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Benchmark Technical User Manual

1. gt The dataset provides best coverage in mining financial and insurance services and information media and telecommunications gt The dataset has lower coverage in public administration and safety where the public sector is a dominant employer agriculture forestry and fishing where small to medium businesses are common and other services where small businesses dominate Workplace Gender Equality Agency Technical user manual Australia s gender equality scorecard is available on the WGEA website and contains the top level results of the 2013 14 reporting period Data checking The WGEA dataset that feeds into the benchmarks has been compiled from the reports of individual employers Extensive Agency resources have been applied to educate employers on what data needs to be provided Data follow up processes Data input validations were used wherever possible to ensure that the information submitted was screened for correct formats and ranges as it was being uploaded If users attempted to upload data of an incorrect type for example text where a number was required or outside an expected range for example a year in the past they received an error message which asked them to correct their data and resubmit Not all errors were able to be prevented on input so an iterative process of data checking was implemented Common errors that were found and followed up included missing or incomplete ANZSIC codes salaries not
2. If an employer has concerns about the results that appear in their benchmark reports for instance if the workforce composition shown is different in the industry class four digit code than is believed to be the case then they are advised to choose a comparison group that is less specifically defined for example industry subdivision two digit code or industry group three digit code Coverage All non public sector employers with 100 or more employees are required to report to the WGEA In 2012 the Agency conducted a coverage project to determine if employers not reporting to the Agency were covered under the Act and register them for reporting in the future It is estimated that around 90 percent of employers registered with the Australian Bureau of Statistics as employing 100 or more staff as at 2013 are registered as relevant employers with the Agency For further information on coverage see the section above titled the WGEA Dataset Remuneration data Known limitations of the benchmarks remuneration data provided by employers are summarised below gt There are 0 4 of employee salaries that are below 11 000 which is the minimum wage for 15 year olds Most of these salaries are legitimate as there are employees under 15 years old or ona disability scheme payment in this dataset There are legitimate cases where an employee has no salary for example in partnership structures in some religious organisations and when
3. L J f Reporting under GEI 3 provides information about the remuneration of women and men in a standardised format In addition to salary data collected as part of the workplace profile relevant questions in the reporting questionnaire relate to gt the existence of a formal policy or formal strategy on remuneration gt the inclusion and nature of gender pay equity objectives in formal remuneration policies or strategies gt whether any gender remuneration gap analysis has been undertaken any action taken as a result of a gender remuneration gap analysis Benchmarks 3 1 3 9 The gender pay gap Benchmark 3 1 Overall organisation wide gender pay gap E Your organisation To show the gender pay gap the difference in iat ti remuneration between women and men across manager categories and non manager occupations employment status and salary type is used to enable direct comparisons with other organisations of similar size or industry These results have been taken from the workplace profile Your organisation Comparison group median Your organisation s results To calculate the average salary for a given group a weighted average of salary data is taken across each organisation weighted against the number of women or men in the specific category This measure is used as some organisations submitted their organisation s salary data as an average in their aggregated workplace profile This method e
4. Gender is defined as female or male as per the Act gt Represents the difference between women s and men s average Gender pay gap GPG annualised full time equivalent earnings expressed as a percentage of men s earnings Workplace Gender Equality Agency Technical user manual 17 Calculations This section is intended to clarify how benchmarks are calculated Percentages are used throughout the benchmark report to enable comparisons between different industry categories or groups of different sizes The data collected by the WGEA comprises population level data Arguments often put forward around applying tests of significance to population level data include the existence of measurement error and that data collection methods despite having an entire population in scope more often than not result in only a sample being collected due to non responses and other issues It is important to note that the data collected in the WGEA reporting process is very different from drawing a random sample from a population and subsequently testing how representative this sample is This population represents non public sector organisations with 100 or more employees GEI 1 Gender composition of the workplace 3 9 2 9 9 Reporting under GEI 1 provides information about the gender composition of the workforce in a standardised format It is intended to cover a range of workforce characteristics including occupation and employment statu
5. temporary employees of the employer including all of its subsidiaries employing employees in Australia For employers that are part of a corporate group the 100 or more employees threshold is applied to the combined total of employees in Australia of the parent corporation plus the employees of any subsidiaries Ifa relevant employer s total number of employees then falls below 100 it must continue to report until its total number of employees falls below 80 for six months or more of the particular reporting period The six months do not have to be consecutive gt There are some organisations in the benchmarks dataset that legitimately have less than 100 employees because they belong to a corporate structure where the total number of employees in the group is 80 or more About benchmarks Customised confidential benchmark reports represent unique and unprecedented sources of information about gender equality in Australian workplaces The gender equality benchmarks provided by the Agency give individual organisations the opportunity to compare their performance against groups of other organisations Measuring an organisation s performance against comparison groups allows them to identify areas of strength along with opportunities to further improve overall performance against each of the six GEls Workplace Gender Equality Agency Technical user manual 3 Organisations are able to use the WGEA benchmark reports to track pe
6. averaged in aggregated workplace profiles salaries not converted to full time equivalent and or not annualised base salaries that were higher than total salaries for categories of employees organisations entering 0 or 1 salaries or other figures well below the national minimum wage workplace profiles that were incorrectly generated These may have excluded whole management levels or categories or included too many CEOs or too many 1 positions that are more senior than the CEO and report to someone overseas gt governing bodies boards that appeared to have too many chairs or too many directors These data follow ups involved emailing and telephoning organisations that appeared to have made errors in their workplace profile or reporting questionnaire In some circumstances it was confirmed that the data submitted was indeed correct for example trade unions do have very large governing bodies organisations that employ people who also receive a disability payment from the government may legitimately report very low salaries managing partners who are equity partners may not receive a salary In other instances employers were requested to correct the data and resubmit their reports Thresholds were applied so that organisations that submitted a unit record workplace profile and had a very low incidence of error depending on the size of the employer if less than 5 or 10 of employees were affected by the error they wer
7. in benchmark dataset 248 Proportion of reports excluded from benchmarks 3 6 Administrative and 22 3 5 Support Services Agriculture Forestry and Fishing 42 2 4 Arts and Recreation 98 2 0 Services Construction Education and Training Electricity Gas Water and Waste Services Financial and Insurance Services 192 491 51 225 1 0 3 5 2 0 0 4 Health Care and Social Assistance Information Media and Telecommunications Manufacturing Mining Other Services Professional Scientific 11 20 539 119 633 162 130 433 2 0 4 2 3 2 1 2 3 1 1 4 and Technical Services Public Administration and Safety Rental Hiring and Real 19 63 0 0 0 0 Estate Services Retail Trade Total 4 354 102 293 2 1 2 9 Workplace Gender Equality Agency Technical user manual 10 Data limitations ANZSIC The industry data in the benchmark dataset is based on employers providing ANZSIC codes at the industry class or four digit level For diverse organisations which operate a number of businesses where it is difficult to identify their primary activity providing an industry class level ANSZIC code can be problematic For example a large employer might have five subsidiaries an aged care centre a psychiatric hospital three private hospitals and a medical training centre When they report to the WG
8. in the comparison group that consulted with employees on gender equality in the workplace Your organisation s results are highlighted in yellow GEI 6 Sex based harassment and discrimination T Reporting under GEI 6 provides information on an organisation s policies or strategies for preventing sex based harassment and discrimination Relevant questions in the reporting questionnaire relate to gt the existence of a formal policy or formal strategy on sex based harassment gt the existence of a grievance policy within a formal policy or strategy on sex based harassment training for managers on preventing sex based harassment and discrimination Workplace Gender Equality Agency Technical user manual 33 Benchmark 6 1 Policies or strategies on sex based harassment and discrimination prevention Benchmark 6 1 Policies or strategies on sex based harassment and discrimination prevention Policy or strategy of organisations Strategy No because Currently under development Insufficient human resources staff Included in workplace agreement Don t have expertise Not a priority No reason provided Other Note the column percentages in this table do not necessarily add to 100 because multiple responses are allowable for example an organisation may have both a policy and a strategy This benchmark shows whether organisations have formal policies or strategies on sex based haras
9. is calculated as the number of organisations that selected the corresponding option divided by all organisations in the comparison group The second section displays a table of the reasons given for not conducting a gender remuneration gap analysis The percentage of organisations in this table is calculated by dividing the number of organisations that have chosen the corresponding reason by the total number of organisations that did not conduct a gender remuneration gap analysis An organisation can provide more than one reason so this percentage may not equal 100 Where an organisation responded No their results have been counted in the No reason provided category of the table Your organisation s results are highlighted in yellow Benchmarks 3 12 Actions taken as a result of gender remuneration gap analysis This benchmark shows the percentage of organisations that indicated they took specific actions in response to the results of a gender remuneration gap analysis It also shows the reasons they selected for not taking action This benchmark is calculated from two questions Has a gender remuneration gap analysis been undertaken and Were any actions taken as a result of your gender remuneration gap analysis An organisation can select from a list of actions if they have taken action or select a reason for not taking any action The benchmark is presented in two parts The first section is a bar chart s
10. reporting organisations were included in the benchmarks dataset What is my comparison group The comparison group is the group of organisations including your organisation that meet the criteria for the respective categories industry and organisation size chosen upon generation of your benchmark report The comparison group can be customised for each report The specific comparison group in your report is described on page 2 of the benchmark report What is the sample size of my comparison group The sample size is displayed in the report header on each page and also on page 2 of each benchmark report The minimum possible sample size is five organisations How many employees are covered by my comparison group This information is displayed on page 2 of each benchmark report Workplace Gender Equality Agency Technical user manual 37 How can I get a larger comparison group Log onto the Benchmarks tab of the WGEA secure portal and choose a report at the ALL level includes all 4 354 organisations in the dataset or at the Industry Division ANZSIC level or choose all organisations of a similar size to your organisation How can I limit the comparison group just to organisations very similar to mine You can choose to narrow your comparison group to organisations in the same Industry Subdivision 2 digit ANZSIC code Industry Group 3 digit ANZSIC code or Industry Class 4 digit ANZSIC code and or in the same organisat
11. s 60 0 97 5 Workplace Gender Equality Agency Technical user manual 21 Directors The percentage of directors combines the number of chairs by gender and the number of other board members by gender to calculate the percentage of directors on the governing bodies boards If your organisation had one board with four females one chair and three board members and six males the percentage of female and male directors would be 40 and 60 respectively For organisations that have listed more than one governing body board each governing body s or board s gender composition is summed to provide an overall director percentage for each gender for all the governing bodies boards listed Comparison group results The gender composition of the comparison group is calculated in a similar way to organisations that have listed multiple governing bodies boards The number of chairs and board members by gender will be summed across all organisations in the comparison group in order to provide the figures to calculate the percentage of female or male chairs and directors A worked example is displayed in the table below Number of females Number of males Total Female Chair s 1 40 41 2 4 Board members 65 200 265 24 5 Directors 66 240 306 21 6 Benchmark 2 2 Target set for gender composition of governing bodies boards This benchmark shows two donut charts representing whether organisations have set targets for the gender composition of their g
12. 5 000 3 3 Org E 56 000 57 800 3 1 Organisations are arranged in descending order of the size of their gender pay gaps Because there is an odd number of organisations the middle or fifth gender pay gap can be taken as the median gender pay gap for the comparison group 4 9 Note that if the comparison group has an even number of organisations the median gender pay gap is taken as the lower of the two most central gender pay gaps GPG in a range The median has been chosen as the benchmark measure rather than the mean or average because an organisation s gender pay gap has the potential to have extreme values which may have undue influence on the average whereas the median is not affected by skewed or extreme values Also consider that all relevant organisations are required to report to the Agency This means the correct types of statistical methods to use are those relating to populations rather than samples The mean as opposed to the median is often used because it is a more efficient estimate of the population average Since the relevant organisations here comprise the whole of the population the result is not an estimate For this reason the relative efficiency between the mean and median does not apply and neither the mean nor the median is a more efficient estimator Fundamentally the customised confidential benchmark reports are intended to allow reliable comparisons between the gender equality performance of one organ
13. EA they are required to provide a four digit ANZSIC code that best describes their primary business preferably on the basis of total value added or if that measurement is not known on total sales total wages or number of employees see the ABS website for more on this In the example above the employer might choose Hospitals except psychiatric hospitals class 8401 even though they do in fact operate an aged care facility and a psychiatric hospital both of which have separate industry class codes The medical training centre that they also operate actually falls under an entirely separate industry Education and training If reporting correctly this employer should submit a separate report for that subsidiary particularly if the organisation employs more than 80 employees The Agency relies on employers supplying an accurate ANZSIC industry class code but few audits were conducted this year Only where there was an obvious mismatch based on knowledge about an employer and the industry in which they operate have there been follow ups about individual ANZSIC codes If organisations had missing ANZSIC codes or entered only two digit or three digit codes they were contacted and asked to supply a four digit code This means that when an employer generates a benchmark report at the three or four digit industry levels they need to keep in mind that the data may not be solely representing all the industries in which the organisation operates
14. Number of females Total employees properion Senior managers f n female f n 1 Permanent full time 25 60 41 6 2 Permanent part time 15 25 60 0 3 Contract full time 12 27 44 4 4 Contract part time 6 9 66 6 5 Casual 2 4 50 0 Total 60 125 48 0 The number of females and the total number of employees are summed to provide column totals Next the total number of females is divided by the total number of employees to obtain the percentage of female senior managers which is 48 0 in this particular organisation Comparison group results The benchmark for the comparison group is calculated similarly to that of an individual organisation where all employees in the category of interest are included in the measure for the comparison group For example to calculate the percentage of females in the comparison group the total numbers of females are summed and divided by the total number of employees in the comparison group The table below shows a worked example as Number of females Total employees Proportion female Organisation f n f n Org A 25 125 20 0 Org B 48 120 40 0 Org C 15 125 60 0 Org D 360 480 75 0 Org E 117 145 80 7 Total 850 1420 59 9 Workplace Gender Equality Agency Technical user manual 19 This benchmark calculation is disaggregated by gender and shows the total proportion of employees in a comparison group This measure was chosen so that employers could see how their organisation aligns with
15. Workplace se are Gender Equality Australian Government Agency Gender equali benchmarks Tecnnical user manual 25 November 2014 Contents Introduction Who reports to the WGEA About benchmarks About this manual Data capture Confidentiality Dataset Data checking Data limitations Definitions Definitions of key terms in the workplace profile Definitions of key terms in the benchmark report and technical user manual Calculations GEI 1 Gender composition of the workplace GEI 2 Gender composition of governing bodies boards GEI 3 Equal remuneration between women and men GEI 4 Flexible working arrangements and working arrangements supporting carers GEI 5 Consultation on gender equality GEI 6 Sex based harassment and discrimination Abbreviations FAQ s 16 18 18 21 23 28 31 33 37 37 Introduction The Workplace Gender Equality Agency the WGEA or the Agency is an Australian Government statutory authority charged with promoting and improving gender equality in Australian workplaces The Agency administers the Workplace Gender Equality Act 2012 Act under which relevant employers non public sector organisations with 100 or more employees are required to submit annual compliance reports to the Agency Commencing with the 2013 2014 reporting period annual compliance reports contain data on a range of reporting matters using standardised categories and groupe
16. an individual is an equity partner in a firm and has not drawn a salary gt Itis possible that salaries of some part time or casual employees have not been annualised and or converted to full time equivalent amounts The ABS use the concept of Economic Value Added as defined in the Australian System of National Accounts Concepts Sources and Methods of Employment Workplace Gender Equality Agency Technical user manual 11 gt The data for casual employees includes a casual loading and cannot be compared to non casual employee data gt For workplace profiles that were submitted in an aggregated format it is possible that some salary data has not been averaged gt Approximately 8 of employers reported the same base salary and total remuneration amounts noting that this situation can be legitimate under certain circumstances for some employees for example contract short term casual and other staff who do not receive employer superannuation contributions Definitions Definitions of key terms in the workplace profile Employment status Employment status refers to the nature of employment full time part time permanent contract or Casual The table below provides definitions for each of these terms Employment status Definition gt Full time Employees who are engaged to work an average of 38 hours or more per week and whose hours are reasonably predictable with a guaranteed number of h
17. arks 4 3 and 4 4 Percentage of organisations that have formal and informal flexible working arrangements by type available to managers and non managers respectively These benchmarks show what types of formal and informal flexible working arrangements organisations make available to their employees broken down by Benchmark 4 3 Percentage of organisations that have formal and informal flexible working arrangements by type available to managers gender and by manager and non manager categories These benchmarks are presented as tables displaying the percentage of organisations that offer these types of arrangements To calculate the percentage of organisations that have each type of flexible working arrangement the number of organisations that have chosen each type is divided by the number of organisations in the comparison group For example if there were 40 organisations in the comparison group and 30 of these organisations offered time in lieu to their non managers the percentage of organisations that offered this particular flexible working arrangement would be shown as 75 0 Your organisation s results are highlighted in yellow Workplace Gender Equality Agency Technical user manual 30 Benchmark 4 5 Non leave based measures to support employees with family and caring responsibilities a This benchmark shows the types of non leave based on sie chikane Me measures organisations offer t
18. ces and social welfare Technicians and gt Perform a variety of skilled tasks applying broad or in depth technical trade or trades employees industry specific knowledge often in support of scientific engineering building and manufacturing activities Community and gt Assist health professionals in the provision of patient care provide information personal service and support on a range of social welfare matters and provide other services in employees the areas of aged care and childcare education support hospitality defence policing and emergency services security travel and tourism fitness sports and personal services Serine gt Provide support to managers professionals and organisations by organising storing manipulating and retrieving information employees gt Sell goods services and property and provide sales support in areas such as Sales employees l i j operating cash registers and displaying and demonstrating goods Machinery operators gt Operate machines plant vehicles and other equipment to perform a range of and drivers agricultural manufacturing and construction functions and move materials gt Perform a variety of routine and repetitive physical tasks using hand and power Labourers tools and machines either as an individual or as part of a team assisting more skilled workers such as Trades Workers and Machinery Operators and Drivers Other gt Employees whose work is not
19. d under six gender equality indicators GEls gt GEI 1 Gender composition of the workforce gt GEl 2 Gender composition of governing bodies boards gt GEI 3 Equal remuneration between women and men gt GEI 4 Availability and utility of employment terms conditions and practices relating to flexible working arrangements for employees and to working arrangements supporting employees with family or caring responsibilities gt GEI 5 Consultation with employees on issues concerning gender equality in the workplace gt GEI 6 Any other matters specified by the Minister in a legislative instrument From the 2013 14 reporting period the reporting matters in relation to GEI 6 relate to sex based harassment and discrimination in the workplace Also for the first time in this reporting period compliance reports were submitted via a new online reporting system developed specifically for this purpose Among other things the data collected in compliance reports is used to develop customised confidential benchmark reports Who reports to the WGEA gt All relevant employers under the Act are required to report to the WGEA annually gt A relevant employer is a non public sector employer with 100 or more employees in Australia for any six months or more of a reporting period The six months do not have to be consecutive All employees headcount not full time equivalent should be counted This includes full time part time casual and
20. defined by above categories gt Any person employed recruited by an employer as a graduate for example a graduate lawyer graduate accountant etcetera This does not refer to Graduate om employees who may have a degree but who are not employed specifically as a graduate Apprentice gt Any person employed by an employer as an apprentice A trainee is not considered an apprentice so should not be included in this category Workplace Gender Equality Agency Technical user manual 14 Remuneration From the 2013 14 reporting period relevant employers must provide remuneration data in the workplace profile Category Annualised full time equivalent base salary Definition p The annual salary before tax including salary sacrificed items but excluding allowances superannuation and any other additional payments Annualised full time equivalent total remuneration Includes base salary plus any additional benefits whether payable directly or indirectly whether in cash or in a form other than cash Includes bonus payments including performance pay superannuation discretionary pay overtime other allowances and other for example share allocations Bonus performance pay annualised full time equivalent A payment in addition to base salary that is usually communicated with the employee at the beginning of a period for example an annual target incentive is performance related and based ona performance manag
21. e not followed up The rationale for this treatment was that low incidence errors would have very limited impact on the benchmark data The online reporting system will be updated for next year s reporting to enhance the data checking process Annualised and full time equivalent salary data Prior to submission employers are required to annualise their salary data and convert it to full time equivalent amounts This means that if a person was employed for only part of the year or employed ona part time or casual basis their salary data was presented as if they had worked full time for the full year The difference between men s earnings and women s earnings when compared this way cannot be attributed to women being more likely to work part time Excluded reports As at the data cut off date 102 organisations whose reports were considered to have notable data issues had not responded to Agency requests to review their data These reports were excluded from the benchmark dataset and these organisations will not receive a benchmark report this year It was not possible to include the data from partial reports in benchmarks These excluded reports are profiled below Workplace Gender Equality Agency Technical user manual 9 Table 2 Industry breakdown of 102 reports excluded from the WGEA benchmarks dataset Division Accommodation and Food Services Number of reports excluded from benchmark dataset Number of reports included
22. e number of parts that are in the calculation and is divided by the total number of parts gt Ina percentage calculation this is the bottom part of the i calculation Denominator ES gt Itis used to divide the numerator and shows the total number of parts gt The middle value in an ordered sequence of numbers When split Median in half half the data will fall below the median and the other half will fall above the median gt Splitting an ordered sequence of numbers into equal quarters gt There are 3 quartiles that split the data into 4 quarters Quartile o Quartile 1 lower quartile 25 percentile o Quartile 2 Median 50 percentile o Quartile 3 upper quartile 75 percentile gt In an ordered sequence of numbers the n percentile indicates the Percentile value where n are below it gt The 25 percentile is the same as to the 1 quartile gt A measure that represents the centre of a data set Average gt Is calculated by summing each individual unit and dividing by the total number of units Mean gt Another term for average see above gt A weighted average is used when an average needs to be i calculated from a set of averages Weighted average i i i gt Itis the average of a set of averages that is weighted by the number of units in each average Workplace Gender Equality Agency Technical user manual 16 Other Category Definition Gender gt
23. e series measure and there is only one year s data available gt the benchmarks that present results for reporting level from the CEO are only available when the comparison group chosen includes an organisational size category Where else is this data available gt The WGEA has made the non confidential 2013 14 reporting data available through our interactive data centre in the form of a data visualisation tool the Data Explorer gt An aggregated dataset without any remuneration or pay gap data was made available in November 2014 on the daita gov au website gt The WGEA will use the data for further research and analysis and to create reports and education materials see wgea gov au Workplace Gender Equality Agency Technical user manual 38 How can I make a summary of this report for my executive or for my governing body board see the WGEA Benchmarks insights guide and website for the communication templates How can I make sense of the information displayed in my benchmark report Read the Benchmark insights guide available on the WGEA website How can improve against my benchmark performance See the Gender strategy toolkit available under learn on the WGEA website Workplace Gender Equality Agency Technical user manual 39
24. egories of managers and non managers To facilitate the standardisation of data relevant employers are required to classify and report on managers and non managers against standardised occupational categories These definitions are provided below for each category of manager and non manager Managers Category CEO or equivalent Definition gt The Chief Executive Officer CEO or equivalent however named is the highest ranking corporate officer executive or an administrator in charge of management of an organisation The CEO or equivalent is reported on separately to other key management personnel Examples of the CEO could depending upon the nature of the organisation also be the managing director general manager managing partner principal or vice chancellor Key management personnel KMP Have authority and responsibility for planning directing and controlling the activities of the entity directly or indirectly including any director whether executive or otherwise of that entity in accordance with Australian Accounting Standards Board AASB124 The KMP is a manager who represents at least one of the major functions of the organisation and participates in organisation wide decisions with the CEO Other executives general managers An other executive general manager holds primary responsibility for the equivalent of a department or a business unit In a large organisation this manager might no
25. ement process Payment is usually made on an annual basis Superannuation annualised full time equivalent A payment to an employee s regulated benefit fund available for her him in retirement Employers are required by law to pay a proportion of an employee s salaries and wages into a superannuation fund Discretionary pay annualised full time equivalent Is a payment that is over and above the requirements of the position and is not part of the performance pay system Sometimes referred to as ad hoc it is not normally quantified in advance and is usually paid after the event Overtime A payment in addition to base salary made to employees when they are required to work more than the ordinary hours of work or outside the ordinary spread of hours Other allowances annualised full time equivalent Other payments in addition to base salary Examples include first aid meals clothing vehicle and living away from home allowances Workplace Gender Equality Agency Technical user manual 15 Definitions of key terms in the benchmark report and technical user manual Statistical terminology Statistical methods and definitions used in calculating the various benchmarks Category Definition gt Parts per 100 A portion of a whole expressed as a number rather Percentage than a fraction gt Ina percentage calculation this is the top number of the calculation Numerator gt It shows th
26. enchmark 5 1 Consultation with employees on gender equality in the workplace This benchmark shows whether organisations consult with employees on gender equality in the workplace and if not their reasons for not consulting The benchmark is presented in two sections a donut chart and an accompanying table The chart shows the percentage of organisations that have consulted with employees on gender equality in the workplace The denominator for this calculation is all organisations in the comparison group The table displays the percentage of organisations that selected each reason for not consulting with employees on gender equality in the workplace The percentage of organisations in this table is calculated by dividing the number of organisations that have chosen the corresponding reason by the number of organisations that did not consult with employees on gender equality in the workplace An organisation can provide more than one reason so this percentage may not equal 100 Where an organisation responded simply No their results have been converted into the No reason provided category of the table Your organisation s results are highlighted in yellow Benchmark 5 2 Mode of employee consultation Benchmark 5 2 Mode of employee consultation Your organiiation SET HE SE BE TE HE SS EH DD Focus gmaps This benchmark shows what modes of employee consultation are undertaken by organisations on gender e
27. hmarks are presented as a table showing the percentage of organisations that have a policy or strategy and the percentage of organisations that selected each of the reasons for not having a policy or strategy Some categories have been combined to create those in the table For example two responses to the type of policy or strategy available Standalone policy Standalone strategy and Policy within another policy Strategy within another strategy were combined to create single categories Policy and Strategy The percentages in each of the first three rows are then calculated as percentages of all organisations in the comparison group As the organisation may select that they have both some form of policy and some form of strategy this percentage may not equal 100 From the fourth row the tables show the reasons given for not having a formal policy or strategy These percentages of organisations are calculated by dividing the number of organisations that have chosen the corresponding reason by the number of organisations that did not have a formal policy or strategy Where an organisation responded No their results have been converted into the No reason provided category of the table An organisation can provide more than one reason so this percentage may not equal 100 Your organisation s results are highlighted in yellow Workplace Gender Equality Agency Technical user manual 29 Benchm
28. howing the percentage of organisations that have taken action in response to a gender remuneration gap analysis The percentage is calculated by dividing the number of organisations that selected the corresponding option by the total number of organisations that have conducted a gender remuneration gap analysis organisations that selected Yes in benchmark 3 11 The second section shows a table of the Workplace Gender Equality Agency Technical user manual 27 Benchmarks 3 12 Actions taken as a result of gender remuneration gap analysis standardised reasons given for not taking any action on the results of the gender remuneration analysis The percentage of organisations in this table is calculated by dividing the number of organisations that have chosen the corresponding reason by the number of organisations that did not take action as a result of their gender remuneration gap analysis An organisation can provide more than one reason so this percentage may not equal 100 Where an organisation just responded No their results have been counted in the No reason provided category of the table Your organisation s results are highlighted in yellow GEI 4 Flexible working arrangements and working arrangements supporting carers Reporting under GEI 4 provides information about the availability and utility of employment terms conditions and practices relating to flexible working arrangements for employees g
29. ian workforce Employees in The WGEA Employees in the WGEA Industry ANZSIC Division H BE abou dataset tees Force Survey mee vant share employers 000 000 Accommodation and Food Services 780 5 173 7 22 2 Administrative and Support Services 397 1 196 9 49 6 Agriculture Forestry and Fishing 327 9 22 4 6 8 Arts and Recreation Services 190 6 95 1 49 9 Construction 1 033 0 143 3 13 9 Education and Training 924 2 381 5 41 3 Electricity Gas Water and Waste Services 146 4 45 5 31 0 Financial and Insurance Services 408 5 267 4 65 4 Health Care and Social Assistance 1 385 1 915 2 37 2 Information Media and Telecommunications 203 4 131 7 64 7 Manufacturing 921 5 371 9 40 3 Mining 264 6 190 2 71 9 Other Services 508 7 50 6 10 0 Professional Scientific and Technical Services 937 6 288 3 30 7 Public Administration and Safety 730 2 27 4 3 8 Rental Hiring and Real Estate Services 229 5 34 3 15 0 Retail Trade 1 234 8 648 6 52 5 Transport Postal and Warehousing 585 207 8 35 5 Wholesale Trade 385 6 100 3 26 0 Total 11 595 0 3 891 9 33 6 Sources ABS 2014 Labour Force Australia Detailed Quarterly cat no 6291 0 55 003 May Quarter used as a proxy for comparative purposes because this time period is not significantly affected by major activities such as public holidays The WGEA 2014 reporting data 2013 14 Based on a comparison of employees within the WGEA reporting organisations and the Australian workforce by industry
30. ing In 2014 for the first time organisations reported to the WGEA using a secure online reporting system To report or access confidential benchmark reports via the online portal relevant employers need an AUSkey This AUSkey is a single identifier and password for secure login to and submission of information via a wide variety of government online services For example most organisations already have an AUSkey for communicating with the Australian Taxation Office As noted above relevant employers are required to report against a set of six standardised GEls The precise reporting matters under each GEI are set by the relevant Minister in a legislative instrument before the commencement of the reporting period The reporting process involves uploading a workplace profile in a soreadsheet format and completing an online reporting questionnaire Reporting organisations had the option to supply the workplace profile in aggregated or unit level form A copy of the questionnaire and an accompanying reference guide are available on the WGEA website Workplace Gender Equality Agency Technical user manual 6 Data storage Once an organisation submits their report online through the WGEA secure portal the data is stored in a secure data warehouse Only authorised Agency personnel have access to any of the remuneration data Data delivery The data cut off for the 2013 14 reporting period was implemented on October 16th at close of busines
31. ining The percentages were calculated by dividing the number of organisations that offer workplace training to managers on sex based harassment and discrimination in a specific time period by the total number of organisations in the comparison group that offer workplace training on sex based harassment and discrimination prevention An organisation can provide more than one reason so these percentages may not total 100 Your organisation s results are highlighted in yellow Workplace Gender Equality Agency Technical user manual 36 Appendix 1 Abbreviations and FAQs Abbreviations Act Workplace Gender Equality Act 2012 ABS Australian Bureau of Statistics Agency Workplace Gender Equality Agency gt CEO Chief Executive Officer gt GEI Gender equality indicator gt GPG Gender pay gap KMP Key management personnel N A Not applicable The WGEA or the Agency the Workplace Gender Equality Agency FAQ s How do I get more benchmark reports like this Only authorised report contacts may access these customised confidential reports If you have an AUSKEY log onto the Benchmarks tab of the WGEA online portal see wgea gov au What is meant by reporting organisations These are organisations that submit reports to the WGEA All non public sector organisations with 100 or more employees are required under the Act to submit an annual compliance to the Agency In 2014 a total of 4 354
32. ion of the business the day to day business duties of this area would be considered their primary activity The ANZSIC system has a four level hierarchical coding structure This begins with a broad industry classification denoted by a letter industry division This is followed by three further classification levels represented by a two digit code industry subdivision a three digit code industry group and a four digit code industry class each differing in their level of detail For example Organisation X a health insurance company is classified under the following industry categories Division K Financial and insurance services Subdivision 63 Insurance and superannuation funds Group 632 Health and general insurance Class 6322 Health insurance When reporting to the WGEA each new employer provides an ANZSIC code at the class four digit level A relevant employer is only able to report on other organisations in its corporate structure that belong to the same ANZSIC division for example Mining Manufacturing etcetera Relevant employers with less than 80 employees can be reported on by another organisation in their corporate structure regardless of their ANZSIC division The ABS website provides specific definitions and a list of primary activities and exclusions for each industry class to assist in determining the correct industry classification For further information please refer to the ABS reference guide Report
33. ion size category e g 1000 employees The minimum sample size is five organisations If there are less than five organisations in the group you have chosen you will not have the option to download that particular type of report What is the best sample size for a comparison group A larger sample is usually better for comparison purposes A small sample e g 5 15 organisations may be unduly influenced by a few organisations If you find the benchmarks seem rather empty you are advised to choose a report in the portal where the comparison group has a larger sample size What is meant by N A or 0 0 in the report A result of N A or 0 0 means that the results are not available for that particular question or category because gt your organisation does not have any employees in that category e g no trades and technician workers your organisation has 100 of one gender in that category gt there is no difference in pay between females and males in that category specific to benchmarks dealing with the gender pay gap gt your organisation has not answered the particular question in the questionnaire e g no governing body board What is meant by Benchmark not available in a report A result of This benchmark is not available in this report indicates that the data needed for this benchmark are not being collected for the current reporting period gt the benchmark is based on a tim
34. ions that have a policy or strategy on remuneration in general If an organisation does not have a policy or strategy on remuneration in general it is not included in this calculation The second section comprises a table of the reasons selected by organisations for not including specific gender pay equity objectives in their remuneration policies and strategies Percentages in this table are calculated by dividing the number of organisations that have chosen the corresponding reason by the total number of organisations that do not have policies and strategies that include a specific gender pay equity objective An organisation can select more than one reason so this percentage may not equal 100 Where an organisation responded No their results have been counted in the No reason provided category of the table Your organisation s results are highlighted in yellow Workplace Gender Equality Agency Technical user manual 26 Benchmark 3 11 Organisations that have conducted a gender remuneration gap analysis This benchmark shows whether organisations have conducted a gender remuneration gap analysis the main reasons for not having conducted one and the length of time since that one was conducted The benchmark is presented in two parts The first is a bar chart showing the percentage of organisations that have conducted a gender remuneration gap analysis by the length of time since it was conducted The percentage
35. isation and groups of other organisations The best method of presenting central tendency for a group of organisations was investigated including seeking expert advice from a professional consulting firm who confirmed the median as the most appropriate measure of central tendency in this case Workplace Gender Equality Agency Technical user manual 25 Benchmark 3 6 Level by level gender pay gap for base salaries by occupation for non managers Benchmarks 3 6 and 3 6 1 show the percentage of women and men in each non manager occupational category The occupational category other has not been included in this benchmark as there is no indication of the skills qualifications or experiences needed to be a member of this category It would therefore not be meaningful for an organisation to compare their results in this category with other organisations as there is no standardised definition Benchmark 3 10 Policies and strategies that include specific gender pay equity objectives This benchmark shows whether organisations have a policy or strategy that includes specific gender pay equity objectives It also shows the reasons for not having such objectives The benchmark is reported in two sections The first is a donut chart that shows the percentage of organisations that have formal policies and strategies that include specific gender pay equity objectives The denominator for this calculation is the number of organisat
36. n the column headings Two responses to the type of policy ca ae aaa or strategy available Standalone policy Standalone high potentials strategy and Policy within another policy Strategy Succession planning Training and development Resignations Key performance indicators for managers relating to gender equality Gender equality overall within another strategy were combined to create single categories Yes has a policy and Yes has a strategy To calculate the percentage of organisations that have selected an option the WGEA divided the number of organisations that have selected the particular option e g Yes has a policy by the number of organisations in the comparison group An organisation can select more than one response of the Yes or No options so the percentages in the row may not equal 100 Your organisation s results are highlighted in yellow Workplace Gender Equality Agency Technical user manual 20 GEI 2 Gender composition of governing bodies boards L l ji Reporting under GEI 2 provides information about the gender composition of governing bodies and boards in a standardised format The term governing body used in this indicator is broad and means a board of directors trustees committee of management council or other governing authority of the employer Governing bodies and boards represent the highest level
37. nsures that we are not incorrectly averaging an average The formula for the average base salary of a professional female is Weighted average base salary x1 y1 x2 y2 x3 y3 x4 y4 xs ys yityaty3tystys Where x average salary of professional females in category Workplace Gender Equality Agency Technical user manual 23 y number of professional females in category Category 1 permanent full time 2 permanent part time 3 contract full time 4 contract part time 5 casual Here is a worked example Average full time equivalent Number of Professional x y base salary x females y 1 Permanent full time 85 000 20 1 700 000 00 2 Permanent part time 83 500 10 835 000 00 3 Contract full time 92 350 5 461 750 00 4 Contract part time 91 100 5 455 500 00 5 Casual 76 000 2 152 000 00 Total 42 3 604 250 00 Weighted average 85 815 48 The average base salary in each row is multiplied by the number of females in that row to calculate the figures in the final column x y These individual calculations are summed together to obtain the total The final step is to divide the total in column x y by the total number of females which gives 3 604 250 42 85 815 48 Once the weighted average has been calculated for each category the gender pay gap is calculated as the difference between the average of all female and all male earnings expressed as a percentage of male earnings T
38. o continue the example above if the weighted average for a male professional in an organisation is 92 346 56 then the gender pay gap for professionals would be 1 85 815 48 92 346 56 7 1 The gender pay gap has been calculated in a number of different categories to show how it may vary across different employment statuses levels of management and occupational categories Comparison group results Each organisation in the comparison group will have a gender pay gap calculated for each manager non manager category The method used for calculating the gender pay gap for the comparison group is important because it will influence how an organisation appears to align with that comparison group The benchmark for the comparison group is the median which is where the middle gender pay gap sits in the distribution To find the median the organisations in the comparison group are ranked from the organisation with the largest gender pay gap to the one with the smallest The gender pay gap of the organisation at the middle point is the median The table below shows a worked example Workplace Gender Equality Agency Technical user manual 24 Average full time Average full time equivalent equivalent Gender pay gap base salary female base salary male Org F 45 700 50 000 8 6 Org C 65 500 70 000 6 4 Org H 46 000 48 900 5 9 Org I 45 600 48 000 5 0 Org A 54 200 56 700 4 4 Org G 58 700 61 000 3 8 Org B 43 500 4
39. o support their employees with family and caring responsibilities Ereastioncirng faces ro referal services 1 The benchmark results are presented as a bar chart Each non leave based measure has been calculated by dividing the number of organisations that selected each type by the total number of organisations in the oan ENR REDE cates EAA es comparison group For the bar that represents the GG Gah Pula ceca aera L percentage of organisations that do not offer any leave based measures this has been calculated by dividing the number of organisations that selected at least one of the No responses in the first question by the number of organisations in the comparison group Your organisation s results are highlighted in yellow Infernal support networks for parentis Petun bo wok bonus Targeted communicalionns Perceniage of ongenesabons GEI 5 Consultation on gender equality amp Reporting under GEI 5 provides information about consultation that occurs between employers and employees on issues concerning gender equality in the workplace Examples of consultation include employee surveys and focus groups Relevant questions in the reporting questionnaire relate to whether employee consultation around gender equality issues in the workplace has taken place gt the type of consultation that has taken place categories of employees consulted Workplace Gender Equality Agency Technical user manual 31 B
40. of decision making responsibility in organisations Relevant questions in the reporting questionnaire relate to gt the existence of governing bodies boards gt the gender composition of the governing bodies boards and any gender targets set for them Benchmark 2 1 Gender composition of the governing bodies boards sca ARETA Aa Ra E This benchmark shows the distribution of women and sai men in board chair positions and director positions The percentages measure enables direct comparison with other organisations of similar size or function Female chair Female director Male chair Male director Your organisation s results Chair For an organisation that only has one governing body or board the results for the chair will display as 100 depending on the gender of the chair For example if your organisation had a female chair your results in the table would look like this Your organisation Comparison group Female chair s 100 0 2 5 Male chair s 0 0 97 5 For an organisation that has listed more than one governing body board the results for the chair will be calculated as a percentage of all the chairs listed in the report For example if your organisation had five governing bodies boards and two of these bodies boards had a female chair and three had a male chair your results in the table would look like this Your organisation Comparison group Female chair s 40 0 2 5 Male chair
41. ot offering such training The benchmark is presented in two sections a donut chart and a table The chart shows the percentage of organisations in the comparison group that provide workplace training for managers on sex based harassment and discrimination prevention The denominator for this calculation is the number of organisations in the comparison group The table shows the percentage of organisations that selected each reason for not providing training The percentages of organisations in this table are calculated by dividing the number of organisations that chose the corresponding reason by the total number of organisations that do not provide workplace training for managers on sex based harassment and discrimination prevention An organisation can select more than one reason so these percentages may not total 100 Where an organisation responded No their results have been converted into the No reason provided category of the table Your organisation s results are highlighted in yellow Workplace Gender Equality Agency Technical user manual 35 Benchmark 6 4 Frequency of workplace training for managers on sex based harassment and discrimination prevention This benchmark shows how often organisations provide workplace training for managers on sex based harassment and discrimination prevention The benchmark is presented as a bar chart showing the percentage of organisations that selected each frequency of tra
42. ours of work Employers should refer to how a full time week is defined in their specific business for example 37 5 hours per week Part time Employees who are engaged to work less than an average of 38 ordinary hours per week and whose hours are reasonably predictable with a guaranteed number of hours of work Permanent Employees who are engaged on a permanent basis in either a full time or part time capacity with a guarantee of certainty about their employment tenure and access to permanent employment benefits and entitlements Contract ude An individual employed on a temporary basis in either a full time or part time capacity under a contract of service for the purposes of paragraph a of the definition of employer under the Act often referred to as a fixed term contract This also includes an individual employed on a temporary basis who is an independent contractor is contracted for services where she or he is doing the work normally undertaken by the employer and where the organisation has the capacity to give direction regarding what work is to be done and if required how it should be done Casual An employee that works on an irregular and unsystematic basis and has little or no expectation of the continuation of work or guaranteed income and has the ability to accept and reject work as they see fit Workplace Gender Equality Agency Technical user manual 12 Standardised occupational cat
43. overning bodies boards It does not indicate the nature of any targets As per the image at left if your organisation has only one governing body board and replied Yes indicating that it does have a target set for gender composition the chart displaying Your organisation on the left side will appear in yellow and the label will indicate 100 Alternatively if your organisation has only one governing body board and replied No to indicate that it does not have a target set for gender composition it will appear in grey for No and be labelled 0 0 If your organisation has multiple governing bodies boards the chart on the left will show the proportion of those governing bodies boards that do have a target set for gender composition in yellow and the proportion that do not have a target set in grey Not all reporting organisations have a governing body board For the comparison group the yellow part of the graph displays the proportion of governing bodies boards that do have a target in place for the gender composition of their governing body board as a proportion of the total number of governin Workplace Gender Equality Agency Technical user manual 22 Benchmark 2 2 Target set for gender composition of governing bodies boards bodies boards Thus the denominator used in this calculation is the overall number of governing bodies boards for all organisations GEI 3 Equal remuneration between women and men 2
44. ovide more than one reason so this percentage may not equal 100 Your organisation s results are highlighted in yellow Workplace Gender Equality Agency Technical user manual 34 Benchmark 6 2 Grievance processes in sex based harassment and discrimination prevention policies and strategies This benchmark shows whether organisations policies or strategies on sex based harassment and discrimination prevention include grievance processes The benchmark is presented as a donut chart showing the percentage of organisations that responded Yes to having a grievance policy divided by the number of organisations that have policies and strategies on sex based harassment and discrimination prevention Your organisation s results are highlighted in yellow Benchmark 6 3 Provision of workplace training for managers on sex based harassment and discrimination prevention Benchmark 6 3 Provision of workplace training for managers on sex based harassment and discrimination prevention If training managers on prevention of sex based harassment and training is not provided why not Reasons of organisations Currently under development Insufficient human resources staff Don t have expertise Not a priority No reason provided Other This benchmark shows whether organisations provide workplace training for managers on sex based harassment and discrimination prevention and the reasons selected for n
45. quality in the workplace The benchmark is presented as a table showing the percentage of organisations that selected each mode More than one response is permitted so the percentages may not total to 100 Percentages were calculated by dividing the number of organisations in the comparison group that selected a mode of employee consultation by all organisations in the comparison group that have consulted with employees on gender equality in the workplace Your organisation s results are highlighted in yellow Workplace Gender Equality Agency Technical user manual 32 Benchmark 5 3 Categories of employees consulted This benchmark shows what categories of employees have been consulted by organisations about gender equality in the workplace The benchmark is presented as a bar chart showing the percentage of organisations that selected each employee category Of the first three responses organisations could only select one of All staff Women only or Men only However they were able to select more than one of the remaining responses including Human resource managers Management Employee representation group s Diversity committee or equivalent or Other More than one response is permitted so the percentages may not sum to 100 Percentages were calculated by dividing the number of organisations in the comparison group that selected a particular category of employees by all organisations
46. reason the benchmark delivery system was designed to give employers the flexibility to choose their most relevant comparison group For example universities were keen to compare their gender performance with other universities while the largest retailers were keen to compare themselves with other large scale employers regardless of their industry of operation Richer detail about your organisation s performance on these gender equality benchmarks can be obtained by looking at different types of comparison groups and the Agency encourages organisations to consider downloading multiple reports to provide a more comprehensive overview of your relative gender equality performance The Agency is interested in your feedback on which reports you find most useful and why There will be a link to a short feedback form available from the benchmarks tab of the portal where you can share your views About this manual This manual has been developed to provide users of the confidential customised benchmark reports with technical information that can assist in the interpretation of benchmark results In this manual users will find information about the data and how it was collected data checking processes and limitations notes on the coverage and reliability of the submitted data definitions of standardised terms and common statistical terminology details about how calculations were formulated and details of specific statistical treatment
47. rformance over time compare performance against other groups of organisations understand and learn from trends and develop strategies to improve gender equality performance over time The benchmarks presented in the reports were developed in consultation with employers through the Agency s User Working Group and Implementation Consultative Group in late 2013 The reports were tested together with the gender strategies toolkit and other benchmarks education products with a group of employers in October 2014 Accessing benchmark reports If your organisation has submitted an annual compliance report for the 2013 2014 reporting period you will have access to the customised benchmark reports through the online portal Multiple reports are available to reporting organisations and provide benchmarks with comparison information against groups of other organisations by industry and or size Types of reports Organisations can choose to download individual reports with the following comparison groups gt all reporting organisations gt industry division gt industry subdivision gt industry group gt industry class if sample size is greater than 5 gt employee size category by five categories gt industry division and employee size category gt industry subdivision and employee size category gt industry group and employee size category gt industry class and employee size category If an organisation has 5000 employees the
48. s In addition to salary data collected as part of the workplace profile relevant questions in the reporting questionnaire relate to the existence of formal policies or strategies to support gender equality in the workforce Benchmarks 1 1 1 6 Gender composition of the workplace These benchmarks show the distribution of women and men by management level or occupational category and employment status The measure of the percentage of employees is used to enable direct comparisons across different categories as well as other organisations of similar size or function These benchmark results have been calculated using data from the workplace profile Workplace Gender Equality Agency Technical user manual 18 Your organisation s results To calculate the percentage each gender in a management level or occupational category and employment status the number of employees of the specific gender were divided by the total number of employees For example the formula for an occupation or management category is Female percentage yi y2 y3ty4atys mi n2 n3 n44 ns Where y number of female employees in category n total number of employees in category Category 1 permanent full time 2 permanent part time 3 contract full time 4 contract part time 5 Casual To illustrate the table below shows a worked example of the percentage of female senior managers by employment status Organisation A
49. s technical information about interpreting the results In addition to this technical user manual there is also a Benchmarks insights guide that provides guidance on the interpretation of benchmarks along with key insights and actions Workplace Gender Equality Agency Technical user manual 5 Data capture Reporting period When organisations report to the Agency they provide a snapshot in time of their workforce during the reporting period For the current dataset employers chose one day in the reporting period 1 April 2013 to 31 March 2014 upon which to base their data referable to the 12 months prior For ease of computation some organisations used the end of the financial year that falls in that reporting period as their snapshot in time Reports are due to be submitted between 1 April and 31 May annually for the previous reporting period Australian and New Zealand Standard Industrial Classification ANZSIC Industries are coded according to the Australian and New Zealand Standard Industrial Classification ANZSIC system developed by the Australian Bureau of Statistics ABS It is the national framework for classifying business entities based on their primary activity Primary activities of the organisation are based upon economic value added or on the sales of goods and services wages number of employees or primary function of the organisation For example if the organisation had 90 of their staff working in one sect
50. s Perth time Only reports submitted prior to this date are included in the WGEA dataset The data for benchmark reports is configured using a customised version of IBM Cognos Business Intelligence software An aggregated dataset without any remuneration or gender pay gap data is available via http data gov au dataset an online service designed to provide the public with easy access to government data in useful formats and under open licences A data visualisation program the Data Explorer also offers an easy way for public visitors to the WGEA website to explore the public data Confidentiality As per the Workplace Gender Equality Act 2012 the Agency must ensure that all remuneration data provided to the WGEA is kept strictly confidential Aggregated remuneration and gender pay gap data may be published so long as it does not disclose information about a specific employer or person The Agency has created a secure portal for the collection of confidential reporting data and also for the delivery of the benchmark reports Only personnel from a relevant organisation with a current AUSkey can access the online portal and download their confidential benchmark report s The WGEA has employed several methods to ensure that no remuneration data for any individual or organisation is identifiable These include gt The results of gender pay gap calculations are presented only as percentages in the benchmark reports that is no salary informa
51. sment and discrimination prevention reasons chosen for not having such policies or strategies This benchmark is presented as a table showing the percentage of organisations that have a policy or strategy on the prevention of sexual discrimination and harassment and the percentage of organisations that selected each of the reasons for not having a policy or strategy Some categories have been combined to create those in the table For example two responses to the type of policy or strategy available Standalone policy Standalone strategy and Policy within another policy Strategy within another strategy were combined to create single categories Policy and Strategy The percentages in each of the first three rows are calculated as percentages of all organisations in the comparison group As the organisation may select that they have both some form of policy and some form of strategy these percentages may not total 100 The table then shows the percentages of organisations that selected each of the reasons for not having a formal policy or strategy These percentages are calculated by dividing the number of organisations that have chosen the corresponding reason by the number of organisations that did not have a formal policy or strategy Where an organisation responded No without choosing a reason their results have been counted in the No reason provided category of the table An organisation can pr
52. t working arrangements to support employees with family or caring responsibilities Relevant questions in the reporting questionnaire relate to gt the existence of formal policies or formal strategies on flexible working arrangements and to support employees with family and caring responsibilities the availability of non leave based measures to support employees with families and caring responsibilities Paid parental leave and family and domestic violence support are not presented in the benchmarks reports but the aggregate results are available through the WGEA data explorer on the wgea gov au website Workplace Gender Equality Agency Technical user manual 28 Benchmarks 4 1 and 4 2 Formal policies or strategies on flexible working arrangements and to support employees with family and caring responsibilities respectively Benchmark 4 1 Formal policies or strategies on flexible working arrangements Policy or strategy of organisations Strategy No because Currently under development Insufficient human resources staff Included in workplace agreement Don t have expertise Don t offer flexible work arrangements Not a priority No reason provided Other These benchmarks show whether organisations have formal policies or strategies on flexible working arrangements and formal policies and strategies to support employees with family and caring responsibilities These benc
53. t participate in organisation wide decisions with the CEO Senior managers Senior managers are charged with one or more defined function department or outcome They are more likely to be involved in a balance of strategic and operational aspects of management Some decision making at this level would require approval from either of the two management levels above it Senior managers are responsible for resourcing a budget and assets capital expenditure Other managers Other managers plan organise direct control and coordinate an operational function They usually oversee day to day operations working within and enforcing defined company parameters An other manager is accountable for a defined business outcome which usually involves the management of resources that also includes time management coordination of different functions or people financial resources and other assets for example facilities or IT infrastructure Line managers would be included in this category Workplace Gender Equality Agency Technical user manual 13 Non managers Category Professionals Definition gt Perform analytical conceptual and creative tasks through the application of theoretical knowledge and experience in the fields of the arts media business design engineering the physical and life sciences transport education health information and communication technology the law social scien
54. the total proportion of employees in the comparison group It is also in line with the statistical methodology the Agency uses in its fact sheets and statistical tools on its website Benchmark 1 6 shows the percentage of women and men in each non manager occupational category The occupational category other has not been included in this benchmark as there is no set definition to indicate which skills qualifications or experiences are required to be a member of this category It would therefore not be meaningful for an organisation to compare their results in this category with other organisations as there is no standardised definition Benchmark 1 7 Formal policies or strategies to support gender equality This benchmark shows whether organisations have a formal policy or strategy to support gender equality It also shows the proportion of organisations that do not have a policy or strategy and the reasons given for this This benchmark indicates whether organisations have formal policies or strategies to support gender equality in relation to a number of workplace matters Benchmark 1 7 Formal policies or strategies to support gender equality Kenta Ven his umn St ma SUCH as recruitment and promotions SET l The benchmark is presented as a table with the Retention different types of policies or strategies listed in the Performance management rows and the Yes and No options displayed i
55. tion is disclosed The number of organisations in the comparison group for any benchmark report is always at least five This ameliorates the risk of identifying an individual employee or organisation from the data presented in a benchmark report This treatment is in line with ABS guidelines for confidentialising datasets for public use The ABS guidelines recommend a minimum group size of three to five cases gt CEO remuneration data is not presented in any of the benchmarks Usually there is only one CEO in an organisation so it is not sensible to calculate an organisation level gender pay gap for CEOs Data showing workforce composition and the responses of organisations to the reporting questionnaire are presented in each organisation s public report available on the WGEA website and are not considered confidential The WGEA Dataset The WGEA benchmark dataset includes the data from 4 354 reporting organisations that submitted reports prior to the data cut off date The data covers 3 9 million non public sector employees across Australia equating to approximately one third of the Australian workforce of 11 6 million people based on the ABS Labour Force Survey May 2014 The following table indicates the proportion of the total Australian labour force in each industry that is included in the WGEA dataset Workplace Gender Equality Agency Technical user manual 7 Table 1 The WGEA dataset coverage of total Austral
56. tion titled Excluded Reports Organisations will not be able to choose a report of 5000 with industry subdivision group and class Workplace Gender Equality Agency Technical user manual 4 Australian Business Register The WGEA benchmark reports draw on ANZSIC codes provided by each organisation when they reported to the WGEA gt Employee size reports these reports compare your organisation with others of similar workforce sizes giving a more focused view of the data gt Industry reports filtered by employee size these reports combine industry sector and employee size in one report These reports will only appear if there are more than five organisations in the comparison group For example a university might like to view the comparison group which shows class level 8102 Higher Education plus organisation size 1000 a general hospital might consider the most relevant comparison group to be at the industry class level which would exclude psychiatric hospitals However a psychiatric hospital would not have access to a detailed report at the industry class level because there are fewer than five organisations in the comparison group selected Why so many benchmark reports Through consultation with benchmark report users the WGEA found that most organisations preferred to obtain data that allowed them to compare their performance to groups of organisations as similar as possible to their own For this
57. y will have the choice of two additional reports gt all organisations in the 5000 employee size category gt organisations in their industry division and in the 5000 employee size category Given the extent of the data available to you the Agency recommends you take your time going through each report to determine which ones will work best for your organisation The 2013 2014 reporting period was the first time that the Agency provided data below the industry subdivision level What do these different reports show gt Your organisation compared to all other reporting organisations this report compares your organisation to all other reporting organisations You can see the number of organisations in the comparison group under the header sample size on the benchmark report tab gt Industry reports these reports allow you to narrow your comparison group Industry division represents the largest comparison group in your industry and industry class represents the smallest comparison group Industries are coded according to the Australian and New Zealand Standard Industrial Classification ANZSIC system developed by the Australian Bureau of Statistics ABS This is the national framework for classifying industries according to the primary activities of organisations and is commonly used for assigning organisations to an industry for classification purposes such as in the Details of any exceptions to this can be found under the sec

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