necessary recruitment process, the reality is that the majority of staff on agreed rates are male and agreed rate salaries tend to be considerably higher than those offered to staff through the classification system. This trend will be monitored through the pay equity analysis.

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.

Yes No

NOT YET

Not yet. However, there has been in principle agreement from the Director of Human Resources that such an analysis will be conducted, most probably in the coming year and using the draft Gender Neutral Job Evaluation Standard as a procedural guide.

iii) Is gender pay equity included in your remuneration policy as a stated objective? If yes, provide details below.

Yes No

X

UWA does not have a Remuneration Policy, but in recent times has reviewed its policies and practices around discretionary allowances (which is a factor that contributes to the pay equity gap at UWA) and has amended practice as a result, requiring greater transparency and consistency in the allocation of these allowances. Senior management from next year will also be required to provide a report on all allowances offered, by gender of recipient and quantum offered.

It has been suggested that, with the new Vice Chancellor taking office in January 2012, a Remuneration Committee will be formed to provide a greater level of whole of organisation scrutiny and direction to UWA remuneration practices.

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

NO

We do not yet believe we are in a position to fully explain the pay equity gap at UWA. To date, analysis of data suggests that the most significant factor in the creation of the pay gap is the skewed distribution of men and women in both the academic and professional staffing streams. The previous analysis of discretionary allowances showed a trend to men being more frequent recipients than women, which is consistent with the unequal distribution of men and women in senior roles, although the trend was not deemed significant.

It is anticipated that a gender inclusive job evaluation exercise might also provide insights into the pay equity gap, particularly in the professional staffing stream where women comprise the significant majority, but where they may also be classified in a narrower suite of roles that undervalue the complexity of the role and underestimate the skills required to fulfil that role.

v) What is your organisation’s progress in addressing gender pay equity?

The responses above suggest that UWA has made some significant progress in its endeavour to understand our pay equity gap. It is also anticipated that strategies put in place since the first pay equity analysis in 2008, including greater transparency, justification and accountability for the conferring of discretionary allowances will have some impact on the pay gap.

Since the first audit, other challenges have emerged, most notably the increasing use of ‘agreed rates’ when recruiting staff working in Centres closely aligned with industry and the resources sector (see 3.1 above).

It must be acknowledged that fully understanding and successfully addressing the University’s pay equity gaps is a long-term process.

In 2010/2011 the University finalised the most recent iterations of its four Collective Agreements. The Agreements contain an explicit commitment to gender pay equity, and the importance of collecting and collating data regarding staff employment and salaries to enable effective analysis of gender pay equity. These Agreements which are legal documents are signed by the Vice Chancellor before being lodged with Fair Work Australia. Emails to all staff, a dedicated web page and a series of staff and management briefings follow the signing of a new iteration of a Collective Agreement.

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

Yes No

X

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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.

Yes No Details

Do you analyse starting salaries specifically by gender?

XThe vast majority of staff are employed under the Academic or Professional staffing classification systems. Appointments are made to a salary band within this system, and individual applicants may negotiate a starting salary within the advertised band, depending on experience and expertise.

Do you analyse salaries on promotion specifically by gender?

XA similar rationale applies here as above. Promotion is to the next classification level, and ordinarily is to the first salary rung of the next level.

Do you analyse performance bonuses specifically by gender?

Not Yet

This will commence as of next year once the practice of annual reports from Deans of Faculty and Directors of sections is fully implemented. Senior managers will be required to quantify the number of staff by gender receiving a discretionary allowance.

There may also be the opportunity to identify bonus payments through the current pay equity analysis, and if this is the case, an analysis will be conducted by gender.

Do you analyse elements of remuneration additional to base pay specifically by gender?

XThis is a fundamental component of our pay equity analysis. Our first analysis of discretionary allowances showed a trend toward these being received by men more frequently than women, although the analysis showed this trend was not significant.

Do you analyse the annual salary review increases specifically by gender?

XSalaries are determined by classification structure and level. Professional staff at the top of their classification (and salary) level are entitled to apply for Salary Progression (movement to the next salary band when performance is sustained). These applications are managed by a central committee and data analysed by gender. Women continue to be the dominant recipients, indicative of their overall representation in this staffing stream, and their relative lack of promotion opportunities given low staff turnover.

viii) In the table below, organisations must provide:

a) an explanation for any salary gaps level-by-level and overall as documented in the Workplace Profile at the beginning of this document;

andb) details of strategies and actions being taken to address pay equity issues.

Level-by-level Gaps: (Please add as many rows as needed to account for level-by-level gaps)

Explanation and analysis:

Academic Staffing Stream

Professional Staffing Stream

No gaps in the academic staffing stream at levels A-E higher than 1.79% (level A)

No gaps in the professional staffing stream at levels 1-10 higher than 6.5% (level 10). A more significant gap exists at level 10+ (8.19%) in favour of women. Level 10+ includes non academic members of the executive as well as Directors.

Strategy and actions to address gaps:

The over representation of women in the professional staffing stream is a concern in terms of ensuring diversity of input and perspective. Their relative under representation in the most senior levels (levels 10 and 10+) is something that is being addressed over time.

The Universities efforts to ensure that discretionary allowances are consistently applied, transparent in their application and mindful of pay equity

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principles is anticipated to ensure that the pay gaps at levels 10 and 10+ are addressed.

Overall Gap:

Explanation and analysis: Academic Staff – 11.64%

The overall gap for academic staff, and possible gaps in senior roles outside the classification structure, will continue to be monitored in the second full pay equity audit which has just commenced. The representation of academic women in senior leadership roles is monitored annually, and the proposed annual review of discretionary allowances (where the major source of the pay gaps appear to arise) will include pay equity considerations.

More difficult to address are the historical and structural issues influencing the predominance on men in senior roles within the university that contributes to the overall gaps within both the academic and professional staffing streams.

Nevertheless, it is anticipated that new approaches to reward, recognition and development arising out of the review of discretionary allowances; the impact of developing workforce and succession planning activity; and the embedding of the principles around the consideration of achievement relative to opportunity, amount to a significant cultural shift that should result in better positioning and recognition of female academic staff.

Professional Staff – 3.47%

The gaps at levels 10 and 10+ will be monitored annually, particularly with respect to allowances paid by gender, and the changes to women’s representation at these levels.

As noted above it is anticipated that new approaches to reward, recognition and development arising out of the review of discretionary allowances; the impact of developing workforce and succession planning activity; and the embedding of the principles around the consideration of achievement relative to opportunity, amount to a significant cultural shift that should result in better positioning and recognition of both female professional and academic staff

Strategy and actions to address gaps:

Regular pay equity audits.

Particular analysis by gender and quantum of discretionary allowances (over award payments) and more scrutiny over who is offered such an allowance and why.

Particular analysis by gender and level of staff recruited on ‘agreed rates’ (i.e. outside the classification systems).

Conducting a gender inclusive job analysis of roles in the professional staffing stream may reveal a disparity in the current evaluation of tasks and roles by gender, and may provide more insight about the causes of the overall pay equity gap in the professional staffing stream.

4. Increasing the Representation of Women In Management

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5. Other Outcomes for Women

i) Provide details and supporting statistics below in the form of NUMBERS, not percentages, on ALL of the following:

ii) Outline below other outcomes that have been achieved for women over the past year.

Women have comprised the majority of the professional staffing stream for many years (currently 66%). While distribution of women across the classification bands has been improving over time, they were still relatively underrepresented at Levels 10 and 10+. This year women for the first time occupy 55% of Level 10 positions and 53% of the 10+ positions in the professional staffing stream.

The University has enabled more academic staff to move to Teaching Intensive roles, and this year the number of staff in such roles has almost doubled (64 to 118 staff). The majority of teaching Intensive staff are women (57%). Supporting staff to move into Teaching Intensive roles is a strategy that particularly benefits women since they are more likely, particularly in early stages of

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Increased Decreased Same

i) Has the percentage of female managers /leaders/heads of department changed from last year?

If so, by how much?

X

%

ii) Does the organisation have a target for increasing female managers/ leaders/heads of department?

If so, what is the target and what is the target date?

Yes No X

%

iii) Where the percentage of female managers has decreased or remained the same, please explain why: Despite organisational change processes occurring in some faculties, the overall percentage of female managers has remained the same. This is due to the relatively small number of managerial positions available overall, and the fact that there is little movement of staff in such positions.

Increased Decreased Same

i) Has the percentage of female executive managers changed from last year?

If so, by how much?

X

%

ii) Does the organisation have a target for increasing female executive managers?

If so, what is the target and what is the target date?

Yes No X

%

iii) Where the percentage of female executive managers has decreased or remained the same, please explain why: The percentage remains the same as there are very few positions at this level and there has been little movement of staff in those positions in recent years.

No. of women No. of menRecruited into non-traditional roles (definition provided at the end of this application)

0 1

Promoted or recruited into line manager roles (definition provided at the end of this application )

78 45

Exited the organisation 345 269

Took parental leave 98 1

Returned after parental leave full-time 54 1

Returned after parental leave part-time 44 0

Resigned after parental leave 18 0

their career, to want to limit the breadth of their role while they are also managing caring responsibilities. While there may be issues with creating Teaching Intensive roles unless clear career pathways are also developed and encouraged, nevertheless this initiative is in many ways a supporting strategy for women to enable them to better manage the pace of their career at a time when they might most need it.

The University opened an additional Early Learning Centre on campus, providing places for 100 children. The Centre also has breastfeeding facilities for female members of staff and students to use, even if their infant is not enrolled at the Centre.

The University’s commitment to pay equity, and the importance collecting and collating data relating to staff employment and salaries to enable effective analysis of gender pay equity, was enshrined in the UWA Collective Agreements in 2010. The University’s second comprehensive pay equity audit is currently being undertaken. The Director of Human Resources has also offered in principle agreement to conducting a Gender Inclusive Jon Analysis exercise in 2012 (subject to resources). In addition, the principle of achievement relative to opportunity is gradually being embedded into the University’s policy environment and is to be adopted as a key principle for the University’s Workload Model. All these developments suggest the University is committed to dismantling structural barriers that may be an impediment to women’s progress, and to revising the way things are traditionally done in order to better meet the needs of female staff.’

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Organisational Details Cover SheetTo be completed and attached to EACH APPLICATION

1. ORGANISATION’S DETAILS

Legal name of your organisation: The University of Western AustraliaTrading name (if applicable): The University of Western AustraliaTotal No. of employees: ABN: 37882817280ASX Codes for Orgs listed on Aust Securities ExchangeANZSIC Code AND Industry Description(refer www.abs.gov.au):

8431 Higher Education

Postal address:M464, 35 Stirling Hwy CRAWLEY State: WA Postcode: 6009

Switchboard No: 6488 6000 Facsimile No:Physical address: 35 Stirling Hwy, CRAWLEY State: WA Postcode: 6009

2. CONFIRM YOUR ORGANISATION’S HIERARCHY DETAILS BY COMPLETING BELOW

Name of the ultimate AUSTRALIAN Parent Company for your organisation/s?

List ALL organisations covered in this Application (if too many to list here, please attach a separate document):

Have there been changes to ANY of your organisations since your last application/report? (If yes, detail below): NO X

Reason For Change Previous Org Name New (Current) Org Name

a) Change of Name:

b) Sold:

Org Name Name & Contact Details of New Owner

c) Ceased Trading:

Org Name

3. CONTACT INFORMATION

Vice Chancellor Details Report Contact DetailsTitle (eg Ms, Mr, Dr etc): Professor MsFamily Name: Robson HillFirst Name: Alan BeverleyJob Title: Vice Chancellor Associate Director, Equity and DiversityTelephone: 08 6488 3791Facsimile: 08 6488 1046E-mail Address (or PA for CEO): dianna.brookes@uwa.edu.auPostal Address (if different from above): M350EOWA may send your company non-reporting related material from other organisations for the sole purpose of notifying you of relevant equal opportunity information such as lectures, events, programs or publications. If you DO NOT want EOWA to send your Report Contact or CEO this information please advise EOWA by email at eowa@eowa.gov.au

or by phone on (02) 9448 8500.

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