Women in Mining Strategic Plan

Transcription

1 Women in Mining Strategic Plan

2 WOMEN IN MINING STRATEGIC PLAN 2 POLICY AND PLANNING CONTEXT Plans Leighton Holdings Group Policy for Workplace Diversity Leighton Holdings Indigenous Participation Strategy Thiess People Safety and Environment Plan Business Unit People and Capability Action Plan Thiess Diversity Policy Reconciliation Action Plan Business Unit Australian Mining Strategies Women in Mining Strategic Plan Gender Diversity Business Scorecard Thiess will draw on a number of resources to support its diversity aims in education, training, employment. The above context provides a framework to facilitate alignment and co-ordination towards improvement in Key performance indicators (KPI s) Women represent 45% of the total Australian workforce, but only 16% are in the resource industry

3 WOMEN IN MINING STRATEGIC PLAN 3 WOMEN IN MINING To be recognised as a leading mining contractor that prioritises diversity and recognises the value of an inclusive workplace for all employees. This will be achieved through» Improved targetted career pathways, training and employment outcomes.» a workforce skilled in maximising education, training, advancement and employment outcomes» Improved understanding of the cultural and organisational change required to recognise women as leaders and significant contributors to business success. By working closely with To accelerate and sustain the flow of women into senior management positions and non-traditional roles while creating and maintaining a culture that holds high expectations for the potential of women at all levels.» Universities and TAFE institutes» State and non-state school students» Local and Indigenous communities and organisations» Various women s networks eg WIMARQ» Industry bodies eg Minerals Council Australia, Equal Employment Opportunity for Workplace Gender Equality Agency (WGEA)» Government agencies eg Office for Women, Fair Work Australia... Our stakeholders Real change only occurs when an organisation gets to a critical mass, estimated to be somewhere between 25-30% of women in senior roles.

4 WOMEN IN MINING STRATEGIC PLAN 4 WITH A PARTICULAR FOCUS ON Cultural and Physical Environment Providing a cultural and physical environment where women feel comfortable, included and valued. 1.1 Deliver compulsory Diversity awareness sessions and EEO and anti-bullying training for senior leaders and all employees. 1.2 Establish women s networks and events internally. 1.3 Implement career development and frameworks. 1.4 Introduce more flexibility in work rosters. 1.5 Implement Parental Leave Program - staying in touch 1.6 Conduct Gender Pay Equity Review 1.7 Conduct consultation with employees on issues concerning gender equality in the workplace through annual structured focus groups and feedback sessions. 1.8 Identify and provide the skills that managers need to identify and provide the skills and understanding leaders need to maximise diversity 2. career Pathways, Training and Employment Developing, supporting and promoting accessible and relevant career pathways, training and employment opportunities that encourage female participation, retention and engagement. 2.1 Develop and implement specific retention, selection, progression and recruitment strategies that attract women into mining. 2.2 Increase recruitment of high potential employees by better demonstrating the range of jobs/careers available and link these to non-traditional roles to school-level students, TAFE and university, community events and organisations. 2.3 I ncrease female participation by delivering the Diversity Operator Training Program and Women in Trades program. 2.4 Establish clear career pathways and talent pipelines 2.5 Develop and implement a tailored mentoring program 2.6 Increase engagement in training and employment and establish pathways for school students and women between schools, VET, higher education and employment, in partnership with key stakeholders and Indigenous communities. 2.7 Increasing participation in leadership and management programs that encompasses all aspects of leadership capability, career progression and work/home balance. 3. Tracking Progress and Reporting Monitoring the effectiveness of retention, engagement and attraction initiatives to drive improved gender equality outcomes. 3.1 Develop site/regional targets and implement business scorecard metrics 3.2 Including diversity targets in senior leaders performance development plans. 3.3 Establishing the Women in Mining Working Group to manage the Women in Mining implementation effectively 3.4 Review and refresh WIM strategic plan yearly 3.5 Prepare a quarterly report on progress and achievements of goals and targets for the leadership team and make report available to all employees

5 WOMEN IN MINING STRATEGIC PLAN 5 Guiding Principles We are guided by the following principles» We are committed to this change and leading the way to ensure gender equality and opportunity in a culture that values respect» Hold high expectations for the potential of our female employees» Have clear understanding of Thiess vision for women and how it will be achieved.» Understand their obligations, commit to them, and are prepared to be held accountable» Celebrate, respect and value the diversity amongst our women and the contributions they continue to make for Australian Mining» Effectively prioritise, manage and target resources to drive improvement» Use research, evaluation and data to understand outcomes and inform action» adhere to appropriate employment policies and practices We measure performance by» Increased participation rates of women across at all levels» Increased representation of women in targeted roles eg. non-traditional and leadership roles» Reduced turnover of women throughout the business» Improved anecdotal feedback from annual focus groups» Increased participation rates of women in training» Revised and/or introduction of standards and procedures stating inclusion commitments» Improved compliance with the standards and procedures developed» Improved reporting and recording of the participation of women across the business including but not limited to recruitment, retention, training and progression. 6 out of 10 businesswomen consider male dominated referral networks one of the biggest challenges to landing an executive role

6 WOMEN IN MINING STRATEGIC PLAN 6 REFERENCE The term Indigenous used hereafter in this document specifically refers to the Aboriginal peoples and Torres Strait Islander people of Australia. The use of the term Indigenous is for grammatical ease only. This plan was issued on 11/02/2013. It was prepared by Penny Hamilton. For more information contact

7 WOMEN IN MINING STRATEGIC PLAN 7 LINE OF SIGHT Business Unit People Action Plan Develop Diversity Ensure AM develops a positively diverse workforce, representative of and responsive to the needs of the community in which it operates.» Plan 1 January 2013 Our Goal: To accelerate and sustain the flow of women into senior amangement positions and non-traditional roles while creating and maintaining a culture thats holds high expectations for the potential of women at all levels. 1. Develop Diversity of women in AM FY13 FY14 FY15 15% of WF 16% of WF 17% of WF 2. Increase representation of women in senior management roles 16% of WF 18% of WF 20% of WF 3. Increase in participation in non-traditional roles 8.5% of WF 9% of WF 9.5% of WF 4. At least 20% of female representation on the leadership team (AMLT) by end of required increase to meet 17% by % 15% end of 2013 representation of female employees 85% end of 2013 representation of male employees The increase, in comparison to overall employment is minimal. Despite 50% of female graduates completing tertiary education for the past 20 years, there are not enough women in management roles.