Gender

Our approach

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.

Key elements

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:

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.

2013 Report

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.

Our Results

2014 results

2014 results

Representation of women by role level^ 30 Sept 2013 Baseline* 2013 Target 2014 actual % of women* 2014 actual number of women
Senior Executives and Executives1 22.1%   22.5% 189
ANZ Management Board     18.2% 2
Senior Executive     25.2% 39
Executive2     22.0% 148
Senior Manager3 30.6%   30.2% 607
Manager4 40.6%   41.1% 6,950
Total women in management5 38.7% 39.7% 39.2% 7,746
Non-Management6 64.6%   64.2% 19,224
ANZ Overall 54.5%   54.2% 26,970

* Includes employees on parental leave. Parental leave data is available for Australia, New Zealand and Bangalore employees only. Due to a minor change in reporting boundaries, 2013 baseline figures reported differ by 0.1% to those reported in ANZ’s 2013 Annual Report.

^ Includes all employees regardless of leave status and includes casuals but not contractors (which are included in FTE).

1 Senior Executive comprises persons holding roles within ANZ designated as Group 1. These roles typically involve leading large businesses, geographies or the strategy, policy and governance of

business areas (excludes Management Board).

2 Executive comprises persons holding roles within ANZ designated as Group 2.

3 Senior Manager comprises persons holding roles within ANZ designated as Group 3.

4 Manager comprises persons holding roles within ANZ designated as Group 4.

5 Total women in Management represents all ANZ Management Board roles and roles within ANZ designated as Group 1 to 4.

6 Non-Management comprises women holding roles within ANZ designated as Group 5 and 6.

2013 results

2013 results

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. 

Representation of women by role level 30 Sept 2012 Baseline# 2013 Target# 2013 Actual % of women* 2013 Actual number of women
Senior Executives and Executives1 23.9% 24.9% 22.2% 190
CEO-1: Direct reports to CEO     23.1% 3
CEO-2: Direct reports to CEO-1     30.9% 25
CEO-3: All other Group 1 Senior Executives     20.8% 20
CEO-4: All Group 2 Executives     21.4% 142
Senior Manager 2 28.1% 29.1% 30.6% 604
Manager3 39.7% 40.6% 40.6% 6,457
Total women in management (1-4)4 37.8% 38.8% 38.7% 7,251
Non-Management5 64.4%   64.6% 18,968
ANZ Overall 54.2%   54.6% 26,219

Notes

* 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

  Women Men  
  Full time Part time Full time Part time Total
Board 3 0 10 0 13
Executive Management
(Group 1&2)
175 12 659 6 851
Middle Management
(Group 3&4)
6,034 669 10,708 71 17,482
Operational (Group 5-6) 13,398 4,935 9,723 630 28,686
Total 19,607 5,616 21,090 707 47,019
  Women Men
Board 23.1% 76.9%
Executive Management (Group 1&2) 21.9% 78.1%
Middle Management (Group 3&4) 38.3% 61.7%
Operational (Group 5-6) 63.9% 36.1%
Total 53.6% 46.4%
All figures reported are accurate as at end September 2013
2012 results

2012 results

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.

Performance data

As at 30 September 2012, the proportion of women employed at different levels of ANZ is as follows:

Group Baseline
(30 Sept 2011)
30 September
2012 Target
30 September
2012 results
Senior executives 22.8% 24.0% 23.9%
Senior manager 28.5% 31.5% 28.1%
Manager 40.3% 42.0% 39.6%
Total women in management 38.2% 40.0% 37.8%
Religion/Country Gender Split (30 September 2012)
  % Male % Female
Australia 43.2% 56.8%
New Zealand 38.3% 61.7%
Asia 43.4% 56.6%
EAMEI1 65.3% 34.7%
Pacific 41.7% 58.3%

1Europe, America, Middle East and India

Further actions this year have included:

  • Forming a new partnership as primary sponsor of Chief Executive Women (CEW), an organisation focused on facilitating greater representation of women at senior levels. CEW is a member-based organisation, comprising more than 200 of Australia’s leading business women, including five senior ANZ women.
  • Our CEO is working with the Australian Sex Discrimination Commissioner, Elizabeth Broderick as part of the Male Champions for Change program, to ensure the issues of gender equality, pay equity and women’s representation in leadership are elevated onto the national business agenda.
  • Continuing to review our Flexibility and Parental Leave policies to ensure we not only support the transition of women back to work but that we recognise the trend towards shared caring of children and the realities of managing work in an increasingly globalised business environment. This includes looking for further opportunities to enhance and simplify our HR policies around diversity and tailoring solutions to suit local business needs and trends.
  • Focussing on achieving pay equity for like roles across our business and taking action throughout our annual pay review process where unjustified discrepancies occur.
  • Pursuing gender balance in our recruitment, talent and learning programs, with women comprising 44% and 45% of overall participation in the Generalist Bankers Program and Graduate Program respectively.
  • Continuing to support the advancement of women in society, particularly those from disadvantaged and low-income backgrounds. Our Saver Plus, MoneyMinded and Moneybusiness programs include mostly female participants and aim to support their economic empowerment and broader inclusion in society.

 

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