P O Box 712

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

EOWA Employer of Choice for Women(EOCFW)

2010 Application Form(for inclusion on the 2011 EOCFW list)

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EOWA Employer of Choice for Women (EOCFW) Criteria

Listed below are the six EOCFW criteria. The full requirements, including a Workplace Profile and questions under each criterion in this application (from page 5), must be met in order to achieve the EOWA Employer of Choice for Women citation. Supporting statistics must be provided for all claims made in relation to the six 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, casuals and contract staff) on their rights and obligations regarding sex-based harassment including having in place:

a. a comprehensive and transparent sex-based anti-discrimination policy (covering discrimination, harassment and bullying), including an email and Intranet/Internet policy and grievance handling procedure, and

b. sex-based harassment prevention training provided at induction for all staff and all staff must have received refresher education within the last two years.

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 at Executive meetings; andc. include equal opportunity for women as a standing agenda item at Board meetings

and;

The CEO must demonstrate:

a.his/her 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 and the business which must include (but is not limited to):

a. a minimum of 6 week’ paid parental leave after a maximum eligibility period of 12 months service;

b. female managers 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 their 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 The above 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 you are applying for EOCFW.

An All-Staff email sent from Director Human Resources advised of current application and detailed some criteria to be met for EOCFW status

Vice-Chancellor ENDORSEMENT

I, Alan Robson, 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.

_____________________

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 tick this box to confirm that the CEO has signed this application.

X

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Important Instructions 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) for each of the six EOCFW criteria.

So that EOWA can make an informed decision about your 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.

In this application you will be asked to confirm certain requirements. If you are unable to confirm these requirements, your organisation will not be eligible for EOCFW this year.

EOWA may seek further information from your organisation and/or ask you to provide evidence that the organisation meets such a requirement.

Applications must be submitted to eocfwapplication@eowa.gov.au by 15 October.

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 the application form states “an organisation must…” organisations that do not have the required program/activity in place will not be eligible for EOCFW this year.

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.

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Workplace ProfileUWA Annualised Full Salary by Level

F M F M F MA 171 157 328 11,330,339 10,427,041 21,757,380 66,259.29 66,414.27 66,333.48 99.77% 0.23%

B 213 223 436 17,633,407 18,333,017 35,966,424 82,785.95 82,210.84 82,491.80 100.70% -0.70%

C 142 208 350 14,140,744 21,035,116 35,175,860 99,582.70 101,130.37 100,502.46 98.47% 1.53%

D 65 167 232 7,585,639 19,691,529 27,277,168 116,702.14 117,913.35 117,574.00 98.97% 1.03%

E 34 179 213 4,789,070 25,213,045 30,002,115 140,855.00 140,855.00 140,855.00 100.00% 0.00%

625 934 1,559 55,479,199 94,699,748 150,178,947 88,766.72 101,391.59 96,330.31 87.55% 12.45%

1 157 136 293 5,778,350 4,982,579 10,760,929 36,804.78 36,636.61 36,726.72 100.46% -0.46%

2 273 160 433 10,754,991 6,289,616 17,044,607 39,395.57 39,310.10 39,363.99 100.22% -0.22%

3 572 320 892 24,246,841 13,447,116 37,693,957 42,389.58 42,022.24 42,257.80 100.87% -0.87%

4 566 254 820 27,719,192 12,392,883 40,112,075 48,973.84 48,790.88 48,917.16 100.37% -0.37%

5 622 232 854 33,706,615 12,551,768 46,258,383 54,190.70 54,102.45 54,166.72 100.16% -0.16%

6 341 196 537 20,905,594 12,106,609 33,012,203 61,306.73 61,768.41 61,475.24 99.25% 0.75%

7 191 138 329 13,309,999 9,650,372 22,960,371 69,685.86 69,930.23 69,788.36 99.65% 0.35%

8 120 74 194 9,261,750 5,798,677 15,060,427 77,181.25 78,360.50 77,631.07 98.50% 1.50%

9 50 39 89 4,394,410 3,438,441 7,832,851 87,888.20 88,165.15 88,009.56 99.69% 0.31%

10 37 48 85 3,852,422 5,340,024 9,192,446 104,119.51 111,250.50 108,146.42 93.59% 6.41%

10+ 3 4 7 536,410 709,468 1,245,878 178,803.33 177,367.00 177,982.57 100.81% -0.81%

2,932 1,601 4,533 154,466,574 86,707,553 241,174,127 52,683.01 54,158.37 53,204.09 97.28% 2.72%

3,557 2,535 6,092 209,945,773 181,407,301 391,353,074 59,023.27 71,561.07 64,240.49 82.48% 17.52%

UWA 2009 Pay Equity

AWARD LEVELStaff numbers Total Salary Average Salary % of Female to

Male Average Salary

Average Salary GapGrand Total Grand Total Grand Total

GRAND TOTAL

Academic Staff

Academic Staff Total

Professional Staff

Professional Staff Total

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Criterion 3: An organisation must have in place strategies 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 for women and remove barriers in the

workplace.

The UWA Strategic Plan 2009-2013 contains four overarching strategic priorities, 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 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.

Under the University’s Operational Priorities Plan Deans and Directors are required 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 that aim address issues of gender equity include:

Create an equitable and diverse workplace Implement a holistic Health and Wellness strategy including promotion of flexible work and leave practices and the

achievement of Life Balance Implement an Inclusive Workplace Culture strategy to address perceptions of bullying and other non-inclusive behaviour

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

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

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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,

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Yes No* No. of Women currently accessing program

No. of Men currently accessing program

Succession planning NO *

Mentoring YES 38 in women’s only development programs

30+ in Faculty specific programs

25 + in Faculty specific programs

Networking - (includes staff attending multiple events)

YES 285 in women’s only networking events (multiple attendances)

131+ in Faculty specific programs

438 +

Multi-skilling opportunities Yes 247+ on secondment or receiving higher duties allowance

97+ on secondment or receiving higher duties allowance

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

Yes 45+ promoted, recruited or reclassified into line management

25 + promoted, recruited, or reclassified into line management

Stretch assignment opportunities Yes 58+ receiving higher duties allowance whilst maintaining current role

49+ receiving higher duties allowance whilst maintaining current role

Career development training/ education

Yes 2469 + (includes multiple attendances)

96 professional staff women also received a grant to access external development opportunities

740 + (includes multiple attendances)

33 professional staff men also received a grant to access external development opportunities

Leadership development training/ education

Yes 200 + including participation in women’s only development program and others

249

Other strategies the organisation has in place for advancing women

Yes Will have relevance for all staff who work ‘non traditionally’

Will have relevance for all staff who work ‘non traditionally’

If you answered YES to Other Strategies, above, please provide details :

UWA, in partnership with the 7 other Group of 8 Research Intensive universities has developed a discussion paper on the concept of Consideration of Merit Relative to Opportunity (MR2O). It is intended that this concept (already in the academic promotion process) will be embedded in processes that evaluate staff performance, and be used in instances where staff development and career needs are considered. The MR2O principles encourage a more finely calibrated assessment of merit, recognising that traditional modes of work in the higher education sector (full time with unbroken, linear career path) are increasingly being replaced by dual careers, delayed and interrupted careers, and an increasing demand for flexible part time work. Female staff are more likely to access a non-traditional career path, and tools that are more sophisticated are needed to offer a more finely tuned assessment of the merit. Embedding the principles of MR20 will also assist this organisation to straddle the impending ‘generation gap’ within our workforce. With the infusion of more Gen Y staff and the retirement of an aging population it is entirely likely that traditional approaches to work, and the expectations about the norms of work, will be more inclusive of ‘non traditional’ career paths and ways of work. This is a particularly important consideration in the replenishment of our academic workforce and it is recognised that these shifting approaches will be of particular benefit to female staff.

* If you have answered NO to any of the above, you must provide reasons why these initiatives are not in place in your organisation

* A Workforce Planner has been recruited and is developing a framework for workforce planning including succession planning and the management of an aging workforce. In some Faculties, and in some Schools, succession planning is underway, with a particular focus on replenishment of the academic workforce and the promotion of women. This process will gain momentum in the coming year.

networkingSenior Leadership Day: Looking forward, looking out – Leadership day for all senior UWA staffHeads Up – a leadership development program for heads of School (overwhelmingly male), admits limited participation from ‘aspirant Heads’ and women are targeted for these placesOn Track - Faculty specific development program for early to mid career academics (men and women)Pathways to Leadership – Faculty/Division specific leadership development for senior professional staff (men and women)Leading IT program – Faculty/Division specific program for male and female professional staff in IT rolesLeading Managers - offers excellence in the management and supervision of others (academic and professional staff, men and women)Career Development Workshop – Open to professional staff (men and women)Career Opportunities for Professional Staff – men and womenPreparing for Academic Promotion - (men and women)Applying for Jobs - Interview Tips/Selection Panels – (men and women)

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

X

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

X not at institutional level

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Criterion 4: An organisation must educate all employees (including managers, casuals 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 (covering discrimination, harassment and bullying), including an Email and Intranet/Internet policy and grievance handling procedure. 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, contract staff and casual staff), and all staff (including management, contract staff and casual 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.

Since 2004, the University has made a practice of ensuring 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, and is 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.

The UWA intranet provides separate self-paced DVDs for staff and management on Workplace Bullying, Sexual Harassment and Workplace Discrimination.

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

iv) Does the organisation currently have any matters relating to gender discrimination or harassment in external courts or tribunals?

YES NO

Xv) If you answered YES to part iv) above, please provide details of matter/s below.

N/A

vi) Has the organisation had any rulings made against it relating to gender discrimination or harassment over the last three years?

Yes No

Xvii) If you answered YES to part vi) above, please provide details of the matter/s below and detail what steps the

organisation has taken to ensure this does not recur. N/A

# Organisations which have unresolved cases or rulings against them at the time the EOCFW list is finalised in February, may not be included on the list for that year. Applicant organisations MUST contact EOWA on lodgement of this application if there is a current outstanding case or if, at any other time, a case is lodged.

X

X

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Criterion 5: An organisation must have a gender inclusive organisational culture that is championed by the Vice Chancellor, driven by senior executives and holds line managers accountablei) Equal opportunity for women must be a standing agenda item on a committee chaired by

the CEO or his/her direct report. Confirm this 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).

Vice Chancellor’s Equity and Diversity Advisory Committee.

Committee membership, gender balanced, comprises:CHAIR , Senior Deputy Vice Chancellor (reports to Vice Chancellor) EXECUTIVE OFFICER, Senior Diversity Officer Dean of Faculty Arts, Humanities, Social Sciences Dean, Graduate Research School Director, Institute of Advanced Studies Director, Institute of Agriculture Professor, School of Social and Cultural Studies Professor, Head of Discipline, Faculty of Business Professor, Faculty of Law Director, Human Resources Director, Student Services Associate Director, Equity and Diversity Associate Director, Research Development Office General Manager, International Centre for Radio Astronomy Research Principal Advisor, International Relations President, National Tertiary Education Union

iii) Equal opportunity for women must be a standing agenda item at Executive meetings. Confirm this by marking the box on the right.

The UWA Executive DOES NOT have agendas or minutes for their meetings. Gender equity considerations are discussed by Executive in relation to the matters at hand.Nevertheless gender equity considerations are regularly discussed at Executive (two of the six members are women) when there are senior appointments to be made, and these discussions are also conducted at the Search Committee meetings, chaired by the VC or SDVC (and regularly attended by both) – these discussion preceding a very active search which includes the VC or SDVC making direct contact with possible female applicants. The subject also comes up before internal appointments are made, and has resulted in senior female academic staff holding a majority of the senior management positions (outside Faculty) that are held by academic staff, despite the fact that academic women comprise less than 40% of the academic staff overall. A further example of gender equity being discussed proactively by Executive (and effectively acted upon) has been when an organisational change process is about to be embarked upon (at least 3 in 2010) – such processes can lead to redundancies being offered in Faculties. The impact of these processes on the existing gender balance, particularly within the academic staffing stream, is a major consideration. This was evidenced in 2010 when the SDVC substantially funded a Review of the Position of Female Academic Staff within the Faculty of Engineering, Computing and Mathematics that will inform and complement an organisational change process that will be completed in 2011. The Vice Chancellor’s Advisory Group comprising the Executive, Deans of Faculty, the Chief Librarian and the Pro Vice-Chancellors, do bring a gender perspective to a number of the topics discussed at this forum. A recent example has been the discussion on pay equity and the transformation of the way the University assesses and offers discretionary allowances, and in 2011 there will be a discussion at this forum of the principles of Merit/Performance Relative to Opportunity (referred to elsewhere in this EOCFW application) as well as an ongoing discussion at this senior level of how these principles will be implemented and monitored. These discussions are part of a wider discussion about workforce planning and succession planning that the University is addressing proactively,

X

NO

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before it becomes a ‘crisis’.Finally, the VC hosts a Senior Managers’ Forum 4-5 times a year to discuss strategic staffing and student issues. Occasional speakers address this Forum and in 2010 Professor Glenda Strachan from Griffith University was invited to address the group on gender equity in higher education staffing, as well as discuss her current research into achieving gender equity in this sector.iv) Equal opportunity for women must be a standing agenda item at Board (or equivalent)

meetings. Confirm this by marking the box on the right. Perhaps the most important forum that EO for women is raised at is the meetings of the University Senate. The VC’s report to Senate consists of, among other things, a Performance Summary. Performance is benchmarked against the University’s Operational Priorities Plan (which is developed from the Strategic Plan). One of the standing items in the VC’s Performance Summary is Equity and in particular an assessment of the Equity Index scores for female academic and professional staff. EO for women is raised and discussed at EVERY meeting of Senate.In addition Senate annually commissions from Human Resources a Strategic Staffing Issues paper that includes a scoping of strategic gender equity issues facing the University. The paper is considered by the Strategic Resources Committee, a committee of Senate, before being referred to the whole Senate.

YES

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v) Are the following issues included as part of the EO standing agenda items at Committee, Executive and Board meetings:

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 agenda.The Executive does has neither agenda nor minute taker at its meetings. Four of the six members of Executive oversee specific functions related to the University’s equity and diversity aspirations. While considerations around pay equity, the representation and positioning of women, and the possible impact on women of strategic directions being discussed by Executive are discussed, they are not ‘standing items’.

The Executive currently has 2 female and 4 male members including the Vice Chancellor, and has had balanced gender representation in the recent past.

The composition of the University Senate is highly structured and not determined by either the University or the Senate. The 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.

Currently eleven have been elected through Student, Academic and Professional Staff, and Graduate Associations (11). A further member is elected through the Academic Board (1). Only four members of the Senate are appointed, these being made by the WA Governor (4). The Vice Chancellor is an ex officio member (1). There is a capacity to co-opt members, and currently there are three, two male and one female (3).

The Senate currently has 7 female and 14 male members including the Chancellor. In previous years, there has been more balanced gender representation.

vi) The CEO must demonstrate his/her commitment to staff in addressing gender pay equity (refer Criterion 6). How does s/he publicly demonstrate this commitment?

The VC chaired the meeting of the Senior Management Group (Executive, Deans, Pro Vice Chancellors, Librarian, Chair of Academic Board etc) where the findings and recommendations of UWA’s first full pay equity audit was discussed. The VC has also given approval for the publication of a research article about the pay equity analysis process at UWA.

It is the VC’s direct report, the Senior Deputy Vice Chancellor, who oversees all issues pertaining to staff on the VC’s behalf. The SDVC chairs the VC’s Equity and Diversity Committee (see 5. ii), where the pay equity analysis and findings were first discussed. This Committee will also track the development of the University’s response to pay equity issues, with findings and recommendations tabled at the VC’s Senior Management Group as appropriate.

vii) The CEO must demonstrate his/her commitment to staff in achieving appropriate representation of women in management and senior management. How does s/he publicly demonstrate this commitment?

The Vice Chancellor has driven the University’s gender equity endeavours for the past 20 years that has positioned this institution as one of the national leaders in gender equity initiatives and achievements. For example, historically, when the VC was the DVC he instituted the overhaul of the academic promotions process –which now contains the 10 elements of a good practice academics promotions process as described in Australian research*. Academic women continue to demonstrate generally higher application and success rates than male counterparts, and each year the number of women in senior academic roles has increased.

The VC has also been the patron of the Leadership Development for Women programme which after 15 years is the longest running and most successful programme of its type in the higher education sector and beyond. He has funded affirmative

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Committee chaired by CEO or direct

report

Executive meetings Board meetings

Yes No* Yes No* Yes No*

Gender pay equity: Yes No Yes

Representation of women in senior/executive management:

Yes No Yes

Representation of women on the University Senate: No No No

action appointments of women in disciplines where they have little or no representation; has presided over the appointment processes that have seen academic women predominate in senior academic leadership roles despite these women comprising only 16.5% of the Professoriate, (the level at which these appointments are made); has guided the appointment of women into strategic 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), as well as overseeing the appointment of the first female Chair of the Academic Board, as well as the recent extension of her term.

The Vice Chancellor has also presided over the appointment of all the members of his Executive, including the appointment of the University’s first Senior Deputy Vice Chancellor (2003-2008), and the University’s first gender balanced executive (2003 – 2006). A notable appointment to the Executive this year has been the first woman to hold the position of Deputy Vice Chancellor (Research).

* The Great Barrier Myth: Winchester, Chesterman, Lorenzo & Browning, National Colloquium of Senior Women Executives in Higher Education, University of South Australia 2005

viii) In addition to the above, the CEO must demonstrate that s/he not only supports equal opportunity for women by supporting HR initiatives, but is a visible CHAMPION and is driving change in the organisation. Complete the information below.

Question Yes No Details

a) Does the CEO mentor women? X The VC is the executive member who has mentored the most number of women (10) from the Leadership Development for Women programme. He has also commented that the mentorship does not always end at the conclusion of the one year programme

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

X The VC addresses the annual UWA International Women’s Day event and is regularly invited to speak at or attend other organisation’s IWD celebrations. He has been asked to speak about gender equity and the UWA approach, to organisations across Australia

c) Does the CEO attend meetings of the Women’s Network or Diversity Committee?

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 CEO hold his/her 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) Is the CEO visible in his/her utilisation of flexible working arrangements?

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

f) Provide details of other actions that demonstrate to staff that the CEO is Champion of EO 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

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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 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.

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.

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 the inclusive culture.

Four of the University’s six executive members 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 is a consideration.

x) In demonstrating how line managers are held accountable for EO for Women, answer the following:

Yes No Details

a) Are EO 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 EO 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 of other ways in which line managers are held accountable.

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. Policy being developed will require a gender overview of rewards and recognition within the local area, when recommending a discretionary allowance for a member of that staff

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Criterion 6: An organisation must deliver improved outcomes for women and the businessProvide details below on improved outcomes for women in the following areas:

1. Paid Parental Leavei) An EOCFW organisation must provide a minimum of 6 weeks paid

parental leave after a maximum eligibility period of 12 months service. Confirm this 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? Employee to have been employed with UWA for 12 months at date of accouchement – staff with less service entitled to unpaid leave

2. Part-Time Work and Flexible Working Arrangementsi) 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 request for flexibility is refused, reasons for refusal must be provided in writing. Staff can then seek review of decision-making by Director of HR

Yes No

X

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

Women Men

This data is not available

This data is not available

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

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

Women Men

64 15

iv) In EOCFW organisations, female managers must be able to work part-time. Confirm this by marking the box on the right and providing details below.

a) Number of part-time female managers? 128b) How many female managers requested part-time work this year?There were no requests to the Director of HR to review the refusal from the local area of a request for flexible work practices (see i. above)

This data is not available

c) How many part-time requests from female managers were granted?No requests were refused locally and then ‘appealed’ to Director HR Policy is having a positive impact on local decision making

This data is not available

v) How does the organisation communicate to female managers that it supports part-time work at management level as well as at non-management level, particularly after parental leave?

The right to return to work part time after parental leave is provided for in the Academic and Professional Staff Agreements. The University also provides every staff member applying for parental / partner leave with a Parental Leave booklet detailing staff entitlements with respect to forms of leave and return to work. The Flexible Work and Leave Practices web site* makes it clear that part time work after parental leave is a right, supported by the Flexible Work and Leave Practices policy that enables staff to have their request for any form of flexibility reviewed by the Director of HR if rejected at local level.

A Flexible Work and Leave Practices brochure is distributed through a number of development programmes, at orientation and included with new employment contracts. This brochure details all forms of flexibility available at UWA including the right to work part time after parental leave

* http://www.hr.uwa.edu.au/page/155295

X

X

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3. Pay Equity

i) EOCFW organisations must analyse the remuneration data of its entire workforce to understand whether there are any gender pay equity issues in their workplace. 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 when it was most recently completed.

The University conducted the first pay analysis in 2007, for the purposes of the EOCFW application. That analysis revealed no significant pay gaps at level, but overall gaps in both the professional and academic staffing streams in keeping with sector trends, and of significance.

In 2008/09 UWA conducted a full pay equity audit – examining total salary. An overview of the gender pay gaps by level for both the professional and academic staffing streams can be found at Appendix 1 (Tables 1&2; Graph 1&2). This audit established virtually no significant gaps at level, and overall pay gaps primarily caused by skewed distribution of male and female employees.

To investigate pay equity further an additional analysis of the 2008 data was conducted in 2010, this time on the ‘over award’ element of staff salary, specifically the receipt of Discretionary Allowances (Appendix 2, Tables 3&4). 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.

An analysis has been conducted in 2010 on the salaries of casual staff, using 2009 whole of year data. This analysis indicates no 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 classification (Academic, General Child Care); and that casual staff comprise a small proportion of the UWA workforce (Appendix 2, Table 5). ii) Has your organisation undertaken a formal job evaluation study (refer page 15)? Yes No

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

Yes No

XUnder development, but agreed upon. An outcome of Review of Discretionary Allowances (see v.) has been the development of a clearer rewards and recognition strategy , and a refreshed approach to offering discretionary allowances and including considerations such as merit relative to opportunity (see 3.ii Other Strategies) and support for early and ‘non traditional’ career staff. One expectation will be for the Dean/Director proposing the allowance to provide a gender overview of rewards/recognition within their area. There will be synergies arising from linking these considerations to the University’s workforce planning and succession strategy , currently in development .

iv) Does your organisation have a pay equity implementation plan for addressing gender pay gaps , both by-level and overall , within your organisation?

Yes No

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

Conducted a full audit in 2009/09 that revealed no significant gaps at level, and indicating a pay gap caused primarily by over population of males in senior roles (Appendix, Tables 1&2). In 2009/10 an additional Review of Discretionary Allowances and gender analysis revealed a general trend towards advantaging male employees, though the trend was not significant (Appendix 2, Tables 3&4). The Review did suggest that policy and practice around offering discretionary allowances could be improved, a project that is currently underway. The Review also caused the University to consider more closely their current approach to rewards and recognition.

Under development are policy and guidelines offering a more consistent approach to offering allowances, with a focus on supporting staff in earlier stages of their career, and with assessments taking consideration of merit relative to opportunity. The Dean/Director recommending a discretionary allowance, or other form of reward or recognition, will be required to provide an overview by gender of how these are distributed amongst staff. This policy development is closely aligned to the University’s workforce and succession planning strategy, and will shift the focus to considering more closely how early career staff are supported, developed and recognised. Increasingly it is recognised that there are other rewards besides salary that will be well received by staff – these ‘rewards’ could include offering child care support to staff precluded from travel or attending conferences etc because of care of young family, or providing additional annual leave (as opposed to salary) to a staff member with family responsibilities, for example.

vi) Does your organisation have a target for reducing the gender pay gap? If yes, what is your organisation’s gender pay gap target?

Yes No

X

<5% at level

Y

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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

Starting salaries?

X *A current internal Review into the position of senior academic women in a Faculty of traditionally male dominated disciplines, has conducted an analysis on the starting salaries/packages provided to a number of staff, including women, appointed at a senior level, over time

X * X Salaries determined by a fixed classification and remuneration structure.

Salaries on promotion? X Salaries determined by classification structure and level

Performance bonuses? X Deans & Directors will soon need to provide a gender overview of those staff receiving ‘discretionary allowances’ including Merit Allowance and Additional Duties Allowance

Elements of remuneration additional to base pay?

X Deans & Directors will soon need to provide a gender overview of those staff receiving ‘discretionary allowances’ comprising Attraction/Retention Allowance, Market Allowance, Merit Allowance, Additional Duties Allowance

Annual salary review? X Salaries are determined by classification structure and level. Professional staff at the top of their classification (and salary) level are entitled to 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

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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 on page 5; and

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

Level-by-level Gaps: This data and analysis derives from the full pay equity audit conducted 2008-10 (see Att. 1-3)

Explanation and Analysis:

Academic Staffing Stream

Explanation and Analysis:

Professional Staffing Stream

1. No gaps at levels A-E higher than 3.4% (level D).

2. A small number of staff (9: 1F, 8M) were identified in the audit as receiving atypical salaries, outside the classification structure, for specific reasons including recognition of role (eg. General Manager, University Club), and grouped as Level F. Here the gap of 18.6% was understood as arising from a gender skewed and small sample, with particular circumstances surrounding the single female earnings (in a semi retirement role) and the particularity of the circumstances surrounding the other eight staff. What is of note is the gender imbalance.

3. A further small number of staff (13; 5F, 8M) were identified in the audit as receiving atypical salaries, outside the classification structure, for leadership roles including the Vice Chancellor (grouped as Level G). Here the gap of 4.6% is considered not significant (<5%). The female density of 38.5% is well above the representation of women in the professoriate (currently 16.5%), from which this group of staff are mostly selected or recruited, and the female density at Level G has increased in subsequent years.

1. All but two of the 11 classification levels considered for the professional staff audit showed pay gaps below 5% (-1.1% - 4.1%). The two that warranted attention were levels 10 and 11, 12.5% and 5.5% respectively. At level 10, women only had a density of 41.7%, atypical since the overall density of professional staff women was 66%, and greater than 50% at levels 1-9.

2. The under representation of professional staff women in the role of Director (Level10>, and contributing to gap of 12.5%) has been monitored for some years, and is slowly improving. Between 2008 and 2010 there has been a 15% increase in the number of female Directors (up 3 staff), and in 2010 for the first time women comprised 50% of staff at Level 10, a potential source of Directors.

3. The analysis of discretionary allowances revealed male professional staff receiving 57% of these allowances , though only 34% of staff overall. The vast majority of discretionary allowances were attraction/retention allowances: the majority being to secure skill sets/qualifications in short supply, particularly during significant resource sector activity in WA. While a number of women received this allowance, eg. to secure Dental Care Assistants (Levels 3-5), a predominantly female professional group, they were less represented at higher levels when specialist finance and IT skills were required (Levels 7-8), being less represented generally in these professional groups.

4. The gap of 5.5% at Level 11 (a grouping of executive and other senior leadership roles) to some degree reflects the range of experience and tenure of some incumbents relative to others, as well as the historic positioning of some designated roles relative to others.

Strategy and Actions to address gaps: Academic Staff

The overall gap for academic staff, and possible gaps in senior roles outside the classification structure, will continue to be monitored, possibly by a further full pay equity audit in 2011/12. 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

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APPENDIX 1: UWA Gender Pay Gap Analysis – 2008

Table 1: Gender pay gap by level and density for academic staff

Gender Level A B C D E F GGrand

Total

F

Average of Salary $64,505 $80,539 $111,927 $120,236 $155,347 $176,211 $259,076 $92,177Count of Gender 161 218 137 57 28 1 5 607

M

Average of Salary $64,770 $80,709 $110,709 $124,487 $158,120 $216,349 $271,444 $108,464Count of Gender 181 200 216 157 167 8 8 937

Total Average of Salary $64,645 $80,620 $111,182 $123,355 $157,722 $211,889 $266,687 $102,061

Total Count of Gender 342 418 353 214 195 9 13 1544

Gender pay gap 0.4% 0.2% -1.1% 3.4% 1.8% 18.6% 4.6% 15.0%Density of females 47.1% 52.2% 38.8% 26.6% 14.4% 11.1% 38.5% 39.3%

Density of males 52.9% 47.8% 61.2% 73.4% 85.6% 88.9% 61.5% 60.7%

The table indicates that the only level where there is a significant gender pay gap is at level F (an artificially constructed group of staff). This is mainly because the one female at level F is paid significantly less than the eight males at that level. If level F were disregarded, then the pay gap across the levels is not significant, ranging from 4.6% at level G, to -1.1 % (in favour of females) at level C. The density of males and females is given below the table and indicates that females are most prevalent at level B (52.2%) and least prevalent at level F (11.1%). They are also a smaller percentage at levels D (26.6%) and E (14.4%).

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Table 2: Gender pay gap by level and density for professional staff, UWA 2008

Gender Level 1 2 3 4 5 6 7 8 9 10 11Grand Total

F

Average of Salary $36,710 $39,176 $42,991 $48,433 $53,811 $60,160 $69,160 $76,957 $89,543 $107,166 $152,547 $58,001

Count of Gender 18 33 152 265 391 230 136 85 52 35 5 1402

M

Average of Salary $36,309 $39,420 $44,835 $50,178 $54,198 $61,281 $70,297 $77,245 $90,131 $122,499 $161,479 $65,840

Count of Gender 7 9 60 104 126 149 111 58 44 49 5 722

Total Average of Salary $36,598 $39,228 $43,513 $48,925 $53,906 $60,601 $69,671 $77,074 $89,813 $116,110 $157,013 $60,665

Total Count of Gender 25 42 212 369 517 379 247 143 96 84 10 2124

Gender pay gap -1.1% 0.6% 4.1% 3.5% 0.7% 1.8% 1.6% 0.4% 0.7% 12.5% 5.5% 11.9%Density of females 72.0% 78.6% 71.7% 71.8% 75.6% 60.7% 55.1% 59.4% 54.2% 41.7% 50.0% 66.0%

Density of males 28.0% 21.4% 28.3% 28.2% 24.4% 39.3% 44.9% 40.6% 45.8% 58.3% 50.0% 34.0%

There are no significant pay gaps for professional staff in levels 1 to 9 as indicated in the above table. A significant gender pay gap is apparent for level 10 (12.5%) with males obtaining on average $15,333 more than females at this level. There is also a slightly significant gender pay gap for level 11 (5.5%) with males obtaining on average $8,932 more than females. However, there are only 10 individuals at this level so one or two salaries could affect the average. (Note that Level 11 comprises members of the Executive and other senior staff in specific roles or on specific agreed rates of remuneration).

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Graph 1: Overview of Female Academic Staff Distribution and GPG by Level

Female Density and GPG at Each Level

1.8

0.40.2

-1.1

3.4Significance Level

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

A B C D E

Level

% F

emal

e

-2.0

-1.0

0.0

1.0

2.0

3.0

4.0

5.0

6.0

Gen

der P

ay G

ap (%

)

% Female

By Level

Significance Level

Graph 2: Overview of Female Professional Staff Distribution and GPG by Level

Professional Female Density and GPG at Each Level

12.5

-1.1

5.5

0.4

4.1

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1 2 3 4 5 6 7 8 9 10 11

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% F

emal

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-5.0

0.0

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ay G

ap (%

)

% Female GPG% Significant GPG% By Level

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APPENDIX 2: UWA Discretionary Allowances

Table 3: Analysis of discretionary allowances for academic staff

Faculty Sex NMean

$Median

$Min

$Max

$Significance unadjusted

Significance adjusted by level

Business F 8 16,247 12,500 10,000 40,472NS NS

M 25 20,444 15,000 2,000 60,000

Arts/Humanities/Soc Sciences F 2 15,698 15,698 4,136 27,260NS NS

M 4 6,331 7,162 1,000 10,000

Eng/Comp/Maths F 4 18,421 13,833 5,000 41,017

NS NSM 23 25,985 20,000 4,930 107,691

Life & Physical Sciences F 7 6,023 5,032 2,157 13,672

NS NSM 16 18,670 10,000 2,700 57,630

Med/Dent/Health Sciences F 15 12,770 11,815 4,893 27,002

** NSM 41 23,394 11,815 2,363 84,522

Natural & Ag Sciences F 1 11,696 11,696 11,696 11,696

NS NSM 10 22,081 12,313 6,008 56,482

Arch, Land & Vis Arts/Ed/Law F 2 4,046 4,046 4,046 4,046

NS NSM 6 7,697 8,250 2,183 10,000

Total F 39 12,527 11,696 21,57 41,017

NS NSM 125 21,271 11,814 1,000 107,691

Statistical Significance: *=P<0.1, **=P<0.05, ***=P<0.01, NS= Not significanta For analysis purposes, the smaller Faculties of Architecture, Landscape & Visual Arts, Education and Law were combined.

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Table 4: Analysis of discretionary allowances for professional staff

Faculty Sex NMean

($)Median

($)Min($)

Max($)

Significance Unadjusted

Significance adjusted by level

Business F 6 5,498 5,500 1,498 9,488

NS NSM 2 10,750 10,750 1,500 20,000

Arts/Humanities/Soc Sciencesa F 1 3,805 3,805 3,805 3,805

NA NAM 1 6,200 6,200 6,200 6,200

Eng/Comp/Maths F 10 4,108 3,464 373 11,330

NS *M 13 8,095 7,752 1,304 20,502

Life & Phys Sciences F 2 13,752 13,752 12,000 15,504

NS NSM 12 7,876 5,000 4,487 19,497

Med/Dent/Health Sciences F 36 8,134 5,903 999 34,749

NS NSM 21 10,662 8,572 3,000 44,417

Natural & Ag Sciences F 3 6,362 4,864 4,473 9,748

NS NSM 8 7,747 5,291 1,273 23,359

Arch, Land & Vis Arts/Ed/Law F 2 2,184 2,184 1,869 2,500

NS NSM 0

Admin/Academic Services F 56 6,958 5,000 373 3,5132

NS NSM 98 8,896 5,000 812 39,889

Total F 116 6,994 5,000 373 35,132

NS NSM 155 8,937 5,581 812 44,417

Statistical Significance: *=P<0.1, **=P<0.05, ***=P<0.01, NS= Not significanta For analysis purposes, the smaller Faculties of Architecture, Landscape & Visual Arts, Education and Law were combined.

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APPENDIX 3: Table 5: UWA Casual Staff 2009 Annualised Salary by Gender

M F M F M F M F

Mean 70.49 75.76 $36,772.91 $39,521.30

Median 74.71 74.74 $38,973.22 $38,988.87

Mode 37.67 74.74 $19,650.93 $38,988.87

M F M F M F M F

Mean 28.87 29.50 $56,476.50 $57,711.82

Median 26.18 27.42 $51,215.93 $53,646.86

Mode 26.18 26.18 $51,213.97 $51,213.97

M F M F M F M F

Mean 21.65 22.15 $42,344.40 $43,327.03

Median 21.97 21.97 $42,973.37 $42,974.35

Mode 21.97 22.39 $42,973.37 $43,803.79

10.81% 89.19%

Hourly Rate

49.50%883 901

749 1,172

Casual Staff Statistics for 2009

4 33

Session Rate Staff Numbers

Hourly Rate Staff Numbers

Staff Numbers

50.50%

38.99%

ACADEMIC

Annualised Salary

Annualised Salary

Annualised Salary

CCEA - Childcare Staff

GENERAL STAFF

61.01%

Distinct Staff Count

Count of NAME GENDER     % of Staff

AWARD M F Grand Total M FACAD 883 901 1,784 49.50% 50.50%GEN 749 1,172 1,921 38.99% 61.01%CCEA 4 33 37 10.81% 89.19%Grand Total 1,636 2,106 3,742 43.72% 56.28%

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Organisational Details Cover SheetTo be completed and attached to EACH REPORT and APPLICATION

(This information is confidential and will be removed from any Public Report)

ORGANISATION DETAILSLegal name of your organisation: The University of Western AustraliaPrevious name:Trading Name: The University of Western AustraliaName to go on certificate if successful: The University of Western Australia

Total No. of employees: 3,895 ABN 37882817280ANZSIC Code AND Industry Description: 8431 Higher EducationASX Codes for Organisations listed on the Australian Stock Exchange:

Physical address:

35 Stirling Hwy, CRAWLEY State: WA Postcode 6009Switchboard

No: 08 6488 6000 FacsimileNo: 08 6488 1380

Postal address: M464, 35 Stirling Hwy, CRAWLEY State: WA Postcode: 6009Who is the ultimate responsible Australian Parent Company for your organisation?

WHAT ORGANISATIONS ARE COVERED BY THIS REPORT (INCLUDE ALL SUBSIDIARIES)?

Has there been a change to any of your organisations since your last report?(If yes, provide details below): Yes No NO

Reason For Change Name New Name

a) Change of Name:

b) Sold:Name New Owner

c) Ceased Trading:Name

CONTACT INFORMATION

CEO Details Report Contact Details Media Contact Details

Title: Professor Ms MsFirst Name: Alan Beverley JanineFamily Name: Robson Hill MacDonaldJob Title: Vice-Chancellor Associate Director

Equity & Diversity University Media ManagerEmail Address (or PA for CEO): dianna.brooks@uwa.edu.au beverley.hill@uwa.edu.au janine.macdonald@uwa.edu.au

Telephone: 08 6488 2809 08 6488 3791 08 6488 5563Postal Address:

EOWA 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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