Having the best connected and most respected people as part of the ANZ team is a critical foundation for achieving our goals. Since launching our super regional strategy in 2007, our CEO Mike Smith has driven diversity – and more specifically gender balance – as a business imperative.
The Human Resources Committee plays an important role in relation to ANZ’s people strategy, remuneration strategy and approach to gender balance and diversity. This includes annual reviews of progress on gender balance and diversity priorities (other than gender diversity matters in connection with the Board, which are the sustainability of the Governance Committee), succession planning and overall representation of women in management. The Human Resources Committee also reviews annual performance and remuneration outcomes to ensure there is no unconscious or systemic bias in related processes and outcomes.ANZ is committed to achieving pay equity for like roles across its business – and the gender pay differential between males and females continues to be minimal.
We’ve made progress in improving the representation of women at certain levels – 54% of all employees are women and 39% of all management roles are held by women. In our Australia business, we have 43% women in management.
Our approach and progress in creating a more gender balanced business is recognised through our citation as Employer of Choice for Women by the Workplace Gender Equality Agency (formally known as EOWA) for the eighth time.
- Targeting 50:50 gender splits in all talent and leadership programs, together with our “Plus One Pledge” - inviting all people leaders to help us achieve our gender balance goals – are initiatives to ensure that strong female representation at entry level management also translates to strong representation at more senior levels.
- We are working to ensure women have access to a breadth of critical experiences and development opportunities throughout their careers to position them well for senior executive roles into the future. We have set targets for at least 50% female representation amongst participants in our key recruitment, talent and development programs, in addition to our medium-term goal to achieve at least 40% representation of women in management overall. More broadly, our senior women consistently cite an inclusive and supportive line manager as a defining factor in their progression. It follows that if we want more women in our senior ranks, constructive, inclusive and supportive leaders should be the norm in our business rather than the exception.
- We offer flexible work arrangements, breaks from work and other support in special circumstances to help balance life priorities with work and to manage careers. Considerable work was completed in 2013 to enhance the bank’s flexible working policies and support resources, and build awareness and profile of key leaders (male and female) who are role models of flexible working. The 2013 employee survey showed that 82% of employees believe ANZ supports their efforts to balance their work and personal commitments.
- Our parental leave policies are considered industry leading in Australia, and include provisions such as 12 weeks paid leave (including superannuation), and a lump sum payment of $4,000 for child care to drive greater retention of women on parental leave.
- Focussing on achieving pay equity for like roles across our business and taking action throughout our annual pay review process where unjustified discrepancies occur ensures there is no systemic gender bias in its reward allocation.
- Our Saver Plus, MoneyMinded and MoneyBusiness programs include mostly female participants and aim to support their economic empowerment and broader inclusion in society, and ensure that we are continuing to support the advancement of women in society, particularly those from disadvantaged and low-income backgrounds.
Forward - Progressing towards gender balance is an employee network which is open to and run by both male and female members who are interested in championing gender diversity and creating a supportive networking environment. Forward forums are designed to:
- Create a supportive networking environment for pre-management and early-management women.
- Provide the opportunity for participants to share in, and learn from, the experiences of guest speakers.
- Foster mentoring relationships between forum participants and guest speakers.
- Promote awareness of workplace/lifestyle issues and offer a range of views which participants can discuss and consider according to their own beliefs and ambitions.
- Support our group target to achieve a 1% increase in the representation of women in management in 2014, with a medium-term goal of 40% and a long term target of 45% representation
|Case Study: Male Champions for Change|
Our CEO Mike Smith joined the ‘Male Champions of Change’ program, established by the Australian Sex Discrimination Commissioner, Elizabeth Broderick in April 2010.
The program encourages and supports male CEOs and Directors to use their individual and collective influence to ensure the issues of gender equality and women’s representation in leadership are elevated on the national business agenda. Mike is working with a group of the Champions to better understand and promote the conditions and culture that enable women to thrive in leadership.
|Case Study: Taking the 'Panel Pledge' to improve Gender Balance|
Mike Smith, Linked In, August 15, 2013
We’ve all been to business conferences where you look around the room and one thing becomes glaringly obvious. Where are all the women executives?
Worse still is that while these conferences are organised as a way to share ideas, experiences and new perspectives, the keynote sessions and panel discussions are invariably dominated by men. The result is that the conversations are inevitably slanted towards the perspectives of one gender and they lack the diversity of views that we need in business.
It’s frustrating because although it’s not uncommon for these events to end up being female-free zones, I don’t believe there is any shortage of qualified women to participate.
Those in Australia may have read an article in The Australian Financial Review last week about a group of male chief executives who have signed what was named by the journalist the ‘panel pledge’. As one of the chief executives who has signed up to this pledge, I thought it would be useful to share my perspectives on the thinking behind this initiative.
In April 2010, Australia’s Sex Discrimination Commissioner, Elizabeth Broderick, convened 22 high-profile male CEOs and senior directors to form the Male Champions of Change. The idea was that we could use our individual and collective influence to elevate the issue of gender equality and women’s representation in leadership on to the national business agenda.
One of the first initiatives of the Male Champions of Change was the launch of a report examining our collective experiences in promoting women into leadership ranks, a report that has already been downloaded more than 100,000 times.
At our group’s last meeting, we agreed to use our influence to improve the representation of women at high-profile business events and forums. We felt this was important because it helps foster greater diversity of insight and opinion in the conversations that take place on economic, social and business issues.
So, from now on when I’m approached to speak at a conference or participate in a panel discussion, I will ask what has been done to secure female speakers and my decision on whether to participate will be based on the answer.
ANZ will also use its influence with conferences and other events we sponsor to ensure there is an appropriate gender balance of speakers and attendees.
It’s incumbent on business leaders, both men and women, to do more to improve diversity in their workplaces.
At ANZ, we’ve also introduced a series of new measures to improve gender diversity, such as our Plus One Pledge. Currently, 55% of all our employees are women but we’ve struggled to materially shift the level of management roles held by women, which is sitting at 38%.
We need renewed momentum, which is why I set a new target this year to achieve at least a 1% increase in the representation of women in management. This is a tough challenge given we have a workforce of more than 47,000.
As part of our Plus One Pledge, I’ve asked our line managers to commit to increase the number of women direct reports in their team as roles become available. This might mean appointing a woman to one in every two available management roles – currently we’re only appointing a woman to one in every three roles.
None of these initiatives in isolation will solve the issue of gender balance in business. What I do hope, however, is that there is enough momentum that ideas like the Male Champions of Change quickly become a relic of times past.
Annual, public targets have been set for women in management since 2004. Progress and results for 2013 are set out below including a more detailed breakdown on progress in ANZ’s Senior Executive and Executive ranks, in line with work undertaken by the Male Champions of Change initiative to improve the consistency and detail of reporting on women in Management in Australia. These senior roles typically involve leading countries, large businesses, operations or projects; and / or strategy, policy and governance in specific areas for the Group.
* Includes employees on Parental Leave. Parental Leave data is available for Australia, New Zealand and Bangalore employees only. ANZ considers people on Parental Leave ‘active’ employees, where employees are on leave for less than 12 months. ANZ’s current rate of return from Parental Leave is 87.8%.
# Excludes employees on Parental Leave.
1.Senior Executives and Executives comprise persons holding roles within ANZ designated as Group 1 and 2 respectively.
2.Senior Manager comprises persons holding roles within ANZ designated as Group 3.
3.Manager comprises persons holding roles within ANZ designated as Group 4.
4.Total women in management represent all roles within ANZ designated as Group 1-4.
5.Non-Management comprises persons holding roles within ANZ designated as Group 5 and 6.
All figures reported are accurate as at end September 2013
ANZ meets the reporting requirements of the Workplace Gender Equality Act 2012 for each reporting period to which they apply (for example, prior to 1 April 2013 for the first full reporting period under the new regime, 1 April 2013 to 31 March 2014). This new framework aims to encourage measures that improve gender equality outcomes in Australia by providing employers a means of measuring progress in areas which are critical to workplace gender equality.
2013 Workplace profile (Australia geography) at ANZ
We consider a gender-balanced, diverse and inclusive workforce a strategic asset for our business and critical to achieving our super regional strategy.
We have set annual gender targets since 2004. This year we aimed to increase the representation of women in management to 40%, however we remained steady at around 38%. While we did not achieve our overall goal, there was progress at the senior executive level. In our Australia Division women hold 43% of all management positions.
Our approach and progress in creating a more gender balanced business was recognized through our citation as Employer of Choice for Women by the Workplace Gender Equality Agency (formally known as EOWA) for the eighth time.
As at 30 September 2012, the proportion of women employed at different levels of ANZ is as follows:
1Europe, America, Middle East and India
Further actions this year have included:
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