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EOWA Employer of Choice for Women2009 Application Form

(for inclusion on the 2010 EOCFW list)

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

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): [email protected] [email protected] [email protected]

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 [email protected] or by phone on (02) 9448 8500.

mailto:[email protected]



P O Box 712NORTH SYDNEY NSW 2059

T: (02) 9448 8500F: (02) 9448 8572

1 This organisation wishes to be considered for the EOWA Employer of Choice for Women (EOCFW) citation and has attached sufficient details containing information on the six criteria and pre-requisites.

X

2 This organisation is compliant with the EOWW Act. X

3 We have advised our staff that we are applying for EOCFW. X

4 Our organisational details are attached. XCEO ENDORSEMENT

I, Professor Alan Robson, Vice-Chancellor of The University of Western Australia, fully endorse and support at all levels within this organisation the equal opportunity for women in the workplace program that improves equal opportunity outcomes for women in the workplace, as demonstrated by the information provided to EOWA across all pre-requisites and the six criteria.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



Instructions (to be read before completing questions below)

If you are unable to answer YES to ALL of the pre-requisites in the table under point 2 below AND the statistics provided are not equal to, or better than, the pre-requisite figure, your application will NOT be considered for EOCFW this year.

ALL questions in this document need to be completed.

It is important to answer ALL questions comprehensively using as much space as needed in the format provided so that EOWA can make an informed decision about your organisation’s status.

Applications need to be submitted to [email protected] by 30 October 2009.

Please provide statistics in support of the EOCFW application in numbers AND percentages of men and women as required.

EOCFW QUESTIONS

1) To be eligible for the EOWA Employer of Choice for Women citation, you need to be compliant with the Equal Opportunity for Women in the Workplace Act 1999 (the Act). Accordingly, please tick the relevant box below:

My organisation has been waived from reporting in accordance with the Act. X

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mailto:[email protected]



2) Pre-Requisites

Please provide information on all six pre-requisites in the table below:

Pre-RequisiteAnswer YES or

NO Statistics to be provided

1. EO for Women is a standing agenda item on a Committee chaired by the CEO or his/her direct report. YES

Vice-Chancellor’s Equity and Diversity Advisory Committee chaired by Senior Deputy Vice-Chancellor.

2. Female managers can work part-time. YES

Number of part-time female managers is: 102

3. Paid maternity leave – minimum of 6 weeks’ paid leave after 12 months service. YES

a) Number of weeks paid leave:MIN 14 weeks MAX 36 weeksb) Eligibility period:12 months service

4. Sex-based harassment training is conducted at Induction for all staff (including management, contract staff and casual staff), and refresher education OR updates are received by all staff (including management, contract staff and casual staff) at least every 2 years.

YES

N/A

5. 5.1 Pay Equity gap at each level of the organisation is less than 17.2%. YES

No pay gap at level exceeds 1.53%

5.2 The organisation’s overall pay gap is less than the industry average.

YES

Organisation’s overall % pay gap: 17.52%What is the overall percentage pay gap of your industry sector?19.6%

6. At least 29.8% of managers** are women YES

Percentage of female managers: 31.5%

** EOWA defines a manager as a staff member who is accountable for the management of a function which includes the management of any staff working within that function. This definition does not include Team Leaders or Supervisors. Within higher education institutions a manager is defined as an academic staff member at Level C or above and a professional staff member at HEW 10 or above.

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3) Workplace ProfileUWA Base 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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4) EOCFW Criteria

Please note that the focus in this 2009 application is on new initiatives and developments. These build upon the consistent focus on gender equity demonstrated by The University of Western Australia over many years, and reported on in all previous EOCFW applications.

Criterion 1Describe the organisation’s policies across the seven employment matters that support women across the organisation.

i) Please provide details of the organisation’s inclusive policies under each of the seven employment matters.

UWA strives for a comprehensive policy framework that serves to promote equity of access, inclusion and opportunity. This includes promoting an inclusive workplace culture with a particular focus on gender equity. As the University moves towards its vision of achieving international excellence, a key strategy is to recruit, develop and retain the highest quality staff. UWA policies are complemented by a comprehensive mix of targeted strategies designed to progress the gender agenda. Recent developments to the UWA policy environment promoting inclusivity, diversity and gender equity are detailed under the seven employment matters below.

RECRUITMENT AND SELECTIONA new Academic Career Structure took effect from 1st January 2009. The new structure extends the classification of Professor to a wider range of academic staff, offers all academic staff an extended salary scale for annual performance based increments, and confers distinguished titles on the very best of our existing and future Professors. This revised nomenclature and salary/recognition structure will be of particular benefit to female academics who traditionally are slower to apply for promotion (and thus are slower to get greater recognition and remuneration). An expanded salary scale better accommodates the way female academics manage their career progression.In 2008 the descriptor ‘Professional staff’ was adopted, replacing the term ‘General staff’, to better describe the range of skills reflected in these roles and confer a more appropriate status on these staff, 64.8% of whom are women. In March 2008, a Fast Track Appointment policy for professional staff was introduced to provide for the substantive appointment of an employee into a position at the same or next classification level, without the need for a full recruitment and selection process. This change in policy offers the opportunity to expeditiously retain and reward staff who have already demonstrated capacity for the new role. It is anticipated that women will comprise the majority of the beneficiaries given their 64.8% representation in this classification stream. From its inception to the current date, 31 of the 50 successful recommendations for appointment have been for women.

PROMOTION, TRANSFER AND TERMINATION OF EMPLOYMENTUWA continues to conduct a good practice Academic Promotion process that meets the 12 recommendations for a structurally unbiased and gender neutral academic promotion system.1

Refinements to this system in 2008 included revision of the three criteria measured for academic promotion (teaching, research and service) with service expectations, particularly at senior levels, explicitly including leadership and mentoring of early career staff, where academic women are most prevalent.Promotion opportunities for professional staff women have been enhanced by the introduction this year of the fast track appointment process (discussed above). This process provides for fast track promotion to a vacant position at a more senior level to recognise demonstrated capacity and achievement in that role. In 2009, the title ‘Associate Director’ was conferred on all Managers at Level 10 and above, 46% of whom are women. This new title better reflects the status of their role as senior University management. The University continues to monitor individual and annually collated Exit Reports which serve as an

1 The Great Barrier Myth: An investigation of barriers to promotion of academic women staff in Australian universities. Winchester et al, National Colloquium of Senior Women Executives in Higher Education, 2005.

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effective mechanism for surfacing issues and concerns that may arise when a staff member leaves their employment either through the completion of a contract, resignation, or termination of employment. Since 1997 the University has offered every departing staff member the opportunity to complete an Exit Survey and have an Exit Interview. The results of this feedback mechanism are collated annually and provided to the Executive for their consideration. The concerns of women, where they may point to gendered practices or attitudes, are particularly noted and acted upon.

WORK ORGANISATION AND CONDITIONS OF SERVICEThe new Academic Career Structure represents a significant shift in the salary and recognition structure for academic staff, and is to be replicated for the professional staff with a similarly expanded salary structure for high performers. While academic staff are promoted on the basis of the merit they accrue through their work, professional staff can usually only be recognised and rewarded through winning a more senior position. For professional staff, over two thirds of whom are women, enhanced opportunity for reward and recognition is a significant retention tool.Conditions of employment around accessing flexible work and leave practices have been rewritten to convey a clearer sense of encouragement to staff and supervisors around the access to and management of flexibility. Effective from the beginning of 2009, the new Flexible Work and Leave Practices policy makes clear the rights and responsibilities of both staff and managers with regard to flexible working arrangements in the University. Under this policy, decision-makers are requested to treat applications for flexibility to better accommodate caring or cultural responsibilities, illness and disability or, to facilitate a transition in the employee’s career cycle, with particular sensitivity to those needs.

The University is developing a series of strategies to support research intensive staff, the majority of whom are women employed on a series of fixed term contracts, substantially funded from external grant monies. To promote greater job security, and to support research staff manage the grant application and implementation cycles, Deans of Faculties are actively encouraged to offer ongoing contracts to research intensive staff who have served on successive employment contracts. It is envisaged that this added level of security will be an attraction and retention tool, and may particularly attract and retain early and mid career female researchers who often find the conventional conditions of service difficult to juggle with family and caring responsibilities.In addition to this, a new category of 'ongoing contingent funded research contract' employment has been introduced as part of the 2009 Collective Workplace Agreements. This will provide greater retention and motivation of these staff by providing greater job security for grant-funded research staff, and continuity of research activity for the University.

TRAINING AND DEVELOPMENTBoth the Early Career Researchers and Better Supporting Research Staff programs offer greater employment flexibility and security, more support, stronger mentoring and networking opportunities, with greater development of research leaders and Chief Investigators, to attract, develop, support and retain research intensive staff. The focus on leadership development, mentoring and stronger collaboration and support from senior staff for early career staff will reduce many of the obstacles that research has identified as impediments to women thriving in this career.Mentorship is regarded as a powerful learning strategy for UWA staff. The University has formally supported mentorship through the Leadership Development for Women programme and, in response to requests from senior leaders and junior staff, greater attention is now being paid to supporting research intensive staff develop mentoring relationships. The primary focus is on early career research academics, at Levels B and C where women comprise 47.5% and 33.3% of the staff respectively. This initiative is being overseen by the Pro Vice Chancellors (Research). The University’s Organisational and Staff Development Services (OSDS) annual training programme continues to offer a comprehensive range of professional development opportunities and is consistently well-attended by both professional and academic staff. 2009 figures show that 75% of attendees are women.

ARRANGEMENTS FOR DEALING WITH SEX BASED HARASSMENTIn early 2009, the UWA Code of Ethics and Code of Conduct was revised and updated to include expanded sections on discrimination, bullying, racial harassment, sexual harassment and grievance procedures. It contains an up-to-date list of contacts for further information and assistance. Web addresses for the relevant policies and procedures are provided in the print version of the Codes and

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can be accessed directly from the electronic version.The University Policy on ‘Managing Misconduct: Professional Employees’ was revised and included on the University Policies website in December 2008. This policy defines Misconduct and sets out the Universities procedures for dealing with misconduct and serious misconduct, including disciplinary action. Sex-based harassment is specifically included as an example of Serious Misconduct. The new Academic Staff Agreement 2009 (Schedule D) provides the same information for academic staff.

ARRANGEMENTS FOR DEALING WITH PREGNANT AND POTENTIALLY PREGNANT EMPLOYEES AND EMPLOYEES WHO ARE BREASTFEEDINGThe University’s policy environment around parenting and caring responsibilities, including those responsibilities managed whilst at work, continues to be progressive and generous. The parental leave entitlements offered to staff continue to be among the most beneficial in Australia. UWA was also a policy leader in 2005 when it first launched the current leave entitlements. Positioned as ‘parental leave’ it is accessible to both female and male staff and to staff in same sex relationships. Partners are also entitled to two weeks paid partner leave, able to be taken flexibly. Staff have a right to return to work part time after parental leave, and have the right to revert to their full time position.In 2009 the University centralised payment of all of the salary costs incurred when staff access the Return to Work Bonus after having given birth or adopted a child. The RTWB is a generous entitlement equivalent to 12 or 22 weeks salary, depending on years of service, and is in addition to 14 weeks paid parental leave. The RTWB can be accessed flexibly to support or extend a return to work part time, or can be taken as a lump sum payment. Centralising payment of the RTWB positions this entitlement as an institutional cost, and signals that the university supports staff in their endeavour to balance the often competing obligations to work and life outside work. UWA has two childcare facilities (providing 100 places and 47 places respectively), catering for infants from 6 weeks of age to 6 year old children. These are complemented by an After School Care facility, a Vacation Care programme and the UniSports for Kids school holidays programme.Planning approval has been passed for a third childcare centre with 100 places. The University recognises the high demand for places and building of the centre is to proceed despite the tight economic climate.

ii) How does the organisation ensure that all policies and practices are reviewed, evaluated and updated regularly?

The University conducts a seven year cyclical programme of School and Section Reviews as an integral part of its strategic planning process. The Reviews are a mechanism for reviewing, evaluating and updating the policies and practices of all the operating areas of the University on a regular and consistent basis, and are conducted with assistance from external reviewers under the auspices of the Senior Deputy Vice Chancellor and the Academic Board. The University continues to implement the University Policies website (www.universitypolicies.uwa.edu.au) with the aim of ensuring that staff and students have ready access to authoritative information on all University Policies. Given the complex operating environment of a university, the updating of all UWA’s policies into the new policy template and placing them on the central web site is expected to take several years to complete.As with the University Policies website, the University continues the process of moving to an Electronic Records Management system (ERMs) with the aim of achieving centralised and consistently applied record management procedures.

iii) Please highlight any innovative practice or policy that has been successful for the organisation.

New Academic Career Structure (p.4 & p.5) Fast Track Promotion for Professional Staff (p.4) Leadership Development for Women Programme (p.4, p.5 &p.14) Contingency Funded Contracts (p.5) Equity & Diversity Adviser Scheme (p.7 & p.12)

Criterion 2

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http://www.universitypolicies.uwa.edu.au/



Describe the organisation’s transparent and effective processes and practices across the seven employment matters.

i) How are policies effectively implemented, accessed by employees and measured?

Over many years UWA has clearly demonstrated a strong capacity to translate policy into tangible organisational outcomes via the implementation of effective processes and practices. It regularly monitors the equity and diversity dimension (with a particular focus on gender equity) of various practices and processes across the organisation through a variety of strategies. These include:

The centralised University Policies Website, with the option of being advised by email when a policy is revised and/or updated, or a new policy uploaded.New and revised policy initiatives and practices are communicated to all staff through both formal advice from the Vice-Chancellor or Senior Deputy Vice-Chancellor via the intranet, staff forums, or in writing to heads of various organisational units, and the fortnightly publication, UWA News.Human Resources staff conduct regular Road Shows around various organisational units to keep staff abreast of recent HR initiatives and workforce trends and to obtain feedback with respect to policy and practice across the seven employment matters. Human Resources also publishes a quarterly newsletter, HR Matters, to encourage greater transparency around the HR policy framework and to foster consistency in implementation of strategies and processes.The University Managers Group meets monthly and serves as a forum for consultation and feedback on a range of matters including staffing and employment polices and practices.The Equity and Diversity Advisor network is also an effective mechanism to promote the dissemination of and discussion about new policies and practices. The Advisers have an ‘ambassador’ role in their local area and, as such, offer a useful dissemination and feedback service.A more qualitative approach to the impact of University policies on staff can be found in the UWA Working Life Survey (WLS) which measures staff satisfaction every three years. 40% of staff responded to the 2009 Working Life Survey and, once again, the responses endorse the overall view that UWA staff see the University as a fair and equitable employer.

Statements % agreeStaff see UWA as preventing and discouraging sexual harassment 89%Staff see UWA as preventing and discouraging discrimination 81%Staff see UWA as an ethical institution 83%Staff see UWA as a socially responsible institution 83%Staff feel that they are generally treated with respect 86%Staff feel a sense of loyalty and commitment to UWA 82%Staff feel proud to tell others they work for UWA 88%

ii) How are all employees made aware of the policies and practices, where to access them and who to approach for clarity?

A copy of the University’s Code of Ethics and Code of Conduct is attached to all new employment contracts and signing of the contract also signifies that the employee has read the Codes and has agreed to operate within the University’s policy, regulatory and legal frameworks. This practice was introduced in 2005 and the impact on staff awareness of the University’s ethical policy environment has been significant and is borne out by the 2009 Working Life Survey.The University’s Equity and Diversity Advisor scheme assists staff or students seeking advice about the University equity and diversity policy environment, or who wish to discuss a matter of concern that may fall within policy or the law. Trained Equity and Diversity Advisers are members of staff from across the campus who represent a confidential source of advice, clarify the policy environment, better inform staff on their rights and responsibilities, and offer suggestions as to possible course of action where appropriate.In addition, the University Managers Group meets monthly and serves as a forum for consultation and feedback on a range of matters including staffing and employment polices and practices. This forum is also an excellent opportunity for informal communication between faculty managers and those

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located in the ‘central’ divisions, thus providing an invaluable evaluation and feedback loop.Implementation of the University Policies Website (www.universitypolicies.uwa.edu.au/) continues, with the aim of ensuring that staff and students have ready access to authoritative information on all University Policies, including identification of where the responsibility for that policy lies and verification that it is the latest iteration of that policy.

iii) How does your organisation communicate to staff that women at all levels (including management) can access part-time work particularly after parental leave.The University’s conditions of employment specifically provide for part time work and job sharing, available to both female and male employees in both streams at all levels, within operational constraints. The option of returning to work part-time after a parental leave is expressly made clear in the Parental Leave policy and both the academic and professional Agreements.The University considers part-time work arrangements as more than the traditional reduction in hours of employment. Other forms of flexibility offered by the University include compressed week, annualised hours, purchased leave, the deferred salary scheme and flexitime. Information on all of these can be easily accessed on the new HR Flexible Work and Leave Practices website (www.hr.uwa.edu.au/page/155295).The UWA Flexible Work and Leave Practices information sheet is provided to all new staff members in their orientation ‘showbags’, and is now sent out to all new and renewing staff with their employment contracts.2008-2009 data shows that overall, in the professional staffing stream, more than twice as many females (38.5%) work part-time as males (14.1%) and a substantial proportion of females are likely to work part-time at all classification levels, especially from levels 1 to 5, but decreasing to a still respectable proportion of 21% by level 9. In the academic staffing stream, the largest percentage of part-time staff is at the early career level, with almost as many males (30.4%) as females (38.5%) working part-time. The percentage decreases to less than 15% at the levels of Professor and Winthrop Professor.In 2008 the University made an appointment to Director, a newly created position within the professional staffing stream forming part of the senior management team within the Division of Finance and Resources. The successful female applicant was recruited from outside the University and resuming work after a period of parental leave. The Director commenced at a fraction of 0.2 FTE (one day a week), and is now increasing her fraction, gradually working up to a full time role. Her appointment sends a strong message that workplace flexibility is an entitlement at all levels of employment.

iv) How does the organisation ensure all new policies are communicated effectively and through various communication channels?The University uses a wide range of communication channels to inform or remind staff of University policy and new developments. These include: All-staff emails from the Vice Chancellor or Senior Deputy Vice Chancellor; Regular Staff Forums hosted by the Vice Chancellor and Senior Deputy Vice Chancellor; Monthly meetings of the University Managers Group where new or amended polices are

discussed and feedback sought; University Policies web site – a developing resource which will hold all UWA policies in a current

and consistent format; UWA News – the campus magazine published fortnightly; The Senior Deputy Vice Chancellor and the Director of Human Resources meet with elected staff

representatives regularly and wide ranging discussions and consultations are held around new and emerging policy issues;

The Senior Deputy Vice Chancellor meets regularly with the Deans of Faculty and this is a forum for policy discussions and feedback around implementation.

Human Resources staff conduct regular Road Shows around the University in order to keep staff abreast of recent HR initiatives and to obtain feedback with respect to policy and practice;

Human Resources’ quarterly newsletter HR Matters.

Criterion 3

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

http://www.universitypolicies.uwa.edu.au/



Describe the organisation’s strategies that support a commitment to fully utilising and developing its people, including women.

i) What programs / strategies are listed in the organisation’s Strategic Plan to advance equal opportunity for women and remove barriers in the organisation.

One of the four strategic priorities in the UWA Strategic Plan 2009-2013 is “to develop our people and resources”. This strategic 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) which 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.All Deans are required to regularly assess their area-specific gender equity performance and set broad targets, especially in disciplines where there are few or no academic women. The development of area specific gender equity performance indicators is guided by the University’s Operational Priorities Plan, where equity aspirations are articulated. In 2008 the University commenced the development of the new five year OPP, and equity and inclusion aspirations are included in the four themes contained within the Plan. Each theme has a strategic objective with several operational objectives flowing from these. 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.The University continues to develop a wide range of initiatives constituting internationally recognised best practice in the area of flexible work practices, assistance with family and other responsibilities and supporting employees’ life balance. These initiatives have been developed in the context of the organisation’s current Industrial Agreements. Over the years UWA has developed a wide range of strategies designed to advance equal opportunity and diversity within all facets of University life. Developments to these strategies have been detailed under Criterion 1 (responsive policy framework), Criterion 5 (strong and visible senior management commitment) and Criterion 4 (ongoing development of staff). An overview of the key features is below and the remainder of Criterion 3 details the processes and strategies supporting the advancement of women.The current HR Objectives to support gender equity include revising gender equity strategy and developing and implementing an University-wide action plan. In addition there is already a strong identified need for this plan to have a focus on the recruitment, development and retention of academic women at Levels D (Professor) and E (Winthrop Professor).

ii) Does the organisation have in place the following processes, supporting advancement for women?

Please indicate: YES NO no of Women

Succession planning IN DEVELOPMENT PHASE

Mentoring YES 32 +

Networking YES Not quantified

Multi-skilling opportunities YES 358 *

Profit centre experience N/A see below

Stretch assignment opportunities YES 358

In mid-2009 UWA recruited a Workforce Planner to work with the Faculties and Schools in the development of Succession Plans with a particular (but not singular) focus on academic staff. Gender equity will be a continued area of focus within Succession Planning. This University-wide initiative is in its early stages and cannot yet be quantified.

Mentoring and Networking opportunities: while the LDW mentoring figure is the only quantified

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mentoring programme, UWA offers a wide range of mentoring opportunities across the University. These include the Women@UWA website, Future Research Leaders Programme, and Faculty-based inititiatives in Arts, Business and Natural and Agricultural Science, and the On Track Programme (see iii) below).The University of Western Australia is committed to providing career development, multi-skilling and stretch assignment opportunities for staff through secondments, higher duties allowance and the Mobility Programme. The 2009 data provided here is for higher duties allowance and secondments.The University is essentially a ‘not-for-profit’ organisation and therefore profit centres, as such, are not a function of the organisation. It is worthwhile noting however that there are a number of centres within the University that run on a cost recovery basis, including the University Extension and UWA Press, both of which are led by female staff, and that the Artistic Director of the Perth International Arts Festival is also female.The nationally acclaimed UWA Leadership Development for Women program (LDW) has now been in operation for 15 years. This program enables women to develop leadership skills and knowledge in order to increase their participation in both positions of leadership and in the University’s decision-making processes, and assist in developing a workplace culture that is responsive to gender equity issues.

iii) What career development and leadership opportunities are available to men and women?

Programs / Assignments Number of men accessing program / assignment

Number of women accessing program / assignment

Leadership Development for Women programme 0 32* OSDS annual training programme 878 2827On Track (FNAS – see below) 22 12Career Development Workshop 1 14Career Opportunities for Professional Staff 3 12Preparing to Apply for Academic Promotion 3 4Applying for Jobs – The Written Application 6 12Applying for Jobs – Interview Tips/Selection Panels 5 27

* please note that this represents the entire training programme offered by OSDS and the figure includes staff who have attended multiple workshops.

In recognition of the lack of gender equity and the structural impact of historical male privilege, UWA implemented a Leadership Development for Women programme (LDW) in 1994. The nationally acclaimed annual program, now in its 15th year, enables women in both employment streams to develop leadership skills and knowledge in order to increase their participation in both positions of leadership and in the University’s decision-making processes. In excess of 520 women from all levels and sectors within the University have successfully completed the course.The 2009 Organisational and Staff Development Services Training Programme (OSDS) offered a range of training and development opportunities for both professional and academic staff. Key features of the 2009 Programme included professional development, leadership and management capabilities, teaching and learning, and internal training opportunities (e.g. in archives and records, safety and health, equity and diversity, and the library). The On Track programme for early career academics has so far successfully been implemented in the Faculties of Engineering, Life and Physical Sciences, Medicine and Dentistry and, most recently, Natural and Agricultural Sciences (FNAS). The On Track programme encourages early-career academics to explore their career strategy and to develop skills and capabilities to effectively manage their various roles. To date, almost half the participants have been women.For the last three years, OSDS have been developing and implementing a Leadership Framework which has helped to clarify the qualities and approaches that good leaders might seek to reflect. This is a strategy designed to increase capacity across the campus, but will have a particular benefit to female staff who are often reluctant to apply for more senior positions. As in previous years, in 2009 around two thirds of Staff Development Grants for Professional Staff were awarded to women, providing them with funds to attend conferences, workshops and development programmes outside the University.

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iv) Do all staff and managers receive performance appraisals at least once a year?

All staff of the University are involved in some form of performance review and development annually. Senior staff develop explicit goals relevant to their roles against which their performance is assessed annually. The review process for senior management generally includes a 360° feedback component.The annual Performance Development Review process (PDR) supports the career development of both academic and professional staff through reflection, feedback and discussion. It has been designed to help UWA staff achieve their personal and professional goals and to promote the University’s mission and goals. All staff undergo the PDR process and training in the process is mandatory for any supervisor of staff members.In addition to the PDR, a Performance Appraisal Report (PAR) procedure was introduced in 2009. The report is required for decisions relating to recognition and reward processes, or where performance has been identified as requiring attention. Performance appraisal is required where a change in status is likely or the reviewee is seeking promotion.Human resources have a Self Audit tool for managers and supervisors to assist them to determine their areas of strength around people management, and also to identify areas where further development may be useful.

Criterion 4

How does the organisation educate all employees (including managers, casuals and contract staff) on their rights and obligations regarding sex-based harassment?

i) Is there a comprehensive and transparent sex-based discrimination policy in place (covering discrimination, harassment and bullying), including an Email and Intranet/Internet policy and grievance handling procedure? YES

Grievance handlingThe implementation of an integrated systems-based complaints management system continues, overseen by the University Complaints Manager. It is anticipated that the new system will offer the University consistency in the lodging, tracking and managing of complaints from staff, students and members of the public. The system provides for multiple entry points for those who have a grievance and provides a policy framework and timelines to guide those at the local level who need to respond to complaints. The system, and the appointment of a Complaints Manager in 2008, will offer the University consistency of approach and a higher level of focus around the management and resolution of complaints.The Policies and procedures around grievance-handling can be accessed via the Policies website, and information regarding these is provided in the Code of Ethics and Code of Conduct, the Collective Staff Agreements and through the Equity and Diversity Adviser Scheme.Policy environment The University has developed and refined a comprehensive policy environment that very clearly scopes to all students, staff and potential employees its expectations regarding appropriate behaviour on campus. Policies also clearly articulate staff and student responsibilities with respect to appropriate use of information technology, including use of email, intranet and internet. The University’s Conduct in the Workplace policy is a central document in this regard. The policy define the features of a supportive environment, clarify what is intimidating or inappropriate behaviour and the organisational and individual impacts of bullying, as well as individual and management responsibilities and procedures for managing the complaint.In early 2009, the UWA Code of Ethics and Code of Conduct was revised and updated to include expanded sections on discrimination, bullying, racial harassment, sexual harassment and grievance procedures. It contains an up-to-date list of contacts for further information and assistance. Web addresses for the relevant policies and procedures are provided in the print version of the Codes and can be accessed directly from the electronic version.The University Policy on ‘Managing Misconduct: Professional Employees’ was revised and included on the University Policies website in December 2008. This policy defines Misconduct and sets out the Universities procedures for dealing with misconduct and serious misconduct, including

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disciplinary action. Sex-based harassment is specifically included as an example of Serious Misconduct. The new Academic Staff Agreement 2009 (Schedule D) provides the same information for academic staff.

ii) Are ALL employees (including managers, casuals and contract staff) trained in sex-based discrimination across all employment matters at induction? YES

The University continues the practice of providing a copy of the Code of Ethics and Code of Conduct with the employment contract sent to all new staff. In signing the employment contract, the new staff member is also confirming they have read the Codes and agree to abide by the expectations for professional, lawful and ethical conduct contained therein. The Codes make explicit reference to sexual harassment, workplace discrimination and bullying and direct staff to relevant policies.The University conducts two Orientation sessions for new staff annually. This programme now includes an expanded talk by the Senior Deputy Vice Chancellor on workplace culture and the institution’s ‘zero tolerance’ policy around matters of harassment and bullying. This message is repeated at local level inductions of new staff and links to relevant policies are found on the University’s Staff Induction website, as well as elsewhere on the web. The online induction tool, developed in 2008, offers staff the opportunity to become more acquainted with human resource policies and practices that are likely to be of immediate relevance them and assist them to find their way in a new workplace. This resource scopes the University’s policy environment and its expectations around inclusive and respectful behaviour, and emphasises the role that supervisors and managers have in addressing inappropriate behaviour or lack of an inclusive culture in their work area. In 2007 an information sheet was developed for staff outlining their rights and responsibilities, and where to go for assistance in matters pertaining to equity and diversity, discrimination and harassment. In particular, the sheet details where to find the UWA policies relating to equity and diversity (including the Professional Relationships in the Workplace Policy, Conduct in the Workplace Policy, Sexual Harassment Policy, and Procedures for Dealing with Equity and Diversity Enquiries and Grievances); where to find additional information on these policies; and where to find an Adviser through the Equity and Diversity Adviser Scheme. These are regularly sent to all Faculties, Schools and Centres for display on noticeboards and are included in the ‘showbags’ at the new staff Orientations twice a year.

iii) Please confirm that ALL employees (including managers, casuals and contract staff) have been retrained/refreshed in sex-based discrimination across all employment matters in the last two years? YES. Please describe how refresher education is provided.

The Code of Ethics and Code of Conduct is provided to staff participating in a range of supervisor/management training and other staff development opportunities offered by the University. All leadership development programs contain sessions on the University’s expectations around ethical behaviour. Other sessions focussing on the management of people highlight managers’ and supervisors’ obligation to proactively manage issues around workplace behaviour. In addition to the University Policies website, the HR website and the Equity and Diversity website also provide easy links to the University’s policies on harassment and bullying, as well as links to online training for both managers and staff on these subjects. The University’s expectations around appropriate behaviour and an inclusive culture are also embedded in the Performance Development Review (PDR) process introduced for all staff in 2005 and revised substantially during 2007/08. The PDR system provides supervisors and managers with an opportunity annually to remind staff of the University’s expectations around ethical behaviour and the sanctions that apply to breaches of policy. It also provides an opportunity for managers to assess their own and other’s performance against a set of ‘core dimensions’ that apply to all employees. The dimensions include expectations around self management and contribution to an inclusive culture, and staff performance is rated during the PDR process. The University has developed a template reporting tool for use in HR briefings of management across campus to communicate the generic details of cases of misconduct and serious misconduct by members of staff that have arisen out of breaches of University policy. It is anticipated that these briefings will assist management to better communicate to their staff what comprises the University’s expectations around the maintenance of an inclusive and respectful work environment. The briefings will also assist all levels of management to understand the workplace culture they are expected to manage, and will highlight ‘good practice’ examples of how to manage adverse conduct if it occurs.

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iv) Does the organisation currently have any potentially contentious matters involving women in external courts such as anti-discrimination or industrial tribunals? NO

v) Has the organisation had any relevant rulings made against it over the last three years? NO

Criterion 5Describe the organisation’s inclusive organisational culture that is championed by the CEO, driven by senior executives and holds line managers accountable?i) Provide examples of the ways in which the organisation’s CEO demonstrates that s/he is driving the program to advance equal opportunity for women in the workplace. What does s/he do to demonstrate to all staff that advancement of women and removal of barriers is a business imperative?

The University, under the leadership of the Vice Chancellor, positions equity as a core strategic consideration – and equity and merit is one of the University’s six core values that inform the Strategic Plan. This places equity and merit as the fundamental principles for the achievement of the full potential of all staff and students.The VC has been a constant and consistent advocate for equity and gender equity over the years, first in his role as Deputy Vice Chancellor (1993-2003), and since then, as Vice Chancellor. A consistency of leadership and commitment to achieving gender equity has been the source of UWA’s achievements in this area over many years. He was recently awarded the 2009 Diversity@Work Individual Diversity Champion Award. This national accolade recognises his strong personal commitment to equity and social justice. He has been visionary and effective in initiating and achieving new strategic directions and goals for the University, including that of equity, diversity and inclusion. He has shown consistent and determined leadership, through action and words, to imbue the culture of this large, diverse and complex organisation with a commitment to equity. His own commitment to these principles is well known within the University and across the nation, having been invited on a number of occasions and in a variety of gatherings to speak not only of his own commitment, but that of the University.The University’s key central committee addressing gender equity issues is the Vice-Chancellor’s Equity & Diversity Advisory Committee chaired by the VC’s direct report (SDVC), and four of the six members of the executive have responsibilities in their portfolios for a range of key functions or projects with equity and inclusion focus. Each of these members of the executive report to the VC who has developed key performance indicators for all of his direct staff, which are measured and assessed annually.The VC has also consistently lent support to the many and varied functions, projects and activities on campus that have a gender equity theme or aspiration. He is a visible and dependable invitee to all equity and/or ‘women’s’ functions on campus, when his diary and travel commitments permit. For example, he co-hosts the annual International Women’s Day event on campus with the SDVC and always attends the Leadership Development for Women functions.

ii) a) Is EO/Diversity a standing agenda item at executive meetings? b) Is EO/Diversity a standing agenda item at board meetings? c) Is the committee which deals with EO/Diversity chaired by CEO or his/her direct report? Please provide details:

As noted in previous applications, EO/Diversity is not a standing agenda item at Executive or Senate (Board), however there are four members of an executive of six with specific functions that are related to the University’s equity and diversity aspirations. In addition, the University’s Senate annually considers a Strategic Staffing Issues paper, developed by Human Resources, that includes equity and diversity issues within its scope. The University also has a number of other mechanisms in place which ensure that pertinent matters relating to equity and diversity are brought to the attention of Executive and Senate members on a regular basis. These include: The Director, Human Resources meets weekly with the Senior Deputy Vice-Chancellor and the

Executive Director, Finance and Resources to discuss staffing issues, including equity and diversity. He meets with the Vice-Chancellor monthly;

The Strategic Resources Committee is a committee of the Senate. In terms of staffing, the role of this Committee is to monitor policy on staffing resources in the context of the current Priority Staffing and Industrial Relations Objective (see Criterion 3), and report to Senate annually on its

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findings. It also brings to the Senate's attention emerging strategic issues related to the committee's role which have the potential to impact on the University and which it believes should be addressed by the Executive and/or the Senate;

The Vice-Chancellor’s Equity and Diversity Advisory Committee is a whole of campus committee chaired by the Vice-Chancellor’s direct report, the Senior Deputy Vice-Chancellor, and meets quarterly. The role of the Committee is to provide advice on the promotion of equal opportunity and diversity in employment and education with the University; monitor the practice of equal opportunity in the University and to report to Senate through the Vice-Chancellor on the development of appropriate policies in response to legislation and in the best interests of the principles of equity; and consider and recommend on ways in which any present impediments to equality of opportunity might be removed.

iii) How do senior executives drive the inclusive culture?

Four of the University’s six Executive members have specific functions related to the University’s equity and diversity aspirations. In addition, the University’s Senate annually considers a Strategic Staffing Issues paper, developed by Human Resources, that includes equity and diversity issues within its scope. The University also has a number of other mechanisms in place which ensure that issues relating to Equity and Diversity are brought to the attention of Executive and Senate members on a regular basis. These are described in ii) above and iv) below.

iv) How are senior executives held accountable to the CEO for driving EO change?

The Vice-Chancellor provides an excellent model for his senior executives around championing equity for women in this workplace. The Vice-Chancellor holds senior executives accountable in their performance contract for advancing the Strategic Priorities of the University which include; ‘Staffing: To recruit, develop and retain the highest quality staff, supporting development of their full potential, within a one staff, one University philosophy’. Within the University’s Cycle of Planning and Accountability the Executive are each charged with ensuring that their areas of responsibility develop Operational Priorities Plans (OPP) articulating how each Division will assist in meeting the objectives of the University’s OPP.A Leadership Development Framework has been developed that now guides leadership development training at all levels of the organisation and across all employment streams. A message that imbues all these development programmes is that the role of a leader (irrespective of role or level) is to model appropriate and inclusive behaviour towards others and to proactively intervene, rather than waiting for a complaint, when it becomes apparent that a staff member under one’s supervision is not behaving appropriately.In a devolved management structure, equity is a matter that is considered to be ‘mainstreamed’ across the organisation: it is the responsibility of management across the organisation to implement strategies that are designed to meet the key objectives of the OPP and in turn, the institution’s Strategic Priorities. Significant gender implementation strategies are identified in the University’s OPP, which is currently being revised and updated.

v) How are line managers held accountable? For example: - are EO/diversity indicators included in line managers’ performance and pay reviews? - are issues on EO/diversity included in management/employee meetings? - are line managers required to report on their equal opportunity outcomes to their managers?

The role description of all staff contains the following requirement: all staff are expected to demonstrate a commitment to Equity & Diversity and Safety Principles. The University’s expectations around appropriate behaviour and an inclusive culture are also embedded in the Performance Development Review process (PDR). The PDR system provides an opportunity for managers to assess their own and other’s performance against a set of ‘core dimensions’ that apply to all employees. The dimensions include expectations around self management and contribution to an inclusive culture.The information contained within the Code of Ethics and Code of Conduct is provided to staff participating in a range of supervisor/management training and other staff development opportunities offered by the University. All leadership programs, for example, contain sessions on the University’s expectations around ethical behaviour, and sessions focussing on the management of people highlight managers’ and supervisors’ obligation to proactively manage issues around workplace behaviour.In a devolved institution it is also expected that matters of dispute or grievance will be managed at the lowest possible level and this is reflected in the procedures for lodging a grievance or equity complaint. It then becomes the responsibility of the appropriate manager to mange the matter and

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ensure that proactive steps are taken to move forward. Staff who are not satisfied with the way their grievance is being handled by their manager may take the matter to a higher level. It is through this process that it becomes apparent when a manager/supervisor requires more assistance and direction in their management of such matters.

Criterion 6

Does the organisation deliver improved outcomes for women and the business?

i) Please provide details and supporting statistics in the form of numbers not percentages on ALL of the following (this is an essential requirement to meet criterion 6):

ii) Outline below what outcomes have been achieved for women and the business over the last year?

Number of Women Number of MenPromoted or recruited into executive level positions 3 4Promoted or recruited into senior management positions 4 10Recruited into non-traditional roles * 8 0Promoted or recruited into line manager roles ** 58 27Exited the organisation 513 322Listed on the Succession Plan *** see belowHave a formal mentor 32 4Took parental leave 121 32Returned after parental leave full-time 70 26Returned after parental leave part-time 37 3Resigned/contract expired after parental leave 14 3

Other Outcomes - please add information on any other outcomes NOTES:* In a strictly hierarchical and traditionally male organisational structure, female academics promoted and recruited into the Professoriate are still be considered as recruitment into non-traditional roles. It is pleasing to report that in a time of reduced recruitment, in 2008-2009, eight new Professorial appointments were awarded to women.** This figure represents professional staff only. Line management is not a function per se of academic staff.*** In mid-2009 UWA recruited a Workforce Planner to work with the Faculties and Schools in the development of Succession Plans with a particular (but not singular) focus on academic staff. Gender equity will be a continued area of focus within Succession Planning. This University-wide initiative is in its early stages and cannot yet be quantified.

Pay Equity

Where any salary gaps exist between average male and female salaries (as indicated on page 4), please provide details of actions your organisation is taking to reduce the gap, including actions taken to reduce any occupational segregation of women in lower paid roles. For example if there are women concentrated in the lower paying jobs in your organisation, what strategies are you implementing to address this and train and develop your female staff into higher paying roles?No gap at level exceeds 1.53%

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