Reference guide For the workplace profile and reporting questionnaire

Size: px
Start display at page:

Download "Reference guide For the workplace profile and reporting questionnaire"

Transcription

1 Reference guide For the workplace profile and reporting questionnaire Reporting for the and reporting periods Version 2.0 Preparing for reporting

2 Contents Contents 2 Introduction 3 Reporting and compliance overview 4 Key elements of the Act, reporting and compliance 5 Online reporting 7 Notification and access requirements 8 Future reporting periods 10 Completing the workplace profile 112 Overview of the workplace profile 12 Who should be included in the workplace profile? 12 Definitions of key terms for the workplace profile 14 Remuneration data 19 Completing the workplace profile online 19 Completing the reporting questionnaire 21 Formal policies and formal strategies 22 Timeframe 22 Gender composition of the workforce 23 Gender composition of governing bodies 26 Equal remuneration between women and men 29 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 32 Consultation with employees on issues concerning gender equality in the workplace 37 Any other matters specified by the Minister: Sex-based harassment and discrimination 38 Appendix 1 40 Calculating salary data 40 Frequently asked questions 42 Advice and assistance 43 Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 2

3 Introduction In 2012 the Workplace Gender Equality Act 2012 (Act) came into effect, changing the way non-public sector employers with 100 or more employees report to the Workplace Gender Equality Agency. Purpose of this document Reporting to the Workplace Gender Equality Agency (Agency) is now available online and relates to a set of standardised reporting matters under six gender equality indicators (GEIs). This reference guide is a companion document to the indicative reporting format Workplace profile and reporting questionnaire: preparing for reporting, available on the Agency s website. This reference guide has been developed to provide definitions and examples of the key concepts and terms contained in the indicative format of the Workplace profile and reporting questionnaire. Related materials This reference guide should be read in conjunction with the following documents available on our website: Workplace profile and reporting questionnaire: preparing for reporting V3.0 Case study with worked examples V2.0 Structure of the reference guide This reference guide is structured into three main sections: Section 1 provides an overview of the key reporting and compliance requirements. Section 2 provides a more detailed explanation of the key elements of the workplace profile. Section 3 provides definitions and examples of key terms in the reporting questionnaire. IMPORTANT NOTE: This reference guide outlines definitions, key terms and examples. As comments and questions are received from report contacts, the Agency may update this reference guide with further clarifications. The information contained in this reference guide is general in nature. You should consider how they apply to your organisation s particular circumstances. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 3

4 Section 1 Reporting and compliance overview 4 Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 4

5 Section 1 Reporting and compliance overview This section provides explanations and guidance on the following: Key elements of the Act, reporting and compliance who needs to report to the Agency reporting online notification and access requirements future reporting periods. Key elements of the Act, reporting and compliance The legislation On 6 December 2012, the Equal Opportunity for Women in the Workplace Act 1999 (EOWW Act) was replaced by the Workplace Gender Equality Act 2012 (Act). From the reporting period, the requirements of the Act became fully operational. Minimum standards apply from the reporting period. All non-public sector employers with a total of 100 or more employees (including full-time, part-time, permanent, contract and casual employees and including employees of any subsidiary) (relevant employers) are covered under the Act and required to report to the Agency annually. If a relevant employer s number of employees falls below 80 (counting all employees in its corporate structure), it must continue to report if it has been a relevant employer for six months or more of that reporting period. When determining if they are covered under the Act, employers must count actual employees (headcount). Relevant employers are required to report against a set of six standardised gender equality indicators (GEIs). The precise reporting matters under each GEI are set by the relevant Minister in a legislative instrument before the commencement of the reporting period. Relevant employers must also comply with notification and access requirements. Reports must also be signed by the CEO (or equivalent) of the relevant employer. Gender equality indicators (GEIs) The GEIs are standardised indicators developed to address the most pressing contemporary challenges to gender equality in Australian workplaces. The indicators are: GEI 1: gender composition of the workforce GEI 2: gender composition of governing bodies of relevant employers GEI 3: equal remuneration between women and men 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 GEI 5: consultation with employees on issues concerning gender equality in the workplace GEI 6: any other matters specified by the Minister in a legislative instrument, currently sex-based harassment and discrimination. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 5

6 Under each of the GEIs is a set of standardised reporting matters. The workplace profile covers matters relating to GEI 1 and GEI 3, and the reporting questionnaire covers reporting matters on all six GEIs. These are set out in sections 2 and 3 of this reference guide. Key reporting dates Reporting period The reporting period is the 12 month period from 1 April to 31 March annually. Report submission Compliance reports are due between 1 April and 31 May annually. Public report The public version of compliance reports is published on the Agency s website. The public report does not include personal information, remuneration details and other information that may be specified by the Minister in a legislative instrument. To comply with the notification and access requirements, it is the public report that must be provided to employees and shareholders or members, and on which employees and employee organisations with members in the workplace may comment to the Agency or the employer. Report contacts can download and/or print both a public and confidential version of their report once they have submitted both the workplace profile and reporting questionnaire in the online portal. Confidentiality of remuneration information An individual employer s information relating to remuneration included in a compliance report will not be published by the Agency. Aggregated remuneration data may be published so long as it does not disclose information about a specific employer or person. This will enable the Agency to collect and analyse data and to develop other resources on pay equity to benefit employers. CEO signature With online reporting, the CEOs actual signature is not required to be submitted to the Agency. Instead, report contacts will be required to confirm the CEOs details to convey her/his signature. In addition, once a relevant employer submits and downloads a copy of its report, the CEO (or equivalent) needs to either sign that document, or authorise her/his signature to be added to the report. An acting CEO of the relevant employer will also be able to sign the public report. This signed report is what the employer is required to make available to employees and shareholders or members. A copy of this signed version does not need to be sent to the Agency. Letter of compliance The Agency provides letters of compliance to relevant employers who are compliant with the Act. Letters are also sent to non-relevant employers confirming they are not covered by the Act and not required to report to the Agency. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 6

7 Online reporting The online portal is accessible via the Agency s website. Details of how to report online are also on the Agency s website. AUSkey: secure access to the portal To report via the online portal, relevant employers need an AUSkey. AUSkey is a single identifier and password for secure login to, and submission of information through, a wide variety of government online services. Most organisations already have an AUSkey for communicating with the Australian Taxation Office. If your organisation already has an Administrator AUSkey holder (usually held by the Chief Financial Officer, Company Secretary or similar), ask them to login to and register you for an AUSkey. It s the quickest way to get an AUSkey. An Administrator AUSkey holder can approve Standard and Administrator AUSkeys for report contacts within your organisation. Multiple AUSkey holders can be nominated at one time. For further information regarding the types of AUSkeys go to and select frequently asked questions. If your organisation does not have an Administrator AUSkey, you can register for one at Before you start, you will need to check whether you are eligible to complete the registration form at The Australian and New Zealand Standard Industrial Classification (ANZSIC) The Australian and New Zealand Standard Industrial Classification (ANZSIC) has been developed for use in the compilation and analysis of industry statistics in Australia and New Zealand. It is important that relevant employers match an ANZSIC category to the primary business activity for each organisation in its corporate structure as this impacts on who can be reported on in the one report. You can check ANZSIC categories and definitions on the Australian Bureau of Statistics website.! Please note, if you have previously submitted the industry details based on ASIC (the previous classification scheme) as part of your WGEA report, the Agency has converted this to the corresponding ANZSIC code in the online portal and this will be displayed when you login to the portal. Reporting on single or multiple entities within a corporate structure A relevant employer can report on behalf of other organisations in its corporate structure (in the one report) ONLY if they belong to the same ANZSIC division (the top level in the ANZSIC structure, e.g. Mining, Manufacturing etc). Subsidiaries that operate in a different ANZSIC division will need to either submit their own report, or be reported on by another entity in their ANZSIC division. The decision tree in figure 1 below is provided to assist you in determining the number of reports required to be submitted. If an employer is submitting multiple reports, it is important to ensure all entities are covered in the separate reports and that there is clear communication and agreement within your organisation as to the number of reports and which entities are reporting. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 7

8 YES Are they in the same ANZSIC Division? YES Do you want to submit one report on behalf of all these entities? YES Does your corporate structure have more than one entity that employs staff? NO NO Submit at least one report per ANZSIC Division One AUSKey per report Separate ABN unique to each entity submitting a report Submit one report One AUSKey One unique ABN NO Submit at least one report per ANZSIC Division One AUSKey per report Separate ABN unique to each entity submitting a report Submit one report covering all entities One AUSKey and unique ABN for the organisation submitting the report Notification and access requirements Relevant employers must comply with the notification and access requirements. The table below sets out the notification and access requirements. Table 1 Notification and access requirements No Stakeholder Requirement 1 2 Inform employees and members or shareholders, as soon as reasonably practicable, that report has been lodged with the Agency and advise how the report may be accessed Provide access to the report to employees and members or shareholders Notification to employees could occur through an organisation s normal means of communication with employees, including employee newsletters, workplace meetings and any other appropriate existing consultative means. The method used must ensure that the information concerning the organisation s gender equality report was transmitted widely to all employees. In the case of shareholders of a publicly listed company, given there may be more limited opportunities to communicate with them, notification could occur, for example, in the next available annual report and on the employer s website. The term member has not been defined in the Act. In our view, it should be interpreted to cover registered members of nonshareholding corporations, members of associations incorporated under State and Territory legislation, and persons constituting an association that is not incorporated. Members includes members of clubs, professional associations and credit unions. If the relevant employer s members provide a governing function like shareholders and would ordinarily receive governance information like annual reports, they could similarly be notified by annual report or website. As soon as reasonably practicable after the report has been lodged, a relevant employer must provide its employees and members or shareholders with access to its report (excluding personal information, details on remuneration and other information that may be specified by the Minister). Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 8

9 No Stakeholder Requirement Excluding personal information, details on remuneration and other information that may be specified by the Minister, an employer could fulfil this requirement by ensuring employees are clearly provided with, for example, a link to a website or intranet site where a copy of the report could be downloaded, or a hard copy of the report. 3 4 Inform employee organisations with members in its workplace, within seven days after lodgement, that the report has been lodged Inform employees and those employee organisations with members in its workplace of the opportunity to comment on the report to the employer or Agency An employee organisation is any organisation of employees which has been registered under the Fair Work (Registered Organisations) Act These are typically trade unions. It is not intended that this requires an intensive effort by employers to identify all possible employee organisations, but is taken to include those that the employer could reasonably be expected to know about. When informing employees or employee organisations that have members in the workplace that a report has been lodged, a relevant employer must advise them that comments on the report may be given to the relevant employer or to the Agency. There is no time restriction on when comments can be provided. However, comments provided to the relevant employer or the Agency, during the 28 days after a report has been submitted, will allow for those comments to be taken into account by the employer in providing additional information to the Agency, and by the Agency in requesting additional information to assist in assessing compliance with the Act. If an employee makes comment to an employer, then it is up to the organisation to develop a process or procedure internally for handling that comment. The Agency does not need to be informed of this internal comment. However, if the comment is deemed valid by the employer, it has 28 days from the date of lodgement of the report in which to make those changes to its online report. There is no requirement for an amended report to be made accessible to employees, shareholders and/or members of a relevant employer, or for any relevant employee organisation to be informed of the amended public report. Suggested wording for complying with the notification and access requirements Suggested wording for complying with the notification and access requirements can be accessed at Notification and access requirements relating to shareholders A relevant employer needs to notify and make its report available to its shareholders regardless of the location in which they are based. It does not need to notify and make its report available to the shareholders of its subsidiaries, except where the shareholders of the parent company are also shareholders of the relevant subsidiaries. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 9

10 Comments made to the Agency by an employee or employee organisation The Agency does not have to advise the employer of comments received, but it may take them into account when requesting additional information from the employer in determining compliance or when determining if a review is to be conducted of the relevant employer s compliance with the Act. The Agency suggests that, in the first instance, comments on an employer s report be made to the employer. This will enable the employer to deal with any errors or inaccuracies. The Agency has developed comments guidelines. These are available on the Agency s website. Figure 1 Summary of notification and access requirements Notify report submitted Shareholders/ members Employee organisations Employees Provide access to report Comment on report Future reporting periods reporting period For the reporting period, reporting matters will remain the same as those for the reporting period. The government is considering changes to the reporting requirements for the reporting period and the Agency will notify report contacts of any changes in due course. Minimum standard for reporting period The government has introduced a minimum standard applicable for the first time in the reporting period. This requires relevant employers with 500 or more employees to have in place a policy or strategy from 1 October 2014 in relation to one or more of the following: 1. supporting gender equality in the employer s workplace in relation to gender composition of the workforce 2. equal remuneration between women and men 3. flexible working arrangements for employees of the employer with caring responsibilities 4. sex-based harassment and discrimination prevention in the employer s workplace. This minimum standard continues to apply in each subsequent reporting period. If an employer that is required to meet this minimum standard does not do so, it will have a further two reporting periods to improve against the minimum standard before it may be deemed non-compliant by the Agency. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 10

11 Section 2 Completing the workplace profile Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 11 11

12 Section 2 Completing the workplace profile Organisations must complete a workplace profile which covers a set of standardised reporting matters under GEI 1 gender composition of the workforce and GEI 3 equal remuneration between women and men. This part of the reference guide provides: guidance on calculating the number of employees definitions for the key terms and concepts in the workplace profile, and descriptions of the two options available for completing the workplace profile online. Overview of the workplace profile A workplace profile must include actual headcount (that is, the actual number of employees). The following information is required to be provided in the workplace profile: data that is representative of your workforce at a point in time within the reporting period gender employment status: full-time/part-time permanent/contract/casual standardised occupational categories for managers and non-managers for managers: the reporting level from the Chief Executive Officer (or equivalent) remuneration: annualised and full-time equivalent calculation of base salary and, annualised and full-time equivalent calculation of total remuneration. Who should be included in the workplace profile? An organisation must include in its workplace profile the gender composition of all its workers in Australia (not only those with Australian nationality) at a date that is representative of your workforce. An employer must report on actual numbers (head count), including full-time, part-time, casual and those on contract. For employers who are reporting on other entities in the one report, the number included in the workplace profile needs to be the total of all the entities being reported on. In the CEO (or equivalent) row of the workplace profile, the number of CEOs included should reflect the number of organisations included in that report (for example, ABC Pty Ltd is reporting on two other subsidiaries, so the total number in the CEO row would be three). The workplace profile needs to include: (see Table 8 for definitions): apprentices and graduates independent contractors (in specific circumstances, see Table 3) foreign nationals or expatriates (who are working in Australia even if their remuneration is paid by overseas entities) Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 12

13 employees who are currently working overseas but who worked in Australia for more than six months of the reporting period employees on parental leave (paid or unpaid) salaried or income (non-equity) partners. The workplace profile does not need to include: employees of a labour hire company who have been assigned to work in your business an independent contractor whose services are not normally undertaken by the organisation (e.g. if you are an accounting services firm, the person who comes in and looks after the plants in your office) volunteers or unpaid visitors if an employee does not identify as either male or female, for the purposes of reporting to the Agency in accordance with the Workplace Gender Equality Act 2012, they do not need to be included in the workplace profile. Some organisations may have complexities relating to who is and who is not an employee. Table 2 below provides guidance for some of these circumstances. Table 2 Defining the boundaries of employees in specific organisations Category For recruitment agencies For group training companies For partnerships For religious institutions/churc hes Definition Individuals employed on a temporary basis (also referred to as temps, or on-hire employees) by a recruitment agency need to be included in the recruitment agency s workplace profile. This is because these individuals are employees of the recruitment agency, not the host employer. Apprentices and trainees who are directly employed by a group training company must be counted in the workplace profile of the group training company, not in the profile of the employer with whom they have been placed. Trainees are not to be included with apprentices under the Apprentices category in the workplace profile. Equity partners (part-owners of the business) should be reported on under gender equality indicator 2, gender composition of governing bodies. The managing partner also needs to be counted in the workplace profile under gender equality indicator 1 under CEO (or equivalent). Non-equity partners (more commonly, salaried partners) are to be reported on under GEI1. It is possible for a minister or officer of a particular religion to be engaged under a contract of employment (Ermogenous v Greek Orthodox Community of SA Inc [2002] HCA 8). To say that a minister of religion serves God and those to whom he or she ministers describes the minister's spiritual duties. It leaves open the possibility that the minister has been engaged to do this under a contract of employment. Accordingly, to determine if a minister or officer has a legal employer/employee relationship, among others, the following distinct issues are to be considered: The structure of the organisation in which the office is said to exist is the minister/officer appointed/employed by the church or another organisation (e.g. a different structure)? Who has legal responsibility for the appointment/removal (termination)/control of the performance of functions of the minister/officer? If the answer to these questions is the church, it is likely they would be considered an employee of that organisation. However, it can be a complex matter of fact and law to determine whether a particular minister or officer is an employee. As such, all relevant factors will need to be considered. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 13

14 Definitions of key terms for the workplace profile Employment status Employment status refers to the nature of employment. Employers are required to classify employees as full-time or part-time, and as permanent, contract, or casual. Table 3 below provides definitions of each of these terms. Table 3 Employment status of the workforce Employment status Permanent Contract Casual Full-time Part-time Definition 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. 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. For example, if a legal consultancy is a relevant employer, the person who is contracted to come in and look after the plants in their office is not to be included in their report (because looking after plants is not the work normally undertaken by that legal firm). However, if an independent contractor was employed to assist them with some legal work, and the legal firm can direct her as to what work is to be undertaken and how that work is to be undertaken, then that independent contractor should be included in their report. 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. 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 hours of work. You should refer to how a full-time week is defined in your specific business, for example 37.5 hours per week. 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. The employment statuses of employees can be combined in different ways. Table 4 provides the various combinations possible. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 14

15 Table 4 Combinations of employment statuses Choose one Choose one Symbols to be used in workplace profile Permanent OR Contract OR Full-time or Part-time Full-time or Part-time Permanent and FT Permanent and PT Contract and FT Contract and PT Casual N/A Casual and N/A Standardised occupational categories of managers and non-managers To facilitate the standardisation of data, relevant employers are required to classify and report on managers and nonmanagers against standardised occupational categories. Tables 5 and 8 provide definitions for each category of manager and non-manager. It is important to ensure that, when allocating managers to a management category, employers use the definition for each category, rather than referring to job titles. Table 5 Standardised manager categories Category CEO (or equivalent) Key management personnel (KMP) Other executives/general managers Definition 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. 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. A defining feature of KMPs is that their influence is at the entity level. They are likely to be functional heads such as head of operations or head of finance etcetera and direct how that component contributes to the entity s outcome, with a strategic focus. 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. 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 not participate in organisation-wide decisions with the CEO. Alternatively, this manager could have influence in organisation-wide decision making Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 15

16 forums to provide expertise or project development but because they do not actually hold authority at an entity level they would not be defined as a KMP. Senior managers Other 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 plan, organise, direct, control and coordinate an operational function. They usually oversee day to day operations, working within and enforcing defined company parameters. They might implement, determine, monitor and review strategies, policies and plans to meet business needs as it relates to their own function/work area. 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). Reporting level to the CEO Relevant employers are required to report on the reporting level of managers from the Chief Executive Officer. The level to the CEO can range from -1 to -15, or +1. Relevant employers may find that once they have categorised managers to one of the four standardised categories, there may be more than one reporting level to the CEO within any of these management categories. Once managers have been allocated to the applicable standardised management category, then allocate them to the appropriate number of reporting levels to the CEO (or equivalent). For example: Table 6 Example number of reporting levels to the CEO Management category Reporting level to CEO CEO 0 Key management personnel -1 Other executives/general managers -2-3 Senior managers -3-4 Other managers -5 Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 16

17 Table 7 Examples of reporting levels to CEO Manager Reporting level to CEO Comments President Asia-Pacific Chief Financial Officer Asia-Pacific For global organisations where a manager is more senior (in a global context) than the Australian CEO and reports to someone overseas, they should be classified as +1 level from the CEO. Chief Executive Officer (CEO) 0 CEO (or equivalent) is always reported as 0 levels. Chief Financial Officer (CFO) -1 Direct report to the CEO. National Human Resources Manager -1 Direct report to the CEO. National Information Technology Manager -1 Direct report to the CEO. Chief Operating Officer (COO) -1 Direct report to the CEO. State Operations Manager -2 Reports to the COO who is -1. State Human Resources Manager -2 Reports to the National HR Manager who is -1. National Human Resources Project Manager -2 Reports to the National HR Manager who is -1. Site Manager -3 Reports to the State Operations Manager who is -2, who in turn reports to the COO who is -1 as the COO is a direct report of the CEO. Where a union is reporting on behalf of its state branches, the CEO row in the workplace profile needs to include the total of those branch secretaries (because they re the CEOs or equivalent of those branches) as well as the National Secretary who s reporting on those branches. For example, if the national office is also reporting on three other state branches, the total in the CEO row of the workplace profile would be four. Who is not a manager? A supervisor is not a manager, therefore a supervisor might: organise defined tasks or groups of tasks supervise one person or a team of people consider budgetary implications carry out activities within defined parameters handle work assignments, time-keeping and problem solving have limited decision-making authority. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 17

18 Table 8 Standardised non-manager categories (reporting levels to the CEO is not required for non-managers) Category Professionals Technicians and trade Community and personal service Clerical and administrative Sales Machinery operators and drivers Labourers Other Graduate Apprentice Definition 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 sciences and social welfare. Perform a variety of skilled tasks, applying broad or in-depth technical, trade or industry specific knowledge, often in support of scientific, engineering, building and manufacturing activities. Assist health professionals in the provision of patient care, provide information and support on a range of social welfare matters, and provide other services in the areas of aged care and childcare, education support, hospitality, defence, policing and emergency services, security, travel and tourism, fitness, sports and personal services. Provide support to managers, professionals and organisations by organising, storing, manipulating and retrieving information. Sell goods, services and property, and provide sales support in areas such as operating cash registers and displaying and demonstrating goods. Operate machines, plant, vehicles and other equipment to perform a range of agricultural, manufacturing and construction functions, move materials, Perform a variety of routine and repetitive physical tasks using hand and power 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. Employees whose work is not defined by above categories. Any person employed/recruited by an employer as a graduate (for example a graduate lawyer, graduate accountant etcetera). This does not refer to employees who may have a degree but who are not employed specifically as a graduate. Any person employed by an employer as an apprentice. A trainee is not considered an apprentice so should not be included in this category. Employees with multiple roles Where an employee has multiple roles within an organisation, include her/him in the workplace profile in the occupational category that reflects the highest proportion of their working week. For example if an employee works for two days in occupational category XX, and for three days in occupational category YY, they would be reported on under occupational category YY. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 18

19 Remuneration data Relevant employers must provide remuneration data in the workplace profile. Table 9 outlines the elements of remuneration that are to be reported on. Table 9 Reporting on remuneration Category Annualised full-time equivalent base salary Annualised full-time equivalent total remuneration Definition The annual gross salary (before tax), including salary sacrificed items, but excluding allowances, superannuation and any other additional payments. Amounts paid to employees under the government funded paid parental leave scheme are not to be included in base salary or as part of 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, among other things, bonus payments (including performance pay), superannuation, discretionary pay, overtime, other allowances and other (for example share allocations). Other than for overtime, each component of total remuneration needs to be calculated an annualised and full-time equivalent amount. Completing the workplace profile online When completing the workplace profile through the online portal you will be required to download an Excel template from the online portal to enter the workplace profile data. Once populated, that Excel spreadsheet can then be uploaded to the online portal. Two options are available for reporting on the required workplace profile data: Unit level data: this is the simplest option which allows you to provide data at the individual de-identified employee level. Once uploaded, the system will automatically convert this data into an aggregated table format for you. or Aggregated data: in this format you will be required to enter workplace profile totals into two tables: one for managers and one for non managers. Option 1: Unit level data If an employer decides to provide its workplace profile information using unit level data, the spreadsheet can be downloaded from the online portal at the time of reporting. Each line in the spreadsheet represents a single employee. Employee names and identification numbers are not required in the Excel template. For each employee, all fields need to be completed. The online system will then generate the aggregated tables from your unit level data and automatically calculate the relevant totals. Calculating individual remuneration data For details on how to calculate annualised and full-time equivalent base salary and annualised and full-time equivalent total remuneration, refer to the Appendix at page 40. Option 2: Aggregated data If an employer decides to provide its workplace profile information at an aggregated level, two tables will need to be completed; one for managers and the other for non-managers. Each cell in the aggregated table has to have a value entered into it. For example, if there are no employees in a particular category, you would enter the number zero (0). Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 19

20 When selecting the aggregated table option, the online system will require you to indicate how many reporting levels to the CEO there are for each management category. The template generated for you to complete will then reflect those precise reporting levels. Calculating average remuneration data If you are using the aggregated table format for reporting on your workplace profile, for each manager and nonmanager occupational category you will need to calculate the average annualised and full-time equivalent base salary and average annualised and full-time equivalent total remuneration. To calculate the annualised full-time equivalent base salary and the annualised full-time equivalent total remuneration for each employee, refer to the instructions in Appendix 1 on page 40. Then, calculate the required totals for the aggregated table as explained below: To calculate the average annualised and full-time equivalent base salary for each occupational category and employment status category, add the individual annualised full-time equivalent base salary amount for all the women in each category then divide by the number of women in that category. Repeat this for the men and for all occupational categories. To calculate the average annualised and full-time equivalent total remuneration for each occupational category and employment status category, add the individual annualised and full-time equivalent total remuneration amount for all the women in each category, then divide that by the number of women in that category. Repeat this for the men and for all occupational categories. Remuneration not in Australian dollars You need to report the remuneration for each of your employees, even if they are not paid in Australian dollars. As at the date of your workplace profile, convert what they were paid into Australian dollars and include that figure in your workplace profile. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 20

21 Section 3 Completing the reporting questionnaire Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 21 21

22 Section 3 Completing the reporting questionnaire In addition to the workplace profile, employers are required to complete the reporting questionnaire. This part of the reference guide provides additional guidance on key terms and concepts included in the reporting questionnaire. When completing the reporting questionnaire, responses need to be applicable to all the entities covered in the report. For example: E.g.1: A parent company reports on seven different entities within its corporate structure, all in the same industry (eight organisations in total are being reported on). Question 5 under gender equality indicator (GEI) 4 asks Do you provide employer funded paid parental leave for primary carers, in addition to any government funded parental leave scheme for primary carers? This paid leave is provided in only five out of the eight organisations covered in this report so the answer to this question would be No. E.g.2: For unions, for the National Office to report that a particular initiative is in place, all of the state branches that you are reporting on also need to have that initiative in place. Providing information in open text boxes When providing details in open text boxes throughout the reporting questionnaire please do so in accordance with the Privacy Act 1988 and ensure no confidential information or personal information (such as any information that would personally identify an employee) is included. Formal policies and formal strategies There are questions referring to formal policies or formal strategies in most GEIs. A formal policy or formal strategy is a written policy or strategy that has been approved by human resources and/or management. A formal policy is usually widely communicated and available to, and accessible by, all staff. A formal strategy can also be widely communicated although it usually deals with the allocation and deployment of material and human resources and requires executive decision. A strategy may exist without a policy and vice versa but both may also coexist and support each other. To answer yes to the questions relating to formal policies and formal strategies, there must be a similar formal policy or formal strategy in each entity you are reporting on. Timeframe As described in section 2, when reporting on the workplace profile, organisations need to report the data at a point in time during the reporting period, 1 April to 31 March referring to the 12 months prior. For the questionnaire, responses, data and information relates to the 12 month reporting period of 1 April to 31 March. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 22

23 GEI 1 Gender composition of the workforce Q1. Do you have formal policies or formal strategies in place that specifically support gender equality in relation to recruitment, retention, performance management processes, promotions, talent identification/identification of high potentials, succession planning, training and development, resignations, key performance indicators for managers relating to gender equality and gender equality overall? The section below outlines what is meant by specifically supporting gender equality in relation to the above areas and what a formal policy or formal strategy could incorporate to answer YES to these questions Recruitment Relates to gender equality principles applied to the recruitment stages including but not limited to: formulating the job description, sourcing candidates and advertising, the protocol around the use of recruitment agencies, the recruitment team/panel composition and prerequisite training, the constitution of a shortlist, the interview and selection process Retention E.g.1: having recruitment campaigns to attract more women into a non-traditional area such as truck driving or engineering or to retain more men in non-traditional areas such as aged care or childcare. E.g.2: including at least one female/male interviewer and at least one female/male candidate on shortlists. E.g.3: ensuring there is a process in place to evaluate job descriptions to ensure they are relevant, include the necessary skills, and are non-discriminatory and gender-neutral. E.g.4: including a requirement for internal and external recruiting personnel to be trained in equal employment principles and anti-discrimination recruitment and selection practices. E.g.5: having positions advertised internally and made accessible to all employees (e.g. via an intranet, bulletin board) and using language in advertisements that is non-discriminatory, gender-neutral and encourages both women and men to apply. Relates to gender equality principles applied to employee engagement strategies including but not limited to: remuneration, benefits and total rewards, training and development, health and safety and other employee support processes. E.g.1: providing a keep in touch program for employees on parental level. E.g.2: conducting skill audits to ensure the skills of women and men are valued equally. E.g.3: providing for training and development opportunities to be available to all employees. E.g.4: monitoring and analysing exits by gender to understand the reasons for employees staying and leaving. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 23

24 1.3. Performance management processes Relates to gender equality principles applied to enhancing employee productivity, accountability and leadership including but not limited to: defining roles, responsibilities and objectives including key performance indicators, regular and recorded feedback sessions, 360 degree performance reviews and personal development plans including learning and development Promotions E.g.1: conduct analysis of the performance ratings issued to both women and men. E.g.2: implement a process to ensure performance standards are equitable and transparent and that there are no underlying systemic reasons where outcomes for women and men aren t comparable. Promotion means where a person has advanced or been raised to a higher office or rank. Relates to gender equality principles applied to the promotion process including but not limited to: requirements for promotions (qualification, work record, success, and length of service), talent/high potentials identification, internal applications management, and support provided during the transition. E.g.1: conduct analysis of the number of promotions for both women and men. E.g.2: consider employees on parental leave for promotion. E.g.3: widely advertise opportunities for promotion so as to be easily accessed by all employees throughout the organisation. E.g.4: require managers to be trained in promotion, EEO and diversity, transfer and termination policies and procedures Talent identification/identification of high potentials Relates to gender equality principles applied to the process used to identify and manage talent/high potentials internally including but not limited to: how talent/high potentials are approached internally (human resources, direct manager), how the talent pool is organised and managed (records kept, monitoring, updates) and how those individuals are involved in promotions. E.g.1: ensure women and men are represented within the talent/high potential pool. E.g.2: identify talent/high potential in non-traditional areas. E.g.3: conduct a skills audit across the organisation to identify high potential female and male employees who are interested in promotion (all ages) Succession planning Relates to gender equality principles applied to the succession planning process including but not limited to: key roles, skill retention strategies (including skills and training required), succession timetable, handover timeframe and contingency or risk management. E.g.1: ensure both women and men are considered in succession planning for each key role. E.g.2: ensure that succession planning is aligned with diversity and gender equality strategies Training and development Relates to gender equality principles applied to the availability and type of training and development programs for employees. This includes but is not limited to: Identification and documentation of specific employee training needs, skills gap analysis, documentation of financial resources available and utilised for employee training and development, investigation and approval of specific training programs, identification and documentation of work-related improvements achieved from training. E.g.1: implement mentoring and/or sponsorship programs, career and leadership development programs, and project assignments in non-traditional areas for women and men. E.g.2: conduct analysis on the number of women and men accessing training and development programs, and the type of training and development programs being accessed. Workplace Gender Equality Agency Reference guide to the workplace profile and reporting questionnaire 24

Changes to 2015-16 reporting requirements. Teleconference December 2015

Changes to 2015-16 reporting requirements. Teleconference December 2015 Changes to 2015-16 reporting requirements Teleconference December 2015 Resources Click to download 2015-16 Indicative format: workplace profile and reporting questionnaire 2015-2016 workplace profile worksheets

More information

Australia s gender equality scorecard

Australia s gender equality scorecard Australia s gender equality scorecard Key findings from the Workplace Gender Equality Agency s 2014-15 reporting data November 2015 WGEA dataset 4 million employees 4,670 reports 12,000+ employers Introduction

More information

DataDot Technology Limited Corporate Governance Statement. Introduction. Recommendation 1.1. Recommendation 1.2

DataDot Technology Limited Corporate Governance Statement. Introduction. Recommendation 1.1. Recommendation 1.2 DataDot Technology Limited Corporate Governance Statement Introduction This Corporate Governance Statement discloses the extent to which in 2015 DataDot Technology Limited adopted the 29 recommendations

More information

Best Practice Guide Gender pay equity

Best Practice Guide Gender pay equity Best Practice Guide Gender pay equity 01 Work & family 02 Consultation & cooperation in the workplace 03 Use of individual flexibility arrangements 04 A guide for young workers 05 An employer s guide to

More information

Nomination, Remuneration and Human Resources Committee Charter

Nomination, Remuneration and Human Resources Committee Charter Nomination, Remuneration and Human Resources Committee Class Limited (ACN 116 802 054) As approved by the Board on 6 October 2015 1. Purpose of this The purpose of this is to specify the authority delegated

More information

A S X A N N O U N C E M E N T

A S X A N N O U N C E M E N T A S X A N N O U N C E M E N T DATE: 19 October 2015 2015 Corporate Governance Statement and Appendix 4G Please find attached in accordance with Listing Rules 4.7.3, 4.7.4 and 4.10.3, a copy of Pact Group

More information

Progen Pharmaceuticals Limited ABN 82 010 975 612

Progen Pharmaceuticals Limited ABN 82 010 975 612 Progen Pharmaceuticals Limited ABN 82 010 975 612 Corporate Governance - 2015 Progen Pharmaceuticals Limited (the Company or Progen ) is a dual listed Australian company. Our primary listing is on the

More information

The Company intends to follow the ASX CGC P&R in all respects other than as specifically provided below.

The Company intends to follow the ASX CGC P&R in all respects other than as specifically provided below. Neptune Marine Services Limited Corporate Governance Statement ASX Corporate Governance Council s Corporate Governance Principles and Recommendations 3 rd edition As at 31 March 2016 and approved by the

More information

A Labour Agreement allows an employer to recruit skilled overseas workers for occupations approved under the agreement.

A Labour Agreement allows an employer to recruit skilled overseas workers for occupations approved under the agreement. 1 Labour Agreement information A Labour Agreement is a formal arrangement negotiated between an employer and the Australian Government and will only be considered where a genuine skills shortage exists

More information

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers Managers play a vital role in addressing pay equity as they are responsible

More information

Corporate Governance Statement

Corporate Governance Statement Corporate Governance Statement The Board of Directors of APN Outdoor Group Limited (APO) is responsible for the overall corporate governance of APO, including establishing the corporate governance framework

More information

Pay equity for small business Worked examples: Two fictional case studies. 25 March 2015

Pay equity for small business Worked examples: Two fictional case studies. 25 March 2015 Pay equity for small business Worked examples: Two fictional case studies 25 March 2015 Worked example 1 European Quality Footwear Pty Ltd Note: the following worked example is fictitious and has been

More information

Statistical Bulletin 2008/09. New South Wales Workers Compensation

Statistical Bulletin 2008/09. New South Wales Workers Compensation Statistical Bulletin 2008/09 New South Wales Workers Compensation This publication is available for download from the WorkCover website: http://www.workcover.nsw.gov.au The WorkCover Assistance Service

More information

Induction & Orientation of Educators, Students & Volunteers

Induction & Orientation of Educators, Students & Volunteers 1 Induction & Orientation of Educators, Students & Volunteers Purpose It is a requirement of the Education and Care Services National Regulations that staffing arrangements are documented in policy. To

More information

Health and Safety Policy and Procedures

Health and Safety Policy and Procedures Health and Safety Policy and Procedures Health & Safety Policy & Procedures Contents s REVISION AND AMENDMENT RECORD : Summary of Change Whole Policy 4.0 05 Nov 08 Complete re-issue Whole Policy 4.1 10

More information

The post holder will be guided by general polices and regulations, but will need to establish the way in which these should be interpreted.

The post holder will be guided by general polices and regulations, but will need to establish the way in which these should be interpreted. JOB DESCRIPTION Job Title: Membership and Events Manager Band: 7 Hours: 37.5 Location: Elms, Tatchbury Mount Accountable to: Head of Strategic Relationship Management 1. MAIN PURPOSE OF JOB The post holder

More information

NORTHERN TERRITORY GOVERNMENT TRAINEESHIP AND INDIGENOUS TRAINEESHIP PROGRAMS

NORTHERN TERRITORY GOVERNMENT TRAINEESHIP AND INDIGENOUS TRAINEESHIP PROGRAMS Office of the Commissioner for Public Employment www.ocpe.nt.gov.a u NORTHERN TERRITORY GOVERNMENT TRAINEESHIP AND INDIGENOUS TRAINEESHIP PROGRAMS Guidelines for Traineeships in the NTPS November 2015

More information

WORKFORCE ENGAGEMENT. Workplace productivity will continue to be an issue for the business and is a key component of the transformation strategy.

WORKFORCE ENGAGEMENT. Workplace productivity will continue to be an issue for the business and is a key component of the transformation strategy. WORKFORCE ENGAGEMENT Toyota Australia is undergoing a whole of business transformation in order to create a sustainable future. The company is working with employees to ensure they understand the vital

More information

Introduction. Thank you for your interest in working with the Queensland Ambulance Service.

Introduction. Thank you for your interest in working with the Queensland Ambulance Service. Introduction Thank you for your interest in working with the Queensland Ambulance Service. This information package has been developed to inform potential applicants about the recruitment and selection

More information

Key to Disclosures Corporate Governance Council Principles and Recommendations

Key to Disclosures Corporate Governance Council Principles and Recommendations Rules 4.7.3 and 4.10.3 1 Appendix 4G Key to Disclosures Corporate Governance Council Principles and Recommendations Name of entity: Gindalbie Metals Limited ABN / ARBN: Financial year ended: 24 060 857

More information

The organisation responsibilities of this position are outlined in the General Conditions of Employment (attached to this position description).

The organisation responsibilities of this position are outlined in the General Conditions of Employment (attached to this position description). HOLIDAY PARKS TRAINEE POSITION DESCRIPTION POSITION NO: 20141170 DIRECTORATE: BRANCH: UNIT: STATUS: CLASSIFICATION: OCCUPANT: LOCATION: City Growth Tourism Services Holiday Parks Temporary Full Time Trainee

More information

Corporate Governance Statement 2015. REA Group Corporate Governance Statement 2015 1

Corporate Governance Statement 2015. REA Group Corporate Governance Statement 2015 1 Corporate Governance Statement 2015 REA Group Corporate Governance Statement 2015 1 2 REA Group Corporate Governance Statement 2015 Corporate Governance Statement 2015 Introduction REA Group is committed

More information

Redundancy & Redeployment Policy. Transformation & Human Resources

Redundancy & Redeployment Policy. Transformation & Human Resources Redundancy & Redeployment Policy Transformation & Human Resources Issued by HR Policy Team Effective from REDUNDANCY AND REDEPLOYMENT POLICY 1 General Principles Purpose 1.1 The purpose of the policy is

More information

The Professional Standards Team is also available to discuss any aspect of the Code with you, so please do contact us if you have any queries.

The Professional Standards Team is also available to discuss any aspect of the Code with you, so please do contact us if you have any queries. The guide to complying with the REC Code of Professional Practice provides you with a page by page checklist on what you can do to ensure your agency is working to best practice. The Professional Standards

More information

Annual Workforce and Age Profile Report 2005-2006. As at 31 March 2006

Annual Workforce and Age Profile Report 2005-2006. As at 31 March 2006 Annual Workforce and Age Profile Report 2005-2006 As at 31 March 2006 Human Resources Unit July 2006 INTRODUCTION The human resource indicators in this report provide broad workforce data and analysis,

More information

Senior Manager Workforce Capability

Senior Manager Workforce Capability Job Description Job Title: Human Resource Consultant Workforce Capability Designation: Band 3 ACS Work Unit: Workforce Capability Position number: 23827 Responsible to: Senior Manager Workforce Capability

More information

WORKFORCE AND DIVERSITY DEVELOPMENT PLAN

WORKFORCE AND DIVERSITY DEVELOPMENT PLAN WORKFORCE AND DIVERSITY DEVELOPMENT PLAN 2012 2015 Contents Forward...3 Purpose...4 Our workforce priorities...4 Our values...4 GDC commitments...4 Equal Opportunity...5 Our operating environment...5 Agency

More information

For personal use only

For personal use only Australian Securities Exchange Notice 19 February 2016 ILUKA RESOURCES LIMITED (ILU) APPENDIX 4G AND 2015 STATEMENT Please find attached the Appendix 4G and 2015 Corporate Governance Statement in accordance

More information

U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER

U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER U & D COAL LIMITED A.C.N. 165 894 806 BOARD CHARTER As at 31 March 2014 BOARD CHARTER Contents 1. Role of the Board... 4 2. Responsibilities of the Board... 4 2.1 Board responsibilities... 4 2.2 Executive

More information

Restructure, Redeployment and Redundancy

Restructure, Redeployment and Redundancy Restructure, Redeployment and Redundancy Purpose and Scope From time to time the Lake District National Park Authority will need to reorganise its services and staffing to meet changes that arise in future

More information

Human Resource Change Management Plan

Human Resource Change Management Plan Structural Reform in Western Australian Local Governments Human Resource Change Management Plan A resource for the progression of your workforce through the structural reform process Contents Human Resource

More information

CORPORATE GOVERNANCE STATEMENT

CORPORATE GOVERNANCE STATEMENT CORPORATE GOVERNANCE STATEMENT CORPORATE GOVERNANCE PRINCIPLES AND RECOMMENDATIONS In determining what those standards should involve, Sundance has considered the 3 rd Edition of ASX Corporate Governance

More information

GLOBALG.A.P. Risk-Assessment on Social Practice (GRASP)

GLOBALG.A.P. Risk-Assessment on Social Practice (GRASP) GLOBALG.A.P. Risk-Assessment on Social Practice (GRASP) GRASP Module Interpretation for Czech Republic V 1.3 Valid from: 01.07.2015 Mandatory from: 01.10.2015 English Version Developed by Czech Society

More information

MANAGEMENT PLAN. Equal Employment Opportunity & Workforce Diversity

MANAGEMENT PLAN. Equal Employment Opportunity & Workforce Diversity MANAGEMENT PLAN Equal Employment Opportunity & Workforce Diversity Final Version: 1.0 Identifier CCS 5.1.7 Policy Section: HR Management Date Adopted: 8 November 2012 Review Date: November 2015 Author:

More information

Your Rights at Work in Australia Prepared by Labor Council of NSW For more information call our hotline1800 688 919

Your Rights at Work in Australia Prepared by Labor Council of NSW  For more information call our hotline1800 688 919 Your Rights at Work in Australia Prepared by Labor Council of NSW www.labor.net.au For more information call our hotline1800 688 919 HOW PAY AND CONDITIONS ARE SET IN AUSTRALIA ACTS OF PARLIAMENT Legislation

More information

Indigenous Employment Evaluation Tool. The Centre for Social Responsibility in Mining. csrm

Indigenous Employment Evaluation Tool. The Centre for Social Responsibility in Mining. csrm Indigenous Employment Evaluation Tool The Centre for Social Responsibility in Mining csrm Introduction The Indigenous Employment evaluation (IEE) Tool is a reporting framework that has been developed as

More information

Temporary Business (Long Stay) (subclass 457) visa

Temporary Business (Long Stay) (subclass 457) visa 9 Temporary Business (Long Stay) (subclass 457) visa 1154 (Design date 04/11) 1154 About this booklet This booklet is designed to assist you when completing an application for a Temporary Business (Long

More information

Project Agreements. Information for employers requesting a project labour agreement May 2015

Project Agreements. Information for employers requesting a project labour agreement May 2015 Project Agreements Information for employers requesting a project labour agreement May 2015 Table of Contents What is a project agreement?... 4 What is a labour agreement... 5 Duration of a labour agreement...

More information

South Australia Police POSITION INFORMATION DOCUMENT

South Australia Police POSITION INFORMATION DOCUMENT South Australia Police POSITION INFORMATION DOCUMENT Stream : Administrative Services Career Group : Administration Discipline : AO Classification : ASO-4 Service : Business Service Position Title : Business

More information

PUBLIC SERVICE COMMISSION

PUBLIC SERVICE COMMISSION ANNEX A PUBLIC SERVICE COMMISSION Open Merit Based Recruitment and Selection Guideline 1 1.0 OBJECTIVES 1.1 The objectives of this guideline are to: Define Merit and provide the policy basis for Permanent

More information

Elizabeth City State University Career Banding Salary Administration Plan

Elizabeth City State University Career Banding Salary Administration Plan Elizabeth City State University Career Banding Salary Administration Plan 200.1.8 Effective Date: 01/05/05 Amended: 12/16/08 Adopted: 03/10/09 Preamble It is the policy of Elizabeth City State University

More information

Wesley Mission Income Protection Claim Form

Wesley Mission Income Protection Claim Form Wesley Mission Income Protection Claim Form INCOME PROTECTION CLAIMS In order to alleviate any delay in the processing time of your claim, please ensure the following: The claim form is returned with all

More information

Specialist clinics in Victorian public hospitals. A resource kit for MBS-billed services

Specialist clinics in Victorian public hospitals. A resource kit for MBS-billed services Specialist clinics in Victorian public hospitals A resource kit for MBS-billed services 4 Clinical review of area mental health services 1997-2004 Specialist clinics in Victorian public hospitals A resource

More information

Department of Immigration and Border Protection. 457 Integrity Review: Training Fund Contribution. Submission of

Department of Immigration and Border Protection. 457 Integrity Review: Training Fund Contribution. Submission of Department of Immigration and Border Protection 457 Integrity Review: Training Fund Contribution Submission of Recruitment and Consulting Services Association (RCSA) August 2015 Recruitment & Consulting

More information

MISSION AUSTRALIA COMMUNITY SERVICES ENTERPRISE AGREEMENT 2011-2014 COMMISSIONER MCKENNA SYDNEY, 9 AUGUST 2011

MISSION AUSTRALIA COMMUNITY SERVICES ENTERPRISE AGREEMENT 2011-2014 COMMISSIONER MCKENNA SYDNEY, 9 AUGUST 2011 [2011] FWAA 5229 DECISION Fair Work Act 2009 s.185 Enterprise agreement Mission Australia (AG2011/10881) MISSION AUSTRALIA COMMUNITY SERVICES ENTERPRISE AGREEMENT 2011-2014 Social, community, home care

More information

Employment Rights and Responsibilities

Employment Rights and Responsibilities Employment Rights and Responsibilities As you work through this section, you will need to be clear about your own understanding of your occupation, the industry in which you work and the sector in which

More information

For personal use only

For personal use only Statement of Corporate Governance for the Year Ended 30 June 2015 This Corporate Governance Statement is current as at 1 September 2015 and has been approved by the Board of Equus Mining Limited ( the

More information

1 The Role of Accounting

1 The Role of Accounting 5 1 The Role of Accounting Accounting Information Accounting provides financial information for a variety of entities to enable them to make informed judgements and decisions. It is important that you

More information

Equal Pay Statement and Information 2015

Equal Pay Statement and Information 2015 Equal Pay Statement and Information 2015 Contents 1. Introduction... 2 2. Commitment... 4 3. Purpose... 8 4. Approach... 10 5. Equal Pay Information... 12 6. Occupational Segregation... 14 7. Equal Pay

More information

Reporting of Taxable Payments to Contractors in the Building and Construction Industry. Consultation Paper

Reporting of Taxable Payments to Contractors in the Building and Construction Industry. Consultation Paper Reporting of Taxable Payments to Contractors in the Building and Construction Industry Consultation Paper The Department of Treasury Australian Government Submission of The Recruitment and Consulting Services

More information

Coventry Resources Inc. Corporate Governance Statement (current as at 30 June 2015)

Coventry Resources Inc. Corporate Governance Statement (current as at 30 June 2015) Coventry Resources Inc. Corporate Governance Statement (current as at 30 June 2015) The Board of Directors are responsible for the overall strategy, governance and performance of Coventry Resources Inc.

More information

ROYAL AUSTRALASIAN COLLEGE OF SURGEONS

ROYAL AUSTRALASIAN COLLEGE OF SURGEONS 1. SCOPE This policy details the College s privacy policy and related information handling practices and gives guidelines for access to any personal information retained by the College. This includes personal

More information

Quarterly Employment Survey: September 2011 quarter

Quarterly Employment Survey: September 2011 quarter Quarterly Employment Survey: September 2011 quarter Embargoed until 10:45am 01 November 2011 Key facts This is the first quarter in which the Quarterly Employment Survey has seasonally adjusted employment

More information

Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service

Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service 1 Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service Purpose of Presentation 2 To seek input on the draft document Roadmap for a Human Resources

More information

Publishers Software Publications Pty Ltd (ABN 75 078 026 150)

Publishers Software Publications Pty Ltd (ABN 75 078 026 150) Manage human This book supports BSBHRM501B Manage human in the Business Services Training Package. Veronica Ritchie, 2015 Author: Veronica Ritchie ISBN: 978-1-925291-02-5 Disclaimer All rights reserved.

More information

Payroll Tax Act 2011. Republication No 6 Effective: 25 November 2015. Australian Capital Territory A2011-18. Republication date: 25 November 2015

Payroll Tax Act 2011. Republication No 6 Effective: 25 November 2015. Australian Capital Territory A2011-18. Republication date: 25 November 2015 Australian Capital Territory A2011-18 Republication No 6 Effective: 25 November 2015 Republication date: 25 November 2015 Last amendment made by A2015-49 (republication for amendments by A2015-48 and A2015-49)

More information

terms of business australia engagement of permanent staff services

terms of business australia engagement of permanent staff services terms of business terms of business australia Welcome to Randstad Randstad is one of the world s leading recruitment and HR services companies. Our vision both locally and globally is to be the number

More information

REGISTRATION FOR WORKCOVER INSURANCE FORM

REGISTRATION FOR WORKCOVER INSURANCE FORM REGISTRATION FOR WORKCOVER INSURANCE FORM ASSISTANCE WITH THIS FORM Guidance on who needs to register for WorkCover Insurance and completing this form can be found on page 5. WorkCover use only Registration

More information

Code of Ethics and Business Conduct (CEBC)

Code of Ethics and Business Conduct (CEBC) Code of Ethics and Business Conduct (CEBC) Amadeus Group October 2015 Index _ Preamble... 3 _ Our People... 3 _ Beyond Compliance... 3 _ Commitment to the Environment... 3 _ Conflicts of Interests, Gifts,

More information

EMPLOYMENT SECURITY AND REDUNDANCY POLICY

EMPLOYMENT SECURITY AND REDUNDANCY POLICY BD 3/2009/103 EMPLOYMENT SECURITY AND REDUNDANCY POLICY Created: September 2009 Page 1 of 12 Contents 1. Introduction and purpose of the policy page 3 2. Measures to preserve employment security page 3

More information

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach 1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed

More information

Our Values. Respect Honesty Commitment Courage Innovation

Our Values. Respect Honesty Commitment Courage Innovation Our Values Respect Honesty Commitment Courage Innovation Values only become meaningful when they are translated into behaviours that people engage in and others can observe. They are the cornerstone of

More information

Attraction and Retention Series A focus on people and business. Flexible work practices: Assessment proformas Resource document 5

Attraction and Retention Series A focus on people and business. Flexible work practices: Assessment proformas Resource document 5 Attraction and Retention Series A focus on people and business Flexible work practices: Assessment proformas Resource document 5 Issue 1 February 2009 Initial Checklist CREATING FLEXIBLE WORKPLACES Please

More information

Manager Research and Planning. 7 August 2015

Manager Research and Planning. 7 August 2015 Manager Research and Planning Full-time (1.0 FTE) 1 year contract, with likelihood of continuing Subject to 3 month probationary period Salary $90,000 plus superannuation 7 August 2015 This Recruitment

More information

APSO CODES OF PROFESSIONAL PRACTICE INDEX

APSO CODES OF PROFESSIONAL PRACTICE INDEX APSO CODES OF PROFESSIONAL PRACTICE APSO has an important role to play in continuously improving standards and providing guidance to stakeholders on developments and trends in the staffing industry. The

More information

HUMAN RESOURCES. Resourcing and Appointment. HR 1.1 Recruitment, Selection and Appointment

HUMAN RESOURCES. Resourcing and Appointment. HR 1.1 Recruitment, Selection and Appointment 1.1 Recruitment, and Appointment 1 Purpose The purpose of this policy is to ensure that applicants and employees of the Zoological Parks Board of NSW (ZPB) understand the importance of the recruitment

More information

ABN ACN Registration number (including ABN of any Trust) (company applicants only) (incorporated association applicants only) Business phone number:

ABN ACN Registration number (including ABN of any Trust) (company applicants only) (incorporated association applicants only) Business phone number: on 1300 658 108 Mon to Fri 9am-5pm (AEST/AEDT) Mail to New Accounts - Business Banking, ME Bank, Reply Paid 1345, Melbourne, Victoria 8060. Visit mebank.com.au Section 1 - Applicant Details Business Loan

More information

Recruitment Solutions

Recruitment Solutions Recruitment Solutions Business Support Professional Industrial Health Indigenous Apprentices & Trainees Part of something bigger Human Resources Solutions at your fingertips At Australian Business Solutions

More information

NHS Business Services Authority HR Policies Career Breaks

NHS Business Services Authority HR Policies Career Breaks 1. POLICY STATEMENT 1.1 The Authority recognises that during an employee s working life there will be times when personal commitments take priority over work. Subsequently the Career Break Policy has been

More information

Entrepreneurs Programme - Business Growth Grants

Entrepreneurs Programme - Business Growth Grants Entrepreneurs Programme - Business Growth Grants Version: 15 July 2015 Contents 1 Purpose of this guide... 4 2 Programme overview... 4 2.1 Business Management overview... 4 3 Business Growth Grant... 5

More information

Statement of Corporate Governance Practices 2015

Statement of Corporate Governance Practices 2015 Statement of Corporate Governance Practices 2015 Introduction The Board of Directors of Coventry Group Ltd(CGL) is responsible for the corporate governance of the Company. The practices outlined in this

More information

Queensland recordkeeping metadata standard and guideline

Queensland recordkeeping metadata standard and guideline Queensland recordkeeping metadata standard and guideline June 2012 Version 1.1 Queensland State Archives Department of Science, Information Technology, Innovation and the Arts Document details Security

More information

Withdraw super from your Rollover Account

Withdraw super from your Rollover Account Withdraw super from your Rollover Account This is the form you should use when you withdraw your superannuation from the APSS Rollover. The minimum amount you may withdraw from your APSS Rollover Account

More information

Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu

Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu Table of Contents INTRODUCTION... - 3 - SECTION I - EXTERNAL COMPETITIVENESS...

More information

Macarthur Minerals Limited CODE OF CONDUCT. February 2012

Macarthur Minerals Limited CODE OF CONDUCT. February 2012 Macarthur Minerals Limited CODE OF CONDUCT February 2012 MACARTHUR MINERALS LIMITED AND ITS SUBSIDIARIES (THE COMPANY OR MACARTHUR ) CODE OF CONDUCT 1. INTRODUCTION 1.1 The Macarthur Mineral Limited (including

More information

Pay equity and legal risk management

Pay equity and legal risk management Pay and legal risk management Overview Taking action to ensure equal remuneration between women and men is an important step for organisations to proactively manage any associated legal risks. Organisations

More information

Succession Plan. Planning Information and Plan Template December 2010. Succession Planning 2010

Succession Plan. Planning Information and Plan Template December 2010. Succession Planning 2010 Succession Plan Planning Information and Plan Template December 2010 Northland Foundation The Keeley Group Page 1 Introduction Succession Planning is an important component often addressesd as part of

More information

Shift working and working time for police staff Policy

Shift working and working time for police staff Policy Shift working and working time for police staff Policy Policy summary West Yorkshire Police have established a procedure which sets out the elements of police staff shift working and working time. Aims

More information

Corporate Governance Statement

Corporate Governance Statement Corporate Governance Statement Mesoblast Limited (the Company or Mesoblast) and its Board of Directors (the Board) are committed to implementing and achieving an effective corporate governance framework

More information

Policies of the University of North Texas Health Science Center

Policies of the University of North Texas Health Science Center Policies of the University of North Texas Health Science Center 05.306 Salary Administration Chapter 05 Human Resources Policy Statement. The University of North Texas Health Science Center strives to

More information

Corporate Governance in the ATP Group

Corporate Governance in the ATP Group Corporate Governance in the ATP Group ATP s activities are regulated by statute. ATP is thus an independent, statutory institution, the aim of which is to administer the ATP pension scheme. Alongside the

More information

Secondary Analysis of the Gender Pay Gap. Changes in the gender pay gap over time

Secondary Analysis of the Gender Pay Gap. Changes in the gender pay gap over time Secondary Analysis of the Gender Pay Gap Changes in the gender pay gap over time March 2014 Department for Culture, Media & Sport Department for Culture, Media & Sport 3 Contents Chapter 1: Introduction...

More information

Human Resources Management

Human Resources Management INTRODUCTION In the social and human services field, an organization's workforce is its greatest asset. Since staff and volunteers perform the tasks and provide the services that fulfil the organization's

More information

Mandatory Gender Pay Gap Reporting

Mandatory Gender Pay Gap Reporting Mandatory Gender Pay Gap Reporting Government Consultation on Draft Regulations Issue date: 12 February 2016 Respond by: 11 March 2016 Contents About this Consultation 3 Ministerial Foreword 5 Introduction

More information

Recruitment Principles April 2014 INTRODUCTION... 1 THE LEGAL REQUIREMENT... 1 MEETING THE LEGAL REQUIREMENT... 2. The selection panel...

Recruitment Principles April 2014 INTRODUCTION... 1 THE LEGAL REQUIREMENT... 1 MEETING THE LEGAL REQUIREMENT... 2. The selection panel... RECRUITMENT PRINCIPLES 2014 TABLE OF CONTENTS INTRODUCTION... 1 THE LEGAL REQUIREMENT... 1 MEETING THE LEGAL REQUIREMENT... 2 The selection panel... 2 Information about the role and the appointment process...

More information

1. Executive Summary...1. 2. Introduction...2. 3. Commitment...2. 4. The Legal Context...3

1. Executive Summary...1. 2. Introduction...2. 3. Commitment...2. 4. The Legal Context...3 Mainstreaming Report and Equality Outcomes April 2013 to March 2017 Contents 1. Executive Summary...1 2. Introduction...2 3. Commitment...2 4. The Legal Context...3 5. An Overview of the Mainstreaming

More information

Do you anticipate that your organisation will submit a minimum of 500 checks in a 3 year period?

Do you anticipate that your organisation will submit a minimum of 500 checks in a 3 year period? CUSTOMER APPLICATION NATIONAL POLICE CHECKING SERVICE Section 1: Qualification questionnaire Complete the questionnaire below to find out if you are eligible to become an Accredited Organisation with the

More information

ASSOCIATION LTD. Submission to the Senate Workplace Relations and Education Legislations Committee

ASSOCIATION LTD. Submission to the Senate Workplace Relations and Education Legislations Committee Recruitment & Consulting Services Association Ltd. ABN 41 078 606 416 PO Box 18028 Collins Street East Melbourne Victoria 8003 Ph +61 3 9663 0555 Fx +61 3 9663 5099 RECRUITMENT AND CONSULTING SERVICES

More information

Data Protection Policy

Data Protection Policy Data Protection Policy Document Ref: DPA20100608-001 Version: 1.3 Classification: UNCLASSIFIED (IL 0) Status: ISSUED Prepared By: Ian Mason Effective From: 4 th January 2011 Contact: Governance Team ICT

More information

Workplace Diversity Program 2006-2010

Workplace Diversity Program 2006-2010 Workplace Diversity Program 2006-2010 Version 1.0: November 2007 CASADOC 255 Copyright Australian Government 2007 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no

More information

LOW RATE CREDIT CARD APPLICATION.

LOW RATE CREDIT CARD APPLICATION. LOW RATE CREDIT CARD APPLICATION. For any enquiries contact us on 13 15 63 Mail to ME Bank, Account Origination, Reply Paid 1345, Melbourne VIC 8060 Fax to (03) 9708 3680 or scan and email to newaccounts@mebank.com.au

More information

About us. Your injured worker s recovery and return to work is a team effort. It involves you, your WorkSafe Agent, your worker and their doctor.

About us. Your injured worker s recovery and return to work is a team effort. It involves you, your WorkSafe Agent, your worker and their doctor. 1. About us Your injured worker s recovery and return to work is a team effort. It involves you, your WorkSafe Agent, your worker and their doctor. About WorkSafe Victoria WorkSafe Victoria (WorkSafe)

More information

MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010

MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010 MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010 POSITION TITLE Position Title: Manager HR Consulting Position Number: 3520 Faculty/Division: Division of Services and Resources

More information

Guide to Requirements for Consent to Assess for Schools

Guide to Requirements for Consent to Assess for Schools Guide to Requirements for Consent to Assess for Schools August 2011 Guide to Requirements for Consent to Assess for Schools Part A Introduction Purpose of this guide This document is designed to assist

More information

ONLINE SERVICE FOR AUTO ENROLMENT. Data standards guide for schemes operating contractual enrolment. Workplace pensions For scheme administrators

ONLINE SERVICE FOR AUTO ENROLMENT. Data standards guide for schemes operating contractual enrolment. Workplace pensions For scheme administrators Workplace pensions For scheme administrators ONLINE SERVICE FOR AUTO ENROLMENT Data standards guide for schemes operating contractual enrolment INTRODUCTION Good data management is critical to the smooth

More information

WORK HEALTH AND SAFETY CONSULTATION, CO-OPERATION AND CO-ORDINATION

WORK HEALTH AND SAFETY CONSULTATION, CO-OPERATION AND CO-ORDINATION WORK HEALTH AND SAFETY CONSULTATION, CO-OPERATION AND CO-ORDINATION Code of Practice DECEMBER 2011 Safe Work Australia is an Australian Government statutory agency established in 2009. Safe Work Australia

More information

POSITION DESCRIPTION STARTTS is committed to Equal Employment Opportunity (EEO) and anti-discrimination policies.

POSITION DESCRIPTION STARTTS is committed to Equal Employment Opportunity (EEO) and anti-discrimination policies. Service for the Treatment and Rehabilitation of Torture and Trauma Survivors STARTTS POSITION DESCRIPTION STARTTS is committed to Equal Employment Opportunity (EEO) and anti-discrimination policies. Position

More information

PAY POLICY 2016-2017

PAY POLICY 2016-2017 PAY POLICY 2016-2017 CONTENTS 1. Introduction and Purpose... 1 2. Legislative Framework... 1 3. Scope of the Pay Policy... 2 4. Broad Principles of our Pay Strategy... 2 4.1 Transparency, Accountability

More information

Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001. This policy is suitable for Public Disclosure

Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001. This policy is suitable for Public Disclosure Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001 This policy is suitable for Public Disclosure Owner of Doc: Head of Department, Human Resources Date Approved:

More information