2018性别平等洞察_澳大利亚性别薪酬差距（英文版）_70页_5mb

GENDEREQUITY INSIGHTS 2018: Inside Australia's Gender Pay Gap Summary

Core Content

This report provides a comprehensive analysis of gender pay gaps in Australian workplaces, focusing on trends and the effectiveness of pay equity actions. It highlights the role of organizational policies, leadership accountability, and the impact of pay gap audits in reducing gender disparities.

Key Findings

• More employers are taking pay equity seriously: In the four years of WGEA reporting, the proportion of employers with a formal remuneration policy or strategy increased by 10 percentage points (from 48.9% in 2013-14 to 58.5% in 2016-17). Similarly, the proportion of employers undertaking pay gap analysis rose from 24.0% to 37.7%.

• Pay gaps are narrowing, especially for top-tier managers: Male top-tier managers saw an average salary decrease of nearly $4,000, while female top-tier managers experienced an increase of around $24,000. This resulted in a 5 percentage point reduction in the gender pay gap for top-tier managers.

• Reporting to leadership is critical: Companies that reported pay gap results to the Executive or Board level saw a significant reduction in their overall gender pay gap, averaging 3.3 percentage points.

• Combined actions yield better results: Pay equity actions are more effective when implemented in combination with reporting to leadership. For instance, companies that combined pay equity actions with reporting saw a 13 percentage point reduction in managerial gender pay gaps in total remuneration.

• Industry performance varies: Mining and Finance and Insurance sectors have led in reducing gender pay gaps. Mining firms reduced the base salary gap by 2.1 percentage points and the total remuneration gap by 1.6 percentage points. In Finance and Insurance, the total remuneration gap decreased from 29.9% to 28.5%.

• Workforce changes: Full-time male employment decreased by 1.8% between 2015-16 and 2016-17, while full-time female employment increased slightly. Men still make up nearly two-thirds of full-time workers.

• Occupational disparities: The gender pay gap increases with occupational hierarchy. Top-tier managers have the largest pay gap (around 25% in total remuneration), while clerical and administrative roles have the smallest (6.5% in total remuneration). Male-dominated roles such as machinery operators and technicians have a larger pay gap than female-dominated roles.

Main Viewpoints

• Leadership accountability is essential: The report emphasizes that pay gaps do not close on their own and must be quantified, understood, and addressed by senior leadership.

• Pay equity audits are a necessary first step: While audits alone are not sufficient, they are a crucial part of the process when combined with organizational actions and accountability.

• Industry-specific actions matter: Certain industries, such as Mining and Finance, have shown more progress in addressing gender pay gaps through targeted policies and actions.

• Occupational restructuring is key: The shift in employment patterns, particularly the rise in part-time and casual work, has implications for gender pay gaps. Women are overrepresented in lower-paying, part-time roles, while men dominate higher-paying, full-time management positions.

Critical Information

• The report is based on data from over 11,000 Australian employers and more than 4 million employees, representing about 40% of the Australian workforce.

• The gender pay gap for full-time workers in base salary was 17.3% in 2016-17, a marginal decrease from the previous year. The total remuneration gap decreased from 23.1% to 22.4% over the same period.

• The Administrative and Support Services industry saw the most significant growth in employment, particularly in part-time and casual roles, driven by improved reporting practices.

• The lowest pay gaps are found in clerical and administrative roles (6.5% in total remuneration) and community and personal service roles (6.7% in base salary).

• The largest pay gaps are in managerial roles, especially top-tier managers, with a total remuneration gap of nearly 25%.

Structure of the Report

• Foreword: Includes insights from both the Workplace Gender Equality Agency (WGEA) and the Bankwest Curtin Economics Centre (BCEC).

• Executive Summary: Summarizes the main findings and the importance of organizational actions and leadership accountability in reducing pay gaps.

• Key Findings: Outlines the main trends and conclusions, including the role of pay equity audits and the effectiveness of combined actions.

• Introduction: Explains the legislative background of the Workplace Gender Equality Act and the data collection process.

• The Big Picture: Provides an overview of workforce changes and their implications for gender pay gaps.

• Full-Time Workers: Details the gender pay gap for full-time employees, including variations by occupation and industry.

• Part-Time Workers: Explores the gender pay gap for part-time employees and the role of casual employment in shaping these trends.

• Special Investigations: Examines the relationship between policies, actions, and outcomes in reducing pay gaps, with a focus on leadership reporting and audit practices.

• Policies and Actions: Highlights the types of actions taken by employers to address pay gaps and their effectiveness.

• Actions and Outcomes: Demonstrates how specific actions lead to measurable improvements in gender pay equity.

• Discussion and Summary: Concludes with recommendations and a call to action for organizations to improve pay equity through leadership accountability and comprehensive actions.

• Glossary and Technical Notes: Provides definitions and clarifications for key terms and data sources.

• References and Appendix: Lists the sources of data and additional tables for further analysis.