bronze award...athena swan institution application bronze award name of institution burnet institute...
TRANSCRIPT
Athena SWAN Institution Application
Bronze Award
Name of institution Burnet Institute
Date of application 28th March 2019; Redacted version 2nd March 2019
Award Level Bronze
Date joined Athena SWAN 9th June 2016
Contact for application Amanda Benson
Email [email protected]
Telephone (03) 9282 2118
2
COMPLETING THE FORM
Please refer to the SAGE Athena SWAN Charter Bronze Institutional Award Handbook when completing this application form.
Do not remove the headers or instructions. Each section begins on a new page.
WORD COUNT
The overall word limit for applications are shown in the following table.
There are no specific word limits for the individual sections, and you may distribute words over each of the sections as appropriate. Please state how many words you have used in each section. Please refer to page 11 of the handbook for inclusions and exclusions regarding word limit.
We have provided the following recommended word counts as a guide.
Word limit 11,000
Recommended word count
1.Letter of endorsement 500
2.Description of the institution 500
3. Self-assessment process 1,000
4. Picture of the institution 2,000
5. Supporting and advancing women’s careers 5,000
6. Supporting transgender people 500
7. Intersectionality 500
8. Indigenous Australians 500
9. Further information 500
10. Action plan N/A
ATHENA SWAN BRONZE INSTITUTION AWARDS
Recognise a solid foundation for eliminating gender bias and developing an inclusive culture that values all staff. This includes: • an assessment of gender equality in the institution, including quantitative ( staff
data) and qualitative ( policies, practices, systems and arrangements) evidence and identifying both challenges and opportunities
• a four-year plan that builds on this assessment, information on activities that are already in place and what has been learned from these
• the development of an organisational structure, including a self-assessment team, to carry proposed actions forward.
3
1. LETTER OF ENDORSEMENT FROM THE VICE CHANCELLOR/DIRECTOR Recommended word count: 500 words Actual word count: 496. Refer to Page 17 of the Handbook
Dr Wafa El-Adhami
SAGE Executive Director
Australian Academy of Science
GPO Box 783
Canberra ACT 2601
Dear Dr El-Adhami,
I am delighted to provide this letter of endorsement to accompany Burnet Institute’s
application for SAGE Athena SWAN Bronze Institution Award accreditation.
Burnet Institute is one of Australia’s leading independent medical research and public
health institutes, with a vision to progress Equity Through Better Health and a mission
to achieve better health for vulnerable communities in Australia and internationally by
translating research, discovery and evidence into sustainable health solutions. The
Institute addresses some of the most challenging health issues that affect vulnerable
communities, especially those facing women, children and young people. We are
passionate about social justice, equality, evidence-based research and development,
and see gender equity and inclusion as a critical aspect of achieving our mission.
Burnet has long had a governing board of (or close to) 50% female non-executive
directors. We have, however, fallen short in terms of female leadership in other areas.
Therefore, development of our latest strategic plan, Burnet 2020, was underpinned by
the commitment of the Board, the Executive Management Committee and myself to
strongly emphasise gender equity in fostering a talented and committed workforce.
Implementation of Burnet 2020 resulted in an organisational restructure in 2017, which
increased the number of women in senior leadership positions across our programs and
executive staff. While these changes were positive, they didn't adequately address the
organisational policies, cultural issues, structural impediments and other barriers that
have prevented women from achieving their full potential at Burnet. These have been
major discussion points across the Institute and within our Gender Equity, Diversity and
Inclusion Committee (of which I am an active member) and have led to what I believe
is a strong list of actions, which are currently being implemented.
The process of Athena SWAN accreditation has helped enormously in driving a culture
of gender equity, enabling greater staff engagement and identifying gaps and strategies
to improve opportunities for women. It has also prompted us to examine and update
our internal policies and practices to actively include transgender people, Indigenous
4
Australians and people of diverse sexual orientation, ages, abilities, ethnicities, religions
and beliefs.
In reviewing data collated for this application, we identified by-level gender pay gaps
and the underrepresentation of women at senior levels across the Institute, including in
the Executive Committee. We have developed new initiatives to address these,
articulated in our action plan, and have already enacted policies around flexible work,
parental leave, meeting times and working hours. We are working with our
communications and human resources teams to ensure these are communicated
effectively across the Institute.
Together with the Burnet Board and Executive Committee, I commit to implementing
the action plan submitted in this application, which we believe will overcome barriers to
career progression for women at Burnet Institute and resolve issues that diminish their
job satisfaction.
I fully endorse the attached submission and confirm that the information presented is
an honest, accurate and true representation of the Burnet Institute.
Yours sincerely,
Professor Brendan Crabb AC
Director and Chief Executive Officer
5
List of Abbreviations and Acronyms
ACFID Australian Council for International Development
CALD culturally and linguistically diverse
DFAT Department of Foreign Affairs and Trade
EMCR early-mid career researcher
GEC Gender Equity Committee
GEDI Gender Equity, Diversity and Inclusion
HEW Higher Education Worker
HR human resources
NGO non-government organisation
NHMRC National Health and Medical Research Council
PDF people development framework
PNG Papua New Guinea
SAGE Science in Australia Gender Equity
SAT self-assessment team
STEMM science, technology, engineering, mathematics and medicine
WGEA Workplace Gender Equality Agency
WLA Women and Leadership Australia
6
2. DESCRIPTION OF THE INSTITUTIONRecommended word count: 500 words Actual word count: 563
Refer to Page 17 of the Handbook
Please provide a brief description of the institution, including any relevant contextual information.
This should include: i. information on where the institution is in the Athena SWAN process; that is, an indication of how
the institution is progressing in their journey to improve gender equity, diversity, and inclusionii. information on its teaching and its research focus
iii. the number of staff; present data for academic staff, and professional and support staffseparately
iv. the total number of departments and total number of studentsv. list and sizes of Science, Technology, Engineering, Mathematics and Medicine (STEMM)
departments; present data for academic staff, and professional and support staff separately
The Burnet Institute was established in 1986 and is an independent, not-for-profit organisation. Burnet’s focus is on improving the health of vulnerable communities in Australia and internationally through accelerating the translation of research, discovery and evidence into sustainable health solutions. It is the only medical research institute accredited with the National Health and Medical Research Council (NHMRC) and Australian Aid, the Department of Foreign Affairs and Trade’s (DFAT) foreign aid program. Headquartered in Melbourne and a partner of the Alfred Alliance, the Institute also has offices located in Papua New Guinea (PNG) and Myanmar. The Institute’s annual budget is approximately AUD50 million.
Burnet’s work is structured around five key programs: Maternal and Child Health, Disease Elimination, Behaviours and Health Risk, Healthy Ageing and Health Security. Within these programs are 36 working groups that focus on specific research and projects. Staff are also aligned with one of three primary disciplines: life sciences, public health or international development. All of these have a STEMM focus.
A Board of 13 directors governs the Institute and is chaired by Ms Mary Padbury, an intellectual property lawyer. Six women and seven men make up the Board, including the Director and Chief Executive Officer, Professor Brendan Crabb AC. The activities of the Board and the Institute are governed by its Constitution. The Executive Management Committee at Burnet is the key decision-making body that oversees the day-to-day operation of the Institute.
Figure 1 below provides details of Burnet’s organisational structure.
7
Figure 1: Burnet Institute organisational chart, 2018
8
As of March 2019, Burnet employs 333 staff. 70 staff members are based in our international offices in Myanmar and PNG. We lack systems in Myanmar and PNG to collect detailed gender and diversity data, so are unable to include such data for international staff in this application. Table 1 indicates that our Myanmar and PNG offices have majorities of female staff, and that all staff work in the international development or organisational support services disciplines. We have prioritised collecting more detailed gender and diversity data from our international offices from 2019. The Further Information section includes information on gender equity requirements in our international programs.
MYANMAR No. % (#) women
Life Sciences 0 -
Public Health 0 -
International Development 17 53% (9)
Organisational Support Services 8 63% (5)
Total 25 56% (14)
PAPUA NEW GUINEA No. % women
Life Sciences 0 -
Public Health 0 -
International Development 28 68% (19)
Organisational Support Services 17 47% (8)
Total 45 60% (27)
Table 1: Number of Burnet staff by discipline and gender, Myanmar and Papua New Guinea, 2019
At the time of submission, 263 staff worked in Melbourne and 57 students were enrolled through affiliated universities (Table 2).
Discipline Staff Students
No. % (#) women
No. % (#) women
Life Sciences 81 58% (47) 30 63% (19)
Public Health 86 67% (58) 22 73% (16)
International Development 46 61% (28) 5 40% (2)
Organisational Support Services 50 48% (24) 0 0
Total 263 60% (157)
57 65% (37)
Table 2: Number of Burnet staff and students by discipline and gender, Melbourne, 2019
9
Further disaggregating our 2017 data (referred to throughout) indicates that 61% (154) of our Melbourne-based staff are research staff (Table 3). Burnet staff are classified according to the Institute’s Research (A–E+) or Professional (Higher Education Worker (HEW) level 1 – above level 10) Levels.
Discipline Staff
No. % (#) women
Total Research Staff 154 54% (83)
Total Professional Staff 91 66% (60)
Total Executive Staff 7 38% (2)
Total 252 57% (144)
Table 3: Number of Burnet staff – research, professional and executive, 2017
In late 2015, the Institute established a Gender Equity Committee (GEC) to improve gender equity across the Institute. After Burnet’s signing of the Participation Agreement for the SAGE Pilot of the Athena SWAN Charter in June 2016, the GEDI meetings included SAGE Athena Swan accreditation as a standing agenda item. In March 2019, the Committee was re-named the Gender Equity, Diversity and Inclusion (GEDI) Committee and its terms of reference were broadened to address issues of diversity and inclusion. Membership of the GEDI Committee includes the Director and representatives from across the organisation. The GEDI Committee reports to the Executive Management Committee.
Burnet’s commitment to gender equity has been highlighted through social media, and was the focus of a donor function in 2018, highlighting women and STEMM. Women in STEMM was a major focus of an appeal to Burnet supporters that raised $80,000 to support gender equity initiatives.
Action 2.1 Develop and implement data collection tools that enable Burnet’s Myanmar and Papua New Guinea offices to collect and report gender, diversity and career progression data.
10
3. THE SELF-ASSESSMENT PROCESS Recommended word count: 1000 words Actual word count: 894 Refer to Page 18 of the Handbook Describe the self-assessment process. This should include: (i) a description of the self-assessment team The Burnet SAGE Athena SWAN Self-Assessment Team (SAT) was formed in June 2016 as a subcommittee of the GEC by then chair Associate Professor Heidi Drummer. In March 2017, Professor James Beeson took up the role of Chair of the SAT in line with his new role as Deputy Director, People. The SAT reported to the GEC Committee and to the Executive Management Team (including the Director). Self-Assessment Team members were initially recruited via self-nomination of GEC members. The membership was expanded to include specific expertise from Institute staff via direct nomination. Of the 16 current members: 10 are women, 6 are men; 6 are late-career, 6 are mid-career and 4 are early-career; 8 work full-time and 8 work part-time; 5 have children aged under 5 years and 3 have school-aged children; 3 have caring responsibilities for elderly parents; 2 identify as LGBQTI+ and 14 identify as heterosexual; 2 were born overseas; and 5 identify as having culturally and linguistically diverse (CALD) ancestry.
Table 4 provides details of the SAT membership.
Name Title Institute role and contribution to SAT Amanda Benson Senior Project Manager, International
Development Acting Program Manager Maternal and Child Health (maternity leave replacement). SAGE application coordination
Angela Davis PhD Candidate, Young People’s Health Contributed to culture survey design. Responsible for Further Information section of application
Anita Cranwell Human Resources Advisor Collation of HR data as required. Worked on data synthesis and write-up of Sections 4 and 5
Caroline van Gemert Epidemiologist/PhD Candidate, Surveillance and Evaluation
Contributed to data collection for Section 5 – Supporting and Advancing Women’s Careers (left Burnet Institute in 2018)
David Harrison Laboratory Operations Manager Coordinated Indigenous Australians Section Geoff Chan International Health and Development
Specialist, Tuberculosis working group Data collection & analysis oversight group: development of analysis plan for staff survey; development of protocol for qualitative survey
Harini de Silva Senior Research Officer/Project Manager Contributed to data collection for Intersectionality section of application (left Burnet Institute in 2018)
Heidi Drummer Program Director, Disease Elimination Formation of the SAT, recruitment of new members, formation of working groups, project management, application preparation. SAGE Institute representative. GEC Chair 2016–18
James Beeson Deputy Director, People Chair of the SAT. Communication with Executive regarding progress of SAT, communication with Burnet staff re SAGE
Julia Cutts Senior Postdoctoral Researcher, Malaria & Infectious Disease Epidemiology Group
Worked on data synthesis and write-up of Section 5 and contributed to protocol development for focus group discussions
Kelly Durrant Program Manager, Maternal and Child Health
Contributed to the design and implementation of Culture Survey, Focus Group Discussions and Individual Interviews. Overall contribution to gender aspects of the applications
Liz Comrie-Thomson Women's and Children's Health Specialist Data collection & analysis oversight group: development of analysis plan for staff survey; development of protocol for qualitative survey. On parental leave from August 2018
Margarete White Manager, OHS & Compliance Synthesis of policies information and write-up of section 5.4 Nick Scott Senior Postdoctoral Researcher & Deputy
Head, Modelling and Biostatistics group Quantitative data and focus group outcome analysis for intersectionality and transgender components
Paul Duffy Human Resources Manager Collation of human resources data. Data synthesis and write-up of Sections 4 and 5
Paul Rathbone Head, Public Affairs and Development Wrote Section 2 and contributed to Communications Strategy and Communications-related actions
Table 4: Membership of Burnet Institute’s SAGE Athena SWAN Self-Assessment Team
A project manager (0.2 FTE) was appointed to oversee and coordinate the SAGE application process in April 2018. This person was an existing member of staff and is a member of the Gender Equity Community of Practice at the Australian Council for International Development (ACFID). (ii) an account of the self-assessment process Since February 2017, the SAT has met monthly. Participation in meetings has been face-to-face and via video conferencing. Working groups were established to focus on particular components of the Athena SWAN application. SAT members nominated themselves to particular working groups according to their professional focus. Additional members were recruited to the working groups directly from Burnet Institute staff and students. A separate working group was established to develop an online culture survey for all Melbourne-based staff. The survey was undertaken in August 2017. Of 252 staff, 190 (75%) completed the survey. 61% of participants were women (Burnet’s 2017 staff is 57% female). An external organisation (University of Melbourne) analysed a de-identified dataset to ensure the anonymity of respondents and sent the results to SAT working groups for interpretation. The survey was translated and adapted for our Myanmar and PNG staff, but results were not available in time for this application. Analysis of the international survey data will occur in the 3rd quarter of 2019. The culture survey results were supplemented with qualitative data collected from 11 focus group discussions and eight interviews in June 2018. The purpose of this qualitative data collection was to gain further insight into how staff experience issues relating to gender. Separate groups were held for men and women, and for parents of young children, older children and carers. The one-on-one interviews were held with individuals who either did not feel comfortable sharing their views in a group setting or who could not attend the focus group sessions at the scheduled times. Following the collection of both quantitative and qualitative data, SAT members held two half-day workshops to develop appropriate action items for the Action Plan. Communication strategy
Members of the SAT have attended the SAGE regional network meetings, had discussions with staff from other Medical Research Institutes involved in the SAGE pilot, and worked with a gender equity consultant to support implementation of the Athena SWAN Charter at the Institute.
The progress of the SAT is regularly communicated from the chairs of the GEDI Committee and SAT, and the Institute Director and CEO, at board meetings and with all staff during quarterly staff meetings. It has featured in an end of year report and an edition of the Institute’s IMPACT magazine, via our internal communications newsletter Connect (now replaced by The Hub and The Bulletin), noticeboards, and via all-staff
13
emails. Additional dedicated annual one-hour seminar presentations with questions and answers were conducted through 2016, 2017 and 2018 to communicate information about the SAGE process and the Athena SWAN charter, progress of the SAT and the staff survey development.
Feedback sessions for the SAGE Bronze Institution Award application and action plan were held with the Executive, Working Group Heads and the GEDI Committee in February and March 2019. The submitted application and action plan will be available to all staff and students via the intranet, with a prominent banner promotion. (iii) plans for the future of the self-assessment team In March 2019, the GEC was renamed the Gender Equity, Diversity and Inclusion Committee (GEDI) after the GEC’s terms of reference were expanded to include diversity and inclusion. The SAGE SAT will be integrated into the Burnet Institute GEDI Committee from 1 April 2019. The GEDI Committee will meet every eight weeks and will be tasked with the implementation, monitoring and evaluation of the Action Plan submitted with this application and will report to the Executive Management Committee. Succession Planning Once the SAT has been integrated and membership finalised, the GEDI Committee will comprise 15–20 members, with each member serving a two-year term. 50% of the committee will rotate off each year, enabling the committee to benefit from both retaining experience and corporate knowledge and an influx of fresh ideas. New members will be appointed via an open expression of interest process from all Burnet staff and students. The Executive Management Team and Chair of GEDI will select new members from the pool of applicants. In Dec 2018, an expression of interest process was used to select the new chair of the GEDI Committee and Professor Caroline Homer was successful. Action 3.1 Expand the terms of reference of the Gender Equity Committee
to address issues of diversity and inclusion, renaming it the Gender Equity, Diversity and Inclusion (GEDI) Committee.
Action 3.2 Every two years, elect new leadership and 50% new members for the GEDI Committee with some identified positions for Indigenous, CALD and LGBTIQ+ members.
Action 3.3 Integrate the SAT into the GEDI Committee and include the implementation of the SAGE Athena SWAN Bronze Award action plan in the Committee’s terms of reference.
Action 3.4 Conduct two-yearly organisational culture surveys and include questions relating to gender, diversity and inclusion.
14
4. A PICTURE OF THE INSTITUTION Recommended word count: 2000 words Actual word count: 1603 Refer to Pages 19-20 of the Handbook 4.1 Academic and research staff data (i) Academic and research staff by grade and gender Academic and research staff work within three STEMM-focussed disciplines, rather than faculties. Within this section of the application, we have analysed data relating to Burnet research staff who are categorised as level A, B, C, D or E+, with level E+ the most senior level. While some of our professional staff have STEMM components to their roles, professional staff data is considered separately in sections 2, 4 (v) and 5. Figure 2 shows the distribution of research staff across the levels in 2017 (female and male combined); together, Levels A and B staff represented 79% (51% + 28%) of all research staff at Burnet in 2017. The remaining 21% of research staff are spread across levels C (9%), D (3%) and E+ (8%).
Figure 2: Distribution of research staff (women and men) across research levels at Burnet, 2017
Figure 3 below provides information on the proportion and number of research staff by gender at each level across the years 2015–17.
15
Key 2015 2016 2017 Level Description
% women No. % (#)
women No. % (#)
women No. % (#)
women
A Research Assistant/Research Officer
81 68% (55) 65 68% (44) 80 61% (49)
B Senior Research Officer/Research Fellow
44 55% (24) 44 61% (27) 45 56% (25)
C Senior Research Fellow 13 31% (4) 13 31% (4) 15 33% (5)
D Principal Research Fellow 8 38% (3) 5 40% (2) 5 40% (2)
E+ Senior Principal Research Fellow
11 18% (2) 12 25% (3) 13 23% (3)
Total Research Staff 157 56% (88) 139 58% (80) 158 53% (83)
Figure 3: percentage and number of research staff by gender and level, 2015–17 Figure 3 shows that the overrepresentation of women at levels A and B has not changed significantly over the last three years and that there has been little change to their underrepresentation at levels C, D and E+. During this time, the number of men at level E has increased from three to seven, while the number of women at level E increased from two to three. Figures 2 and 3 above provide information on the career pipeline for female and male research staff at Burnet across all three years. Women substantially outnumbered men at level A. This difference was smaller but still visible at level B. At level C, however, women represent approximately a third of all research staff. While the number of staff at levels D and E was small and the representation of women at senior levels improved, men continued to be more likely to reach a level E+ position than women. The Burnet Institute’s research staff data reflects the medical research sector nationally: women tend to be well represented at lower research levels but underrepresented at more senior research levels (Gender distribution of student completions and academic
16
staff in Medical Sciences and Health. Source: Higher Education Research Data, 2014 – SAGE website). When survey and focus group participants commented on the lack of women in senior roles, many said the competing demands of work, home and family life prevented them from advancing their careers in the ways that men do. Some women reported being unable to work the long hours that are seen as critical to career progression because caring responsibilities are still predominantly their responsibility. Some men described expecting to work long hours and assuming that their partner would shoulder the bulk of caring responsibilities. Action 5.35 and 5.43- 45 aim to counter these gender biases. Figure 4 below presents data on the full-time and part-time status of female and male researchers at Burnet. The data shows that women are much more likely to work part-time than men. Nearly half of all female researchers worked part-time in 2015 (44%) compared to 22% of male researchers. In 2016, 46% of female researchers worked part-time while 28% of male researchers worked part-time, and in 2017, 57% of female researchers worked part-time compared to 30% of male researchers. Many women’s research careers at Burnet therefore, are characterised by part-time work.
Figure 4: percentage and number of research staff who work part-time (all levels
combined) by gender, 2015–17 We cannot report on any intersectionality data (such as ethnicity or disability) across research level by gender because our human resources (HR) systems do not currently collect this information. Our culture survey, however, found that 31% of respondents (59/190) were born outside of Australia and 15% (29/190) were not native English speakers. Proportionately fewer staff from CALD backgrounds have progressed to senior positions within the Institute. For example, among research staff, only 10% (3/31) who were born overseas were employed at level C or above, compared to 36% (21/59) of those who were born in Australia. Focus groups also discussed the lack of diversity in leadership roles, with participants noting that this lack of representativeness acted as a barrier to promotion and advancement.
17
The lack of women in senior roles has been a concern of the Board and the Director for several years. An organisational restructure in 2017 purposely increased the number of women in senior leadership positions. The following further actions have been developed to address continuing inequities. Action 4.1 Achieve a proportion of 50% of women at levels C, D and E by
the targeted recruitment of new female researchers at these levels and the promotion of existing female staff to this level.
Action 4.2 Provide targeted coaching for female researchers at level B and above to support their promotion to senior positions.
Action 4.3 Articulate Burnet’s commitment to gender equity and improving the status of female researchers in the objectives and strategies of the Strategic Plan.
Action 4.4 Review Gender Equity Policy to ensure that it covers all areas of employment including recruitment, retention, remuneration and promotion.
Action 4.5 Establish new human resources system with capacity to collect and report on gender, diversity and inclusion.
Action 4.6 Further research the experiences of CALD staff in their career progression and develop recommendations to address barriers identified.
(ii) Academic and research staff on fixed-term, open-ended/permanent and
casual contracts by gender As an independent medical research institute, almost all Burnet Institute research staff are funded through fixed-term grants from external research fellowships and grant bodies. Grants are typically for one, three or five years and do not fully support salary costs. These gaps in salary lead to offers of part-time employment or short-term full-time contracts that have an end date (maximum-term contracts). Many of these are renewed from year to year. While those with ongoing employment are still reliant on independent funding, they are entitled to redundancy pay should the funding cease. Figure 5 provides data on the proportion and number of research staff on different types of contracts offered at Burnet. This figure shows that most staff, both male and female, were on maximum-term contracts. However, men were more likely to have ongoing contracts while women were more likely to be employed casually.
18
Figure 5: percentage and number of research staff by contract type and gender,
2015–17 One factor that contributes to the lower proportion of women with ongoing employment at Burnet is the discrepancy between the number of women and men in senior positions. The more senior the position, the more likely it is to be ongoing, while staff at lower research levels are more likely to be on maximum-term contracts. Job uncertainty and financial insecurity associated with external funding systems were highlighted in focus group discussions as concerns for both women and men at Burnet. Action 4.7 Review contracts to differentiate between genuine fixed-term
replacement, short-term grant-funded positions and ongoing roles.
Action 4.8 Implement a standard minimum contract period of two years, unless a clear rationale is provided for shorter period.
Action 4.9 Establish a fair and consistently applied support scheme to cover gaps in external funding sources for working group heads.
(iii) Academic staff by contract function and gender: research-only, research
and teaching, and teaching-only Academic staff at the Burnet Institute are classified as research-only. However, some staff perform occasional lecturing and teaching duties (section 5.4 viii provides an overview of hours spent on teaching).
19
(iv) Academic leavers by grade and gender Exit data for research staff was examined for the years 2015–17. Turnover data (number of exits divided by the number of existing staff in a year) showed that the turnover for all research staff varied across the years 2015 (13%), 2016 (16%) and 2017 (9%). The average turnover rate for the years 2015–17 was 11%.
2015 2016 2017
Level
% male % female % male % female % male % female
A 15% (4/26) 25% (14/55) 19% (4/21) 34% (15/44) 10% (3/31) 16% (8/49)
B 10% (2/20) 21% (5/24) 18% (3/17) 22% (6/27) 15% (3/20) 28% (7/25)
C 11% (1/9) 75% (3/4) 11% (1/9) 25% (1/4) 10% (1/10) 0% (0/5)
D 20% (1/5) 50% (1/2) 33% (1/3) 50% (1/2) 0% (0/3) 0% (0/2)
E and above
0% (0/3) 0% (0/0) 17% (1/6) 0% (0/1) 0% (0/5) 0% (0/2)
Total 13% (8/63)
27% (23/85)
18% (10/56)
30% (23/78)
10% (7/69)
18% (15/83)
Figure 6: Proportion (and number) of female and male research staff exiting Burnet by level, 2015–17
Figure 6 provides data on the turnover rates for female and male research staff by level for the years 2015–17. The turnover rate for female researchers was higher than for male researchers in each year.
20
The higher exit rate of women at Burnet overall appears to be largely attributable to the higher exit rate of women at levels A and B. The small number of women at level C suggests there are currently few opportunities for level A and B women to progress within the Institute. Our culture survey results show that only 35% of women and 42% of men see a career progression pathway for them at Burnet. This problem is further analysed and actions are proposed in sections 5.1 (iii) (p.25) and 5.2 (iii) (pp 32-33). While Burnet conducts exit surveys and interviews, the information gathered is not adequately recorded to enable analysis. We propose actions below to address this. Action 4.10 Revise exit interview and survey process to ensure that the
gender of exits and information about the reasons for leaving are captured.
Action 4.11 Collate and report findings annually on exit rates and reasons by gender to the GEDI Committee.
(v) Equal pay audits/reviews Burnet staff are paid in accordance with the Institute’s research (Levels A–E) or professional salary (HEW level 1 – above level 10) classification levels. Each level has 1–8 increments. Looking at our most recent pay review data (2017), we examined median salaries at each level for both research and professional staff to calculate the pay gap. We have not yet conducted like-for-like pay gap analysis – the data provided is by-level and institute-wide only. Pay gap data outlined below is only for those gaps of 3% or more. 81% of research staff are within levels A and B, where the pay gap is less than 3%.
21
Key: Numbers of staff at each level – 2017
Female Male
Research Staff
Level C 5 10
Level D 2 3
Level E 1 3
Above Level E 1 4
Professional Staff
Level 5 10 2
Level 9 8 3
Above level 10 3 6
Executive 2 5
Figure 7: Median pay gaps (greater than 3%), 2017 Figure 7 shows the Institute-wide pay gap was 12% (in favour of men) in 2017. For all research staff, the pay gap was 8% (in favour of men) and for all professional staff it was 8% (in favour of men). There are pay gaps in favour of female researchers at level E and above level E, but these levels each include only one woman. The pay gaps of 28% at the Executive level and 14% for professional staff at above level 10 (in favour of men) are likely to have been the most significant contributors to the Institute-wide pay gap. Actions 5.50 and Action 5.51 in the culture and leadership section of this
22
document will directly contribute to the gender composition at senior levels of the Institute. The Burnet has a remuneration committee, including HR personnel and three board members, which reviews and approves salary levels for Executive staff. For other senior staff above level E or level 10, the Director and three Deputy Directors of the Institute are responsible for advising on and approving salaries. A new remuneration framework is under development, which presents an opportunity to embed processes for gender-equitable pay. Focus group and interview data suggests that there is an awareness of a gender pay gap in favour of men at Burnet Institute. Some people described a view that men are more likely than women to receive pay rises for like-for-like positions. For example, one interviewee stated that:
Quote: “An identical letter of recommendation to move up a level was given to both me and a male colleague. He was given the pay rise and I was told ‘we’ll consider it, let’s see how you go over the next year’ – having to prove myself”.
A like-for-like analysis is necessary to better understand where pay gaps exist. Both the Board and the Executive Team are concerned that gender pay gaps exist at the Institute and the following actions have been agreed upon to address these. Action 4.12 Conduct an analysis of like-for-like pay equity and report on this
to GEDI Committee and Executive. Action 4.13 Analyse length of time staff have spent at an increment within
a pay level and provide an incremental progression to all staff who have not received an increment in the past year or more and have achieved satisfactory performance.
Action 4.14 Establish and implement Remuneration Guidelines which specify gender pay equity considerations for all positions, including senior appointments.
23
5. SUPPORTING AND ADVANCING WOMEN’S CAREERS Recommended word count: 5000 words Actual word count: 6074 Refer to Pages 21-25 of the Handbook
5.1 Key career transition points: academic staff (pages 21-22 of the Handbook)
(i) Recruitment Burnet Institute, via its Gender Equity Policy, commits to establishing and maintaining recruitment processes that ensure no bias exists and support gender equity. Processes include the formulation of position descriptions, advertising and composition of shortlists and selection panels. Advertised vacancies at Burnet include the following statement: “Burnet Institute is committed to providing our people with a supportive working environment. We value diversity and gender equity at the Institute and provide flexible working arrangements for our staff”. Vacancies at Burnet are filled either through advertising or direct recruitment. Advertised positions are publicised through external job boards and internal emails, and applicants are shortlisted against selection criteria. Interviews are conducted with shortlisted candidates with the aim of a balance of 40% female, 40% male and 20% persons irrespective of gender on interview panels. Direct recruitment processes involve potential candidates being approached directly by Working Group Heads or other senior Institute staff and offered positions at the Burnet. In 2016, completion of the gender field on the online recruitment application form (prior to joining SAGE Athena SWAN) was made optional. Much of our recruitment data for advertised positions for 2016 and 2017 therefore contains no information about gender. We do not know whether applicants deliberately chose not to disclose this information or simply overlooked this field. We have recognised that a more effective approach is to add an option of “prefer not to say” in relation to gender that can be consciously selected. This has been done as of 2018. Figure 8 provides an indication that in 2015, more women than men applied for the 3 level A and 10 level B positions advertised. At level A, more women were shortlisted than men and at level B more men were shortlisted than women. More women were offered and accepted level A positions than men but at level B, more men were offered and accepted a position than women. The sizeable proportion of applicants of unknown gender makes it difficult to draw definitive conclusions about the data. A clear priority for the Burnet is to collect more detailed and disaggregated data on application, shortlisting, interview and offer stages.
24
Figure 8: Recruitment of level A and B staff using advertised positions by gender,
2015
While the available HR records indicate that women are more likely to be appointed through non-advertised processes than men, the staff survey results provided a different picture, with a greater proportion of male survey respondents than female (34% compared to 18%) indicating that they were offered their position directly. Burnet must formalise processes for documenting non-advertised appointments to ensure that records are kept and available for analysis. Staff focus groups indicated a perceived lack of transparency and insufficient communication around recruitment processes. Staff have the perception that men are more likely to be recruited ‘directly’ and that non-advertised recruitment processes are not subject to the same levels of transparency and fairness as articulated in the Institute’s Gender Equity Policy. In addition to the actions below, Action 5.16 commits to providing unconscious bias training to all staff with recruitment responsibilities.
25
Action 5.1 Revise recruitment policy and procedure to include guidelines on pay equity.
Action 5.2 Conduct pay gap analysis at the recruitment stage to investigate pay discrepancies between women and men at this early stage of employment.
Action 5.3 Adapt recruitment systems to enable detailed and disaggregated reporting on application, shortlisting, interview and offer stages.
Action 5.4 Undertake analysis of gender differences over the recruitment cycle and investigate possible causes and actions to correct them.
Action 5.5 Develop and implement clear and transparent recruitment policy and procedures that apply to both advertised and non-advertised positions, including gender equity requirements for shortlisting and interviewing, and provide information sessions on them to all staff.
(ii) Induction The Burnet Induction Manual and copies of Institute-wide policies are provided to all new starters. These cover equal opportunity, discrimination, health and safety and gender equity. Staff are also provided with an overview of the Hub (intranet) which hosts policies and guidelines. Staff are provided information about the Employee Assistance Program which provides confidential counselling for students, staff and their immediate family members. All new staff are introduced via the internal monthly e-newsletter, Connect. During the first week, managers are required to arrange a program of introductory meetings between the new staff member and their impending colleagues. During their first month, all staff and students are required to complete online training on anti-discrimination and equal opportunity, sexual harassment, bullying, electronic communications and social media, and work health and safety. Specific health and safety training is provided for lab-based staff. A new HR system is being introduced in 2019; it will enable Burnet to implement an improved induction process with the capacity to monitor the access rates of policies by new starters and to ensure that all training sessions and forms are completed. A new purpose-built intranet platform, The Hub, was also launched in March 2019, enabling improved internal communication with staff and students. Action 5.6 Develop and roll out a new starter survey that collects feedback
on induction processes.
26
Action 5.7 Review existing induction processes to ensure that new starters are aware of Burnet policies and procedures via the new HR self-service system.
(iii) Promotion Research staff at the Burnet are promoted to higher levels through a two-step process involving recommendation by their manager and then approval by leadership. The level of approval required increases according to the position level, with promotions to senior research positions (levels D and E) requiring approval by a Promotions Committee and the Institute Director. The Director’s recommendation for promotion is sent to the Chair of the Research Advisory Committee for ratification on behalf of the Committee. The criteria used for Research staff promotions are the higher education research descriptors. Professional staff are reclassified to a higher classification level after an assessment demonstrates there has been a significant increase in the level of complexity or responsibility within a role. A line manager makes the recommendation to HR along with an amended position description for assessment and approval. Data included in reports to the Workplace Gender Equality Agency prepared by HR showed that between 2015 and 2017, 11 women and five men in research positions were promoted to a higher level. This information is presented in Figure 9 below. In 2015, 4.5% of female staff were promoted, compared with 3.2% of male staff. In 2016, 5.1% of female staff were promoted, compared with 5.4% of male staff. In 2017, no men were promoted, whereas 3.6% of women were promoted. It is important to note that the numbers of promotions recorded are low, and that to date, processes for promotion have not been formally communicated to staff or managers.
Figure 9: percentage of research staff achieving promotion by gender, 2015–17
27
The culture survey questioned participants (research and professional staff and students) about the length of time they had been at their current level/classification and whether they were happy with their current role and level of responsibility. Of those who indicated they had been at their current level of level/classification for three years or longer, more men (42%) than women (28%) indicated that this was because they were happy with their current role and level of responsibility. However, a similar proportion of men (42%) and women (40%) indicated that they would like to advance their level/classification but either didn’t know how or did not have any formal opportunities for promotion. In addition, only a small number of men and women knew what the criteria were for promotion. Our survey results suggest that there is a significant proportion of staff at Burnet who would like to advance their careers but feel this is not adequately facilitated at Burnet. Focus group discussions revealed that some staff feel that Burnet lacks transparency around promotions and salary review processes. Action 5.8 Establish and provide information sessions on a Promotions and
Reclassification Policy and Procedure which articulates pathways for promotion and includes gender equity considerations.
Action 5.9 Ensure new HR database captures and reports comprehensive data on promotions and reclassifications including gender, level being applied for and full-time/part-time status.
(iv) Higher Education Research Data Collection The Burnet Institute does not participate in the Higher Education Research Data Collection process because we are not a university. In lieu of this data, we compared the application and success rates of grant and fellowship applications by Chief Investigators (CIAs) to the NHMRC for the period 2015–18. Figure 10 provides data on the number and percentage of female and male research staff submitting grant and fellowship applications to the NHMRC during 2015–18. It shows that across all years, the proportion of female researchers submitting applications was lower than that of male researchers. The gap was smaller in 2017, but increased in 2018. This is consistent with national NHMRC data, which indicates that far fewer women than men apply for project grants as CIA and for senior fellowships.
28
Figure 10: Number and percentage of research staff submitting CIA NHMRC grant and
fellowship applications by gender, 2015–18 Figure 11 shows that women’s application success rate was higher across all years apart from 2017. Averaged across the four years, the success rate for female CIAs was 47%, while the success rate for male CIAs was 38%. This is higher than the average combined success rates for the same period reported by NHMRC for project grants and senior fellowships (38% for women and 42% for men).
Figure 11: Number and percentage of successful NHMRC grant and fellowship
applications (CIA) by gender, 2015–18 We also looked at research publications by gender of author. Our publications form does not include a gender field, so our team inferred the gender of authors based on name string; the data below is an estimate based on these inferences. Table 5 indicates that women comprise between 48% and 53% of publication authors over the last five years.
29
It is important that we monitor the rates of publication by gender to ensure an ongoing balanced representation. To date, Burnet has not collected data regarding the CALD background of NHMRC applicants or authors; this gap will be addressed in our action plan. We also plan to analyse publication data in relation to author position.
Year Gender
Male Female % female
2014 246 275 53%
2015 276 271 50%
2016 267 247 48%
2017 262 272 51%
2018 153 143 48%
Table 5: Research publications by gender, 2014–18 (Burnet authors, all positions)
Action 5.10 Amend application and publications forms to collect data on gender and CALD background of NHMRC applicants and publication authors.
Action 5.11 Report six-monthly on gender and CALD background of NHMRC applicants and publication authors, including analysis of the positions of researchers and authors to GEDI Committee.
Action 5.12 Revise Authorship of Publications Policy and Statement of Authorship Form to include gender and diversity considerations.
Action 5.13 During NHMRC planning, review composition of research teams for gender and diversity and adjust where needed and feasible.
30
5.2 Career development: academic staff (Refer to page 22 of the Handbook) (i) Training To date, the People Development Framework (PDF) has been the Burnet Institute’s main tool for staff and their managers to discuss and plan professional development activities, including longer-term career progression, and salary. We have not had a formal learning and development policy in place. Leadership Training
Burnet has engaged the Institute of Managers and Leaders to run leadership courses for its senior staff. In 2016, the Institute of Managers and Leaders ran a “New Manager” course designed to improve and develop the skills of participants to enable them to move into leadership and management roles. A “Burnet Leader” (for senior managers) course was also run in 2016 with the aim of further developing leadership skills. 21 women (68%) and 10 men (32%) completed these courses (Table 6). The participants in these programs consistently rate the program content and the facilitators very highly. Course Title Gender
Male Female
New Manager 6 (33%) 12 (67%)
Burnet Leader 4 (31%) 9 (69%)
Total 10 (32%) 21 (68%)
Table 6: Number of Burnet staff participating in leadership courses, 2016 In April 2018, unconscious bias training was provided for 25 managers at the Burnet (12 female, 13 male), offered jointly with the Baker Institute. The purpose of the training was to increase awareness amongst Burnet managers of social stereotypes that influence the way certain groups of people are treated within organisations. Burnet has also supported three women (2 in 2017, 1 in 2018) to attend the Women and Leadership Australia (WLA) course aimed at mid-level leaders. WLA is the largest gender-focused leadership initiative in Australia and provides a suite of educational programs for women that explore the complexities and opportunities of being a female leader in Australia today.
31
Early and mid-career researchers (including PhD students and postdoctoral researchers)
Burnet’s early and mid-career researchers (EMCRs) have access to the Alfred Research Alliance EMCR group that aims to promote scientific exchange and oversee the professional development of junior researchers. The EMCR committee meets monthly to discuss ways to improve and promote professional development for EMCRs employed throughout the Alfred Research Alliance. The Committee organises retreats, conferences and symposia and a 12-month mentoring program. Focus group data indicated that staff would like to see professional development opportunities more widely communicated across the organisation. Staff also indicated that unconscious bias training is vital for managers and leaders. The establishment of a specific professional development budget would also support greater uptake of professional development opportunities. Action 5.14 Continue to provide gender equitable access to Institute of
Managers and Leaders courses. Action 5.15 Provide co-funding for one place per year in the WLA Advanced
Leadership Course for an existing or emerging female leader. Action 5.16 Provide compulsory unconscious bias training for all staff with
management and recruitment responsibilities within the Burnet Action 5.17 Establish a learning and development policy that includes a
budgeting requirement for training and professional development.
Action 5.18 Develop a communication strategy to improve the distribution of information regarding the availability of training and professional development opportunities.
(ii) Appraisal/development review Burnet’s PDF enables staff and their managers to discuss and review objectives and performance, give and receive feedback and plan for the coming year. The PDF discussion is held annually, with another meeting after six-months to review progress and consider any adjustments needed. In 2015, the Institute-wide PDF process was updated. Workshops were run with an external facilitator in that year for both managers and staff to support the implementation of the revised process. Monitoring of PDF completion is not systematic and does not include gender information. Data from the culture survey and the focus groups, however, provides some insight into how women and men feel about Burnet’s PDF process. More than half of all female respondents (59%) and male respondents (66%) who had participated in the PDF process were satisfied with their PDF discussions. Both women (21%) and men (14%) reported feeling dissatisfied with the frequency of feedback they receive.
32
Our culture survey found that 38% of women and 29% of men reported never having had a PDF discussion. Burnet is working to ensure that all staff participate in this process in future. PDF discussions are an opportunity to review salaries. Table 7 provides information collected from the culture survey about salary reviews. It shows that similar proportions of women and men had their salary reviewed in the 12 months before the survey (27% of women and 22% of men). Of those who had a salary review, 75% of women and 67% of men achieved a salary increase; however, approximately a third of all women (34%) and men (31%) have never had their salary reviewed. Women are also much more likely to feel uncomfortable discussing their salary levels with their managers (54% v 24%). Gender
Male Female
Salary reviewed during most recent PDF discussion 29% 25%
Salary reviewed during last 12 months 22% 27%
Salary increased after last salary review 67% 75%
Salary has never been reviewed 31% 34%
Feel somewhat uncomfortable or very uncomfortable with the idea of discussing salary level with line manager/supervisor
24% 54%
Table 7: Culture survey salary review questions by gender The focus groups revealed that a larger proportion of women reported being dissatisfied with the PDF process than men, but that both women and men would like consistent, compulsory, regular performance reviews, including salary review and discussions around career progression.
Action 5.19 Monitor and report on PDF completion rates to ensure that all
staff participate annually. Action 5.20 Revise and deliver training content on PDF for staff and managers
to emphasise a structured and consistent approach to career progression and salary discussions.
Action 5.21 Monitor PDFs to ensure that an annual incremental increase is provided if objectives are met and performance is satisfactory.
(iii) Support given to academic staff for career progression Support for career progression occurs in several ways. The Institute offers EMCRs awards, fellowships and travel grants that support their career development. Table 8 lists the awards and fellowships provided in 2018–19. Of the recipients since 2015, 66% (34) have been female. All awards and fellowships are offered on a competitive basis.
33
Table 8: Burnet awards and fellowships for early to mid-career researchers, 2015–19 Our survey data provided some information on the ways in which staff receive informal support for career progression, particularly through their line managers:
• 60% of women and 65% men agreed that their line manager gives them helpful feedback about their performance.
Award Title Eligibility Amount and Duration
Recipients by Gender
Awards and fellowships Alastair Lucas Prize for Medical Research
Hold a PhD and employed at Burnet for less than 2 years
$100,000 per annum
for 2 years
1 Female
Jim and Margaret Beever Fellowship
Hold PhD for 2–10 years
Salary level at discretion of
Director up to 2 years
2 Female 1 Male
Gust-McKenzie Medal No more than 15 years postdoctoral or public health
experience $2,000
5 Female 5 Males
Gust Translational Fellowship Hold PhD for 2–10 years
$50,000–$100,000 over
12 months
2 Female 1 Male
Travel awards
Harold Mitchell Foundation Postdoctoral Travel Fellowship
Postdoctoral fellow – no more than 5 years
postdoctoral experience $7,500
3 Female 4 Male
Hon Geoffrey Connard Postdoctoral Travel Fellowship
Postdoctoral fellow with more than 5 years
postdoctoral experience Up to $2,000
3 Female 2 Male
Dorothy Edwards Postdoctoral Travel Fellowship
Female postdoctoral fellow with more than 5 years postdoctoral experience
$2,500 1 Female
Harold Mitchell Foundation Postgraduate Travel Fellowship
Senior PhD student $7,500 3 Female 2 Male
Miller Foundation Public Health Travel Award PhD student $500
5 Female 1 Male
Miller Foundation Biomedical Research Travel Award PhD student $500
6 Female 0 Male
Pauline Sheedy Biomedical Research Travel Fellowship PhD student $2,000
3 Female 1 Male
34
• Around half of men and women had received specific feedback from their line manager on new tasks they should complete or new skills they should develop to progress their career.
• Approximately half of respondents agreed that their line manager/supervisor introduces them to people to network or further their career.
• Less than half of men and women felt that their line manager had encouraged them to apply for awards, incentives or rewards (although they indicated that their line manager gives them advice about preparing research grants and publishing their work).
• Over half of the women and men agreed that the mentoring they receive from their manager is helpful.
• A greater proportion of men than women felt that mentoring Burnet staff will assist them in their career progression and that their manager is supportive of them coaching other Burnet staff.
Both the survey and focus group results indicate that staff would like to see more support provided to staff around career progression. Women in particular, raised concerns about being able to progress their careers while working part-time and men having greater access to social and professional networks that influence the progression of their careers. Focus groups also highlighted the difficulty in finding time to participate in activities, such as study and volunteering, which may improve career prospects. Action 5.22 Implement a 5-year salaried fellowship for new female working
group heads. Action 5.23 Establish parental leave support grants for staff on parental leave
or returning from parental leave to be used flexibly for research support, travel and other career development activities.
Action 5.24 Provide flexible meeting and travel grants to women with primary carer responsibilities to attend meetings and conferences, participate in peer review committees and other academic activities.
Action 5.25 Provide information sessions to managers on supporting the career progression of their staff, with specific guidance on supporting part-time staff.
Action 5.26 Develop and implement standard performance measures for managers on equitable workload allocation and career progression of direct reports.
Action 5.27 Through information sessions for managers, communicate an expectation that early career female staff join senior staff at conferences, meetings and other networking events whenever feasible.
35
5.3 Flexible working and managing career breaks (Refer to page 23 of the Handbook) Note: Present professional and support staff and academic staff data separately
(i) Cover and support for maternity and adoption leave: before leave (ii) Cover and support for maternity and adoption leave: during leave (iii) Cover and support for maternity and adoption leave: returning to work
Parental leave for primary caregivers is available to all permanent, fixed-term and casual staff who have a minimum of 12 months continuous service. A total of 12 weeks paid parental leave for primary carers is provided to both full-time and part-time staff except for casual staff. This can be taken at half pay over 24 weeks if preferred. Staff are also entitled to up to 12 months of unpaid parental leave if they are the primary carer and a further 52 weeks of unpaid leave if required. These entitlements are in addition to government-funded parental leave (which can be paid up to three months before the expected date of birth or adoption).
The Institute’s Parental Leave Guide for Staff and Parental Leave Guide for Managers set out the entitlements and provide information on how to prepare, take and return to work from primary and secondary caregivers’ parental leave. These guidelines include the following information:
• Both staff and managers are advised that before a staff member goes on parentalleave, they are to discuss the handover of work and important dates andmilestones occurring during the period of leave. The guidelines also stipulate thatthe amount and type of contact should be discussed between managers and thestaff member taking parental leave.
• While on any unpaid parental leave, staff can access up to 10 funded ‘keeping intouch’ days without affecting ongoing entitlements. Keeping in touch days maybe used to participate in training or attend a conference or planning day.Managers are advised to invite staff on parental leave to social events, planningdays, training and team building activities, although staff are not required toattend these work-related activities while on leave.
• Managers are also reminded to include staff on parental leave in any performanceand/or salary reviews, careers discussions and opportunities for promotion.
• When returning from parental leave, staff are entitled to return to the sameposition they had before commencing parental leave. If the position no longerexists, staff will be transferred to an available position that is nearest in statusand pay to the pre-parental leave position and for which staff are suitablyqualified. Managers and staff are advised to discuss plans for returning to workas early as possible and to confirm return-to-work arrangements (for example,part-time hours).
In addition to the above, HR checks in with staff members on primary carer’s leave at the halfway point of their leave. Upon their return from primary carer’s leave, HR meets with staff members to discuss how they are settling back in.
36
In the culture survey, 45% of women and 39% of men reported having little or no knowledge of parental leave entitlements at Burnet. Focus group discussions revealed that some women felt that they were required to be contactable and continue some work during their leave. Feedback from focus group discussions indicated a desire amongst female staff for improved support for women during parental leave and when transitioning back into the workplace after leave. Currently, Burnet does not have any institute-wide arrangements for covering staff during parental leave. This results in a feeling that in general, parental leave is not well managed at Burnet and that it is associated with uncertainty, including concerns about job security and fears that a job may change while a staff member is away.
“My boss let me know of an opportunity to contribute to a piece of work while I was on maternity leave but without the expectation that I had to do the work – I chose to be involved.” “Women are required to write submissions, manage students, and complete papers while on maternity leave. Some men feel that maternity leave is a paid holiday and expect women to be contactable while on leave. If Burnet really valued female staff they would better plan and cover maternity leave.”
(iv) Maternity return rate Figure 12 shows the number of research and professional staff who have taken primary carer’s leave (all women) from 2015 to 2017. In 2015, 11 women took primary carer’s leave, 12 in 2016 and 13 in 2017. Of the researchers who took primary carer’s leave, most were at Levels A and B. For professional staff, there is less correlation between low level and primary carer’s leave usage than for researchers. Figure 13 shows the return rate from primary parental leave, 2015–17. Over the last three years the return rate from primary parental leave was 97% (35 people). Of these, only one person returned to full-time work, with 94% returning to part-time work. One person resigned while on leave. We do not have data on differences in uptake of parental leave between staff on fixed-term contracts and staff with ongoing positions.
37
Figure 12: Primary carer’s leave usage rates 2015–17 (all women)
Figure 13: Number of primary carer's leave returns 2015–17 (all women) Two-thirds of women surveyed felt that upon return from their most recent career break (including non-parental leave breaks) they resumed their career without significant interruption. A sizable minority (19%), however, disagreed with this statement, and 22% of women felt that taking career break(s) had a negative impact on their career. Focus group discussions indicated that some staff felt that Burnet should make greater effort to integrate people once they return from leave. The following actions have been designed to support staff before, during and after parental leave:
38
Action 5.28 Expand communication of the Institute’s parental leave policies and entitlements through information sessions and the intranet and provide a briefing to staff members prior to going on leave.
Action 5.29 Survey parents to gauge what sort of support they would like before, during and after parental leave.
Action 5.30 Include more comprehensive information about parental leave entitlements, expectations and support in the Parental Leave Guide for Staff and the Guide for Managers.
Action 5.31 Establish funding support for project management or technical assistance for researchers during, and on return from, parental leave.
Action 5.32 Establish and communicate guidelines for managers and staff on how to manage the transition back to work after leave.
Action 5.33 Support staff taking parental leave to participate in Alfred Research Alliance pre- and post-parental leave coaching and The Working Parent Resilience program.
Action 5.34 Ensure new HR system captures detailed parental leave data including length of leave, contract type, renewal of contracts during and after parental leave.
(v) Paternity, shared parental, adoption leave and parental leave uptake Staff on fixed-term and ongoing appointments who are secondary caregivers to a child are entitled to two weeks paid leave for the birth or adoption of a child. This payment is in addition to the government-funded Dad and Partner Pay scheme. Secondary caregivers are also entitled to further unpaid leave of up to eight weeks, which can be taken when, before or after a baby is born or adopted. Over the last three years, HR data indicates that 1–4 research staff and 0–1 professional staff have taken secondary carer parental leave (all men) each year. The low number of men using primary carer’s leave (0) or secondary carer’s leave (5) between 2015 and 2017 may be due to a lack of knowledge of entitlements. Focus group discussions with male staff at Burnet identified a lack of clarity around these entitlements. In addition, some men stated that they are hesitant to ask about options for parental leave for fear of a negative reaction from supervisors and others pointed to a lack of acknowledgement of men’s caring roles at Burnet.
“I’d like to be able to care for my babies/toddlers in a way that may be seen as non-traditional in terms of gender, parenting and career”.
Action 5.35 Develop and implement a communication strategy (print, online
and in person) about men and parental leave, highlighting men’s role in caring responsibilities and their eligibility regarding parental leave entitlements.
39
(vi) Flexible working The Institute is committed to enabling staff to better balance their work, personal life and family needs by providing a range of flexible working arrangements that include compressed hours, working from home, changing time fractions, purchasing additional leave, working part-time and job sharing. Until recently, flexible working arrangements had been negotiated between individual staff members and their line managers. The lack of a centralised application process for staff seeking flexible work arrangements means that we cannot provide data on application and success rates. A new Flexible Working Arrangements Policy and Procedure was formalised in October 2018. Burnet staff members can request flexible working arrangements if they have caring responsibilities, have a disability or ongoing health concerns, are 55 years or older or are experiencing family difficulties. Other reasonable requests for flexible working arrangements will be considered; employees should discuss them with their manager, who should respond within a reasonable timeframe. In the culture survey, a majority of women and men agreed that flexible work is actively encouraged at Burnet. The majority of men and women also agreed that they are personally encouraged to work flexibly if they choose and that they receive appropriate support to work from home, if required. A majority of women and men felt that they have the flexibility they need to manage their work and personal life, including caring responsibilities. In focus group discussions that preceded the release of the Flexible Working Arrangements Policy & Procedure, staff suggested that Burnet should develop a clear, well-communicated policy on leave entitlements, flexible work hours and working from home, that is supported by leaders and managers. Moreover, focus group participants agreed that Burnet should apply flexible work and leave policies and processes consistently and fairly. Action 5.36 Provide information sessions to managers and staff regarding
the practical application of the Flexible Working Arrangements Policy and Procedure and provide specific examples of flexible work in practice on the intranet.
(vii) Transition from part-time back to full-time work Currently, there is no formal support structure provided to staff wishing to transition from part-time to full-time work. Staff wishing to transition from part-time to full-time work can discuss this with their manager to negotiate phased increases in workload or working pattern. Although our HR data indicates that a significant proportion of staff work part-time (particularly women), we have not collected information about staff
40
satisfaction with their part-time or full-time status. This information would be useful in identifying whether or not further action is needed in relation to transition from part-time to full-time work or vice versa. Action 5.37 Include question in culture survey to gauge staff satisfaction
with part-time and full-time status. (viii) Childcare
The Burnet does not provide onsite childcare or subsidise childcare costs for staff. There is a private childcare centre located on campus in the Alfred Hospital at which Burnet staff are prioritised together with Alfred staff, but information about this centre is not formally communicated to staff. When surveyed, 42% of women and 36% men agreed that Burnet has a role in supporting the provision of childcare. Focus group discussions led to a suggestion that Burnet create child-friendly spaces to allow parents to bring their child to work for short periods if necessary. Recently, Burnet created breastfeeding spaces in each building. However, only one of these is a dedicated space; the other is also a prayer room. Action 5.38 Collate information about childcare options close to the Burnet
and include it in a Parental Leave Guide for Staff. Action 5.39 Investigate the possibility of Burnet-specific childcare spots
within the Alfred Childcare Centre and other nearby centres. Action 5.40 Create and maintain child/family-friendly spaces within the
Burnet offices for times when staff need to bring children to work.
Action 5.41 Provide a dedicated lactation room within each of the Burnet buildings and promote widely via signage, email and The Hub.
(ix) Caring responsibilities In addition to the statutory entitlement to accrue up to 10 working days of personal leave per year, Burnet provides employees with additional paid personal leave so that the total entitlement is 14 days during the first year of service and 21 working days per year of service thereafter. Personal leave is comprised of sick leave and carer’s leave to enable employees to provide care or support to a member of their immediate family or household when that person has an illness, injury or an unexpected emergency. The Burnet recognises that employees sometimes face situations of violence or abuse in their personal life that may affect their attendance or performance at work. All employees are entitled to 10 days paid leave to be taken from their personal leave entitlement in such circumstances.
41
Survey responses indicated that 46% of women and 36% of men had little or no knowledge of carer’s leave entitlements. More women than men said that their role as a parent/carer requires them to be away from Burnet within core business hours and women are more likely to stay home and care for their children if they need to miss childcare/school than men. Focus group discussions suggested that the Burnet should make greater efforts to acknowledge men’s roles in caring and aim to normalise men’s involvement in parenting. Men raised concerns about the perceptions of their colleagues and managers when they leave or are absent from work for caring responsibilities. Furthermore, there needs to be greater recognition of caring for elderly parents and relatives, and older children as well as younger children. Action 5.42 Communicate staff entitlements widely via information sessions
and the intranet regarding carer’s leave under the provisions of personal leave.
Action 5.43 Challenge gender biases in relation to caring responsibilities by including attitudes to caring responsibilities in unconscious bias training.
Action 5.44 Use images and stories of men with caring responsibilities, including those in senior roles, in Burnet newsletters and on the intranet.
Action 5.45 Encourage men in senior roles to speak openly in meetings about caring responsibilities and role-model the taking of carer’s and parental leave.
Action 5.46 Include caring for the elderly and relatives in communication information about carer’s leave.
5.4 Organisation and culture (Refer to pages 24-25 of the Handbook) (i) Culture
“Until we truly recognise and define the current culture within Burnet, we cannot change it.”
To collect data on perceptions of staff regarding Burnet’s organisational culture, we included questions in both the survey and focus groups. Figure 14 below provides data from the culture survey and shows that that the majority of female and male staff feel valued and respected at work and that high proportions feel that their role is valued (81% for women and 86% for men). A high proportion of staff also agreed or strongly agreed that people are treated fairly and equally. However, more men than women believed they were treated as such (83% of men and 70% of women).
42
Figure 14: Proportion of surveyed staff who agreed or strongly agreed with statements regarding value, respect and fairness at work
We also surveyed staff about their perceptions of management’s commitment to gender equality. Figure 15 below indicates that while both women and men thought there was a lot of managerial support for gender equality, there was less confidence in managers’ understanding of what is required to support gender equality, with only 45% of women agreeing or strongly agreeing with this statement. In addition, men were more likely than women to agree or strongly agree that: (a) managers understand the need to engage with issues related to gender equality; (b) managers support gender equality; and (c) managers understand what is required to support gender equality. Women, however, were more likely to agree or strongly agree that their immediate line manager genuinely supports gender equality.
“Many people in current senior management positions have a lack of personal reflection on how their attitudes and behaviours reinforce the gender bias within the organisation.”
43
Figure 15: Proportion of surveyed staff who agreed or strongly agreed with statements regarding management’s knowledge and support for gender equality
Action 5.47 Conduct training sessions for Burnet managers on practical
strategies to support gender equality. (ii) HR policies Burnet has a range of policies, procedures and guidance material related to equity and fairness and the prevention of discrimination. These policies set the standards for behaviour, outline responsible parties for implementation and detail the consequences for non-compliance. Key HR policies and procedures are:
• Code of Conduct • Equal Opportunity, Discrimination & Harassment • Bullying Free Workplace • Health and Safety • Gender Equity
To promote compliance with the above policies, all Burnet staff and managers are required to complete five online mandatory training modules every two years. They are:
• Anti-Discrimination and Equal Opportunity • Sexual Harassment • Electronic Communications and Social Media • Workplace Bullying • Work Health & Safety
Compliance data is reported to Burnet's three Health and Safety Committees and Burnet's Board three times a year. It should also be noted that this training is mandatory and the expectation (from Board down) is 100% compliance, although this has yet to be achieved. Table 9 below provides information on completion rates. This data does
44
not include gender information as this has not been collected in the past. The implementation of a new HR system will assist in tracking and responding to non-compliance in a timelier fashion. Year Total Completion Rate 2015 84% (as at Oct 2015) 2016 60% (as at Jan 2017) 2017 81% (as at Jan 2018)
Table 9: Staff completion rates of mandatory training modules Action 5.48 Develop additional mechanisms to support greater completion
rates of mandatory online training modules and record the gender of participants.
Burnet has not, to date, kept a register of complaints/issues reported to HR. This should occur regardless of whether the complaints lead to a formal investigation or not, in order to proactively identify trouble before it has a chance to escalate. Action 5.49 Establish and communicate a grievance and dispute policy and
procedure and monitor the number of and reasons for grievances/disputes and report to GEDI and health and safety committees.
(iii) Proportion of heads of school/faculty/department by gender (iv) Representation of men and women on senior management committees (v) Representation of men and women on influential institution committees
In 2016, Burnet went through a significant review and as a result a new structure was implemented in 2017. The restructure provided an opportunity to include more women in leadership roles. Figure 16 below shows the number of women and men in leadership roles at Burnet following the restructure. Women constituted 42% of all heads of disciplines, programs and working groups. Women were less likely to be heads of disciplines (33%) and working groups (38%) but more likely to be heads of programs (60% of program directors and 60% of deputy program directors). One-to-one interviews indicate a concern that these positions do not carry genuine decision-making power. The actions set out below are designed to address these problems.
“With the restructuring of Burnet, the power balance has not changed, decisions are still being made at the top.”
45
Figure 16: Number and percentage of women and men in leadership positions, 2017 In terms of influential institution committees, women have been equitably represented on the Strategic Working Group Committee and on the Research Students Committee (RSC) since 2016. Women are underrepresented on all three Health and Safety Committees and on the Equipment Committee. The GEC/GEDI Committee includes more women than men – in recruiting new members the Chair is conscious of maintaining a 40:40:20 gender balance.
46
47
Figure 17: Representation of women and men on senior management and influential institution committees
To support increased representation of women in the leadership and membership of decision-making bodies at Burnet and as part of the SAGE Athena SWAN process, a Gender Representation on Decision-Making Bodies Procedure was implemented in 2018 to provide guidance to chairs and members of committees.
Burnet has also set a clear target that Burnet decision-making bodies are to have as close to equal gender representation as practical. The target is 40% female, 40% male and 20% persons irrespective of gender. All circumstances where the target of the minimum 40% is not achieved, as well as the gender breakdown of key roles, must be reported to HR. At the review of committee membership composition, the gender breakdown of key roles must also be considered.
48
“Leadership in Burnet is very male-dominated, maybe it has changed a bit recently, but there is still a long way to go.”
Action 5.50 Establish guidelines for advertised and direct recruitment
processes to achieve and maintain a minimum representation of 50% women above level E/level 10.
Action 5.51 Develop a Succession Planning strategy which includes steps to achieve and maintain a minimum representation of 50% women on the Executive.
Action 5.52 Present information sessions for the Executive and managers on the Gender Representation on Decision Making Bodies Procedure including gender targets for committee membership.
Action 5.53 Report committee composition annually to the GEDI Committee, the Executive, the Leadership Council and the Board.
Action 5.54 Develop and communicate guidelines on how to run inclusive meetings and workshops to ensure that women are equally able to contribute and that their inputs are noted and recognised.
Action 5.55 Review delegation of authority process and position descriptions for roles within the Leadership Team to clearly define decision-making responsibilities and identify budget allocations.
(vi) Committee workload Burnet does not have a workload allocation model and committee workloads are not formally regulated or monitored. The Gender Representation on Decision-Making Bodies Procedure states that all committees must ensure that workloads are balanced across committee members. At the review of committee membership composition, the gender breakdown of key roles must also be considered. As per Action 5.52, this procedure will be promoted through information sessions to Executive and managers.
(vii) Institutional policies, practices and procedures Between 2017 and 2018, Burnet systematically developed and reviewed its HR policies, procedures and practices to ensure they are current, inclusive and include equity considerations. The impetus for this review included the SAGE Athena SWAN application, the 2016 Institute restructure and compliance standards associated with Burnet's status as a non-government organisation (NGO). For example, ACFID has developed a voluntary, self-regulatory code setting standards of good practice for ACFID members, with the purpose of improving development and humanitarian action outcomes and increasing stakeholder trust. There is an expectation that these principles be applied not only in Burnet's international project work but internally in how we govern ourselves, including policies and procedures beyond the remit of HR.
49
Action 5.56: Identify key external organisations that benchmark best practice policy and procedures in relation to gender equity, inclusion and diversity, such as the Workplace Gender Equality Agency (WGEA), Diversity Council of Australia and Transgender Victoria.
Action 5.57 Regularly review and update Burnet’s policies and procedures to ensure they address gender equity and inclusion considerations in line with sector best practice.
(viii) Workload model
The Burnet does not use a workload model. Staff position descriptions, together with the PDF process, identify each staff member’s key tasks. To investigate the distribution of work tasks by gender, we collected data via the culture survey. Figure 18 below provides information on the (self-reported) median hours that female and male research staff spend on tasks. This data shows that women spend a greater amount of time on routine diagnostic assays, preparing conference presentations (for themselves and others), ethics applications, supervising students, contract management and outreach. Men, on the other hand, spend greater amounts of time on co-authoring papers, report writing and teaching, and professional training.
One explanation for the significant difference between the number of hours that women and men spent on routine diagnostic assays is that this work is often done by the most junior of research staff (level A). Data shown in Section 3 shows that women represented 60–70% of all staff at this level. Otherwise, our findings on workload allocation mimic those found in the literature that men are more likely to spend time on scholarly activities while women are more likely to spend time on administrative tasks and supporting students (e.g., see Allen, M. (2017) (Physics World, Volume 30, Number 6.)
Figure 18: Median hours spent on tasks per month, by gender
Action 5.58 Include information about work allocation and gender in training for managers on practical strategies to support gender equality (as per action 5.45).
(ix) Timing of institution meetings and social gatherings
Since the introduction of the SAGE Athena SWAN program at Burnet, wherever possible all planned meetings at the Institute are scheduled between the hours of 10.00am and 4.00pm to better enable participation of all staff, particularly those with family and caring responsibilities and those in part-time roles. When it is impractical to hold a meeting within these hours (e.g., meetings across time zones), staff are encouraged to participate remotely. Video conferencing facilities (Zoom) have been available since 2017. Most recurring meetings are scheduled well in advance, and it is rare that impromptu meetings crop up unless urgent. Action 5.59 Promote and monitor guideline that all Burnet meetings are to be
held between 10:00am and 4:00pm wherever possible. Burnet has a variety of formal social gatherings. In our culture survey, we asked respondents how often in the past 12 months had they felt disadvantaged with regard to attending work-related events such as seminars, social functions and Christmas parties because of commitments outside work. The culture survey indicated that more than half of all women (55%) and men (63%) never feel disadvantaged with regard to attending work-related events because of commitments outside work. Of those who do feel disadvantaged, more women reported often (14%) or always (2%) feeling disadvantaged than men (4% and 0% respectively). When we explored why women might feel more disadvantaged, they stated that caring/family commitments prevented them from attending as often as men. Action 5.60 Schedule social gatherings and end of year parties during
working hours. (x) Visibility of role models The Institute has worked hard to present diverse images of staff within its public material, including its website and publications. The Burnet Media and Communications Policy provides clear guidance on processes and quality assurance for media and publications. The Burnet Story and Photo Guidelines outline further details on photographing vulnerable individuals (e.g., people living with HIV or young children), the use of personal information and informed consent. Examples of website and publication images are presented below, and show the diversity of staff at Burnet.
52
Images from Burnet website:
Image taken from Summer 2018 Impact newsletter:
53
Image taken from all-staff email (redacted)
We looked at media appearances by gender and found that between 2015 and 2017, women made 70 media appearances (47%) while men made 78 media appearances (53%) during this time.
When we asked staff in the survey if they thought Burnet had appropriate diversity in role models, 50% of women and 52% of men agreed or strongly agreed. The remaining respondents (50% of women and 48% of men) had mixed or neutral feelings or disagreed or strongly disagreed that there was appropriate diversity in role models. When we asked survey respondents whether the publicity material for Burnet adequately reflects the people who work here (especially in terms of gender, cultural background and age), 31% of women responded “yes” while another 42% of women responded “yes, but we could do better”. Forty-three % of men responded “yes”, while another 40% of men responded “yes, but we could do better”.
54
Action 5.61 Revise the Burnet Photo and Story Guide to include guidelines on appropriately representing a diverse range of people, including staff from a range of cultural backgrounds and ages, women and men, and gender diverse people and monitor number of representations by gender annually.
Action 5.62 Conduct a six-monthly check of diversity of images included in Burnet communications.
(xi) Outreach activities
Staff at the Burnet Institute undertake a range of outreach activities including presentations to other health providers, community groups, school and public education forums. Other outreach activities include radio and blog writing. These activities are considered to be part of the Institute’s research life and are included in track records. To date, these activities have been undertaken on an ad hoc basis and are not recorded by the Burnet. Our staff survey results, however, showed that women reported that they spent seven hours (median) on outreach activities while men spent 2.5 hours (median) on outreach. This indicates that a greater proportion of women’s work is not being recognised, which corresponds with information provided in section 5.4 (viii) on workload allocation. Action 5.63 Monitor type and time spent on outreach activities undertaken by
Burnet staff by gender and include outreach activities in performance appraisals and research metrics
(xii) Leadership This section is not relevant to the Burnet as we do not have separate departments.
55
6. SUPPORTING TRANSGENDER PEOPLE Recommended word count: 500 words Actual word count: 270 Refer to Page 26 of the Handbook (i) Current policy and practice The Burnet Institute currently lacks specific policies or procedures for transgender staff. While discrimination based on gender identity is prohibited under our Equal Opportunity Policy, we acknowledge that this is inadequate for creating an inclusive working environment for all members of staff, including those who identify as transgender. The Burnet Institute is committed to creating a working environment that is inclusive of all members of the LGBTQI+ community. We will take actions designed to increase awareness of the transgender community across the organisation to create a more inclusive environment for staff and students who identify as gender diverse and limit the potential for discrimination based on gender identity. One small practical step that has been taken is the provision of an appropriately labelled all-gender toilet on each floor of Burnet offices and laboratories. Action 6.1 Review, and where necessary revise or develop, Burnet policies
and procedures to ensure inclusion of transgender and gender diverse staff and students.
Action 6.2 Work with Transgender Victoria to review Burnet’s induction and training materials to increase awareness of transgender people, the language of gender identity, the reporting of discrimination and managing transition.
Action 6.3 Include transgender and gender identity awareness in unconscious bias training.
(ii) Review
Once the above actions have been implemented, we will monitor and evaluate their impact in terms of creating an inclusive environment for transgender staff and students. We will include questions in future culture surveys that will enable us to measure staff awareness around transgender issues and for staff to identify as non-binary. We will also use the survey to enable transgender staff to provide feedback on the Institute’s policies, practices and organisational culture. Action 6.4 Measure staff and students’ knowledge, attitudes and practices
in relation to issues of gender identity in people in future culture surveys.
56
(iii) Further work Burnet is taking further actions to reduce the likelihood of unfair treatment and/or discrimination based on gender identity and to promote greater inclusivity. These include working with the Alfred Research Alliance and our partner organisations to develop precinct-wide policies and practices for transgender staff and students, and ensuring that the providers of Burnet’s Employee Assistance Program are appropriately trained and knowledgeable about transgender issues. Action 6.5 In consultation with Transgender Victoria, liaise with the
Employee Assistance Program to ensure that their counselling services are sensitive to issues transgender and gender diverse people face.
Action 6.6 Contribute to Alfred Research Alliance efforts to create a precinct-wide inclusive and non-discriminatory environment for transgender and gender diverse staff and students.
57
7. INTERSECTIONALITY Recommended word count: 500 words Actual word count: 597 Refer to Page 26 of the Handbook (i) Current policy and practice
Burnet Institute is based in Melbourne but has offices and representatives in several other countries. Much of our research work and our public health expertise relies on a sophisticated understanding of the multiple factors that determine health experiences. Supporting this work is a diverse workforce coming from a range of CALD backgrounds. We also welcome international students to Burnet, and current students include people from Myanmar and PNG. Our Equal Opportunity Policy supports this diversity by prohibiting discrimination based on gender, ethnicity, religion, sexual orientation and disability.
(ii) Review
Working through the SAGE application process has helped us to see, however, that staff at Burnet may have a limited conceptual understanding of intersectionality and how gender can intersect with other aspects of identity that may lead to reduced career opportunities. During the SAGE application process, we renamed the Gender Equity Committee to the Gender Equity, Diversity and Inclusion Committee to flag a more complex understanding of gender and to highlight the need to consider factors in addition to gender in the recruitment, promotion and development of women at Burnet. Our culture survey results indicate that Burnet has significant work to do regarding intersectionality. Along with a lack of diversity amongst the leadership team (discussed in Section 5.1), we found that 20% (9/46) of respondents who were born overseas reported that they were often or occasionally treated differently because of some aspect of their identity (including but not limited to gender, ethnicity, religion, sexual orientation, medical condition or disability). This clearly intersected with gender, with 22% of females compared to 11% of males who were born overseas reporting being treated differently because of their identity. In addition, 14% of all respondents (24/172; 16% of males, 13% of females) reported that they had witnessed other people at Burnet being the subject of discrimination because of some aspect of their identity.
Our culture survey also showed that approximately 12% (14) of female respondents and 24% (16) of male respondents identified as non-heterosexual. While all male respondents who identified as non-heterosexual were “out”, five (or 36%) of all female respondents who identified as non-heterosexual were not. Burnet has an annual stall at the Midsumma Festival, Victoria's premier LGBTQI+ cultural festival, with staff members
58
volunteering to take part in distributing information. This event is publicised via staff emails and the intranet. Participants in focus groups and interviews felt that while gay men are well represented across the Institute, lesbians and transgender people are less so. One-to-one interviews at Burnet suggested that the leadership team could be more inclusive, particularly when it comes to diverse sexualities. A particular example was given that, despite being known for representing diversity, Burnet Institute was not outspoken during the marriage equality debate. A message of support was communicated but this was done late in the debate and the message communicated was medicalised.
“While Burnet is LGBTI friendly, there are no structural systems to ensure this is the case. Burnet needs to be more aware of the possible unintentional discrimination of LBGTI people within the workplace. The established ACFID Communities of Practice could be one avenue to pursue.”
Action 7.1 Review Burnet’s induction and training materials to include
content on how multiple forms of discrimination and exclusion are experienced.
Action 7.2 Expand unconscious bias training to include greater awareness of intersectionality and to promote culture change.
Action 7.3 Include images and stories of female staff and students with intersectional identities in publicity and promotional materials to support a greater awareness of intersectionality.
(iii) Further work
The Burnet Institute does not collect data on diversity other than gender, age and country of birth. Our culture survey, however, allowed us to collect baseline data on the number of staff who identified as coming from CALD backgrounds and those who identified as non-heterosexual. The survey also allowed us to gauge the experiences of work of these cohorts. The results of future culture surveys will be compared with the 2016 survey results to monitor the experience of staff with intersectional identities. Action 7.4 Continue to collect information on intersectionality in future
culture surveys and compare results to baseline data collected in 2016.
59
8. INDIGENOUS AUSTRALIANS Recommended word count: 500 words Actual word count: 244 Refer to Page 27 of the Handbook (i) Current policy and practice Burnet formally acknowledges the traditional owners of the land upon which the Institute stands (Boon Wurrung and Wurundjeri people) through its website and Burnet researchers are involved in a range of studies and projects relating to improving the health of Indigenous Australians. Despite this, we do not collect data on the number of staff and students who identify as Indigenous Australians and lack specific policies or practices in place aimed at recruiting, supporting and advancing Indigenous Australians. We also lack specific policies or practices in place for working with Indigenous Australian communities in our health research projects. Having identified these gaps, we will develop and implement strategies that will lead to a more culturally inclusive and safe work and study environment at Burnet and more culturally inclusive research practices by Burnet researchers. The following action items have been developed to address these gaps: Action 8.1 Build a partnership with at least one local Indigenous Australian
organisation and consult on best practice and most meaningful actions to build a respectful and inclusive organisational culture and culturally appropriate health programs.
Action 8.2 With local Indigenous Australian partner organisations, jointly develop an Indigenous recruitment strategy and conduct outreach activities with Indigenous high school students with an interest in health and medical research.
Action 8.3 In consultation with local Indigenous Australian partner organisations, develop a career support strategy for Indigenous Australian staff.
Action 8.4 In consultation with Indigenous Australian partner organisations, consider amending the application process and HR records to allow students and staff to identify as Indigenous Australians.
Action 8.5 If data is collected, analyse together with other survey data to consider how Indigenous Australians experience the policies, practices and culture of the Burnet.
Action 8.6 Implement cultural safety training for all employees, starting with those working with and in Indigenous communities.
Action 8.7 Include and communicate ceremonial and cultural leave provisions within Burnet’s leave policy to support the attendance
60
of Indigenous Australians at funerals and other community events.
Action 8.8 Establish and promote guidelines for the Acknowledgement of Country by all speakers (internal and external) so that it becomes standard practice at Burnet.
(ii) Review
Senior management support strengthening Burnet’s institutional commitment to fostering a safe and inclusive environment and to conducting health research in a way that is rigorous, culturally appropriate and in partnership with communities. We will establish a standing subcommittee of the GEDI Committee to specifically monitor the implementation, progress and outcomes of the above strategies. Action 8.9 Establish a standing subcommittee of the GEDI Committee to
monitor the implementation, progress and outcomes of strategies aimed at recruiting and retaining Aboriginal and Torres Strait Islander staff and students.
(iii) Further work
Along with the above actions, the Institute will develop a Reconciliation Action Plan to support the recruitment, development and advancement of Indigenous Australians at Burnet. It will also ensure that work being done at Burnet in relation to Indigenous Australians will be widely communicated across the organisation. Action 8.10 Develop a “Reflect” (first stage) Reconciliation Action Plan, via
Reconciliation Australia, scoping and developing relationships with Aboriginal and Torres Strait Islander stakeholders, deciding on our vision for reconciliation and understanding our sphere of influence.
Action 8.11 Develop a communication strategy to ensure staff, students and external stakeholders are aware of the Burnet’s commitment to reconciliation, its support for Indigenous Australian staff and students and to culturally safe practices.
61
9. FURTHER INFORMATION Recommended word count: 500 words Actual word count: 236. Refer to Page 28 of the Handbook Burnet Institute is a member of ACFID and is fully accredited with DFAT. To gain accreditation, Australian NGOs undergo a thorough and independent assessment of their organisational structure, philosophies, policies and practices against an agreed set of criteria. Australian NGOs must demonstrate capacity and performance against a range of indicators. The organisation must have a gender equality policy and incorporate gender equality practices including contextual analysis of gender barriers, opportunities to enable inclusion, strategies to promote gender equality and targeted monitoring and evaluation. Burnet’s Gender Equality in International Programs Policy commits to practical steps for promoting gender equality and addressing the effects of gender inequality for women and girls, boys and men, and transgender people. Some practical ways this is implemented in our international projects are outlined in our International Programs Manual – international projects must:
a. include of an indicator relevant to gender in all project designs;
b. consider the impact of health and development activities on the roles and responsibilities of men and women, and on the relationships between them, in project design and individual activity design;
c. include specific strategies to ensure that equal opportunities exist for women and men, boys and girls as participants and beneficiaries;
d. disaggregate any data or information for gender as a minimum for Burnet projects, as well as other relevant variables of potential marginalisation (e.g., age and ethnicity); and
e. collect evidence of gender inclusion in all evaluations.
62
10. ACTION PLAN Refer to Pages 28-29 of the Handbook The action plan should present prioritised actions to address the issues identified in this application.
Burnet Institute Gender, Diversity and Inclusion Action Plan 2019–22
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
2. Description of the Institution
2.1 PNG and Myanmar offices systems do not collect adequate gender, diversity and inclusion data
Develop and implement data collection tools that enable Burnet’s Myanmar and PNG offices to collect and report gender, diversity and career-progression data
Head of International Operations
PNG and Myanmar gender, diversity and inclusion data produced and reported
April 2019 and ongoing (S)*
Culture survey translated and implemented in both countries
3. The Self-Assessment Process
3.1 No designated body responsible for identifying and addressing issues of diversity and inclusion at the Burnet
Expand the terms of reference of the Gender Equity Committee to address issues of diversity and inclusion, renaming it the Gender Equity, Diversity and Inclusion (GEDI) Committee
Chair of the GEDI Committee
Priorities for diversity and inclusion at the Burnet are identified and actions monitored by the GEDI committee
January 2019 and ongoing (S)
Agreement to re-name and expand the Committee’s terms of reference
3.2 The GEDI Committee is not fully representative of Burnet’s diversity and not all current members are supported to have available time to actively contribute
Every two years, elect new leadership and 50% new members of the GEDI Committee with some identified positions for Indigenous, CALD and LGBTIQ+ members
Chair of GEDI Committee
GEDI Committee is representative of diverse groups and members commit at least two hours a week to Committee-related work
March 2019 and every two years thereafter (S)
3.3 Ongoing need for implementation and monitoring of the work initiated by the Self-Assessment Team
Integrate the Self-Assessment Team into the GEDI Committee and include the implementation of the SAGE Athena SWAN Bronze Award action plan in the Committee terms of reference
Chair of GEDI Committee
SAGE Athena SWAN Bronze Award action plan implemented, monitored and reported on
March 2019 and ongoing (S)
3.4 Need to regularly measure and analyse staff views on organisational culture, gender, diversity and inclusion
Conduct two-yearly organisational culture survey including questions relating to gender, diversity and inclusion
Chair of GEDI Committee
Culture survey conducted in 2020 and every two years thereafter
2020 and every two years thereafter (M)*
First survey conducted August 2017, adaptation required before next round
*Priority code: (S) Short-term - Year 1, (M) Medium-term - Years 2-3. (L) Longer-term - Year 4 and onwards, (O) Ongoing
64
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
4. A Picture of the Institution
Staff by grade and gender 4.1 Between levels B and C,
the representation of female research staff drops by 23% (2017 data)
Achieve a proportion of at least 50% of women at levels C and D by the targeted recruitment of new female researchers at these levels and the promotion of existing female staff to this level
Deputy Director (People), Executive
Level C and level D have at least 40% female researchers in 2020 and at least 50% in 2022
Success measure achieved 2022 (L)*
One female researcher promoted to from level B to level C in 2019 One external female working group head appointment confirmed in 2019 Equal numbers of new female and male senior leaders appointed in 2017 institute restructure
4.2 Provide targeted coaching for female researchers at level B and above to support their promotion to senior positions.
Deputy Director (People), Executive
Level C and level D have at least 40% female researchers in 2020 and 50% in 2022
Coaching program starting January 2020 (S) Success measure achieved 2022 (L)
4.3 The Institute’s commitment to gender equity and improving the status of female researchers could be
Articulate Burnet’s commitment to gender equity and improving the status of female researchers in the objectives and strategies of the Strategic Plan
Burnet Director, Executive, Board
Burnet Strategy includes commitment to gender equity and improving the status of female researchers
January 2020 (S) The Burnet Strategic Plan includes gender equity initiatives
65
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
more clearly articulated in the Strategic Plan
4.4 Existing Gender Equity Policy does not cover all areas of employment
Review Gender Equity Policy to ensure that it covers all areas of employment including recruitment, retention, remuneration and promotion
Human Resources Manager
Comprehensive Gender Equity Policy in place and communicated
December 2019 (S)
4.5 Human Resources systems do not collect adequate gender, diversity and inclusion data
Establish new Human Resources system with capacity to collect and report on gender, diversity and inclusion
Human Resources Manager
Human Resources database produces gender, diversity and inclusion data
3rd quarter 2019 (S)
4.6 Proportionally few Burnet staff from CALD backgrounds have progressed to senior positions, and we have little information about barriers to progression
Further research the experiences of CALD staff in their career progression and develop recommendations to address barriers identified
Chair, GEDI Committee
Report on CALD staff career progression, barriers experienced and recommendations
December 2020 (M)
Fixed-term, open-ended/permanent and casual contracts by gender 4.7 High number of contracts
with a duration of 12 months or less, contributing to job insecurity
Review contracts to differentiate between genuine fixed-term replacement, short-term grant-funded positions and ongoing roles
Human Resources Manager, Working Group Heads
Contracts requiring amendment to type and length have been identified
December 2019 (S)
4.8 Implement standard minimum contract period of two years, unless clear rationale is provided for shorter period
Human Resources Manager, Working Group Heads
All contracts from 2019 onwards are for a period of at least two years unless a clear rationale is provided
Minimum contract length in place by February 2020 (S) Success measure achieved by 2020 (S) and every
66
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
two years thereafter (O)*
4.9 Working group heads experience gaps in external funding, contributing to job insecurity
Establish a fair and consistently applied support scheme to cover gaps in external funding sources for working group heads
Deputy Director (People), Executive
Increase in the number of contracts that are at least two years in length
Funding gaps support scheme commenced by April 2019 (S) Success measure achieved by 2020 (S) and every two years thereafter (O)
Leavers by grade and gender exiting the Institute 4.10 Lack of information
about the gender of staff exiting Burnet and information about the reasons that staff leave the Institute
Revise exit interview and survey process to ensure that the gender of exits and information about the reasons for leaving are captured
Human Resources Manager
Gender-disaggregated exit data and reasons for leaving captured
Survey/ interview revisions complete December 2019 (S)
4.11 Collate and report findings annually on exit rates and reasons by gender to the GEDI
Human Resources Manager
Gender-disaggregated exit data and reasons for leaving captured and reported to GEDI Committee and Executive
Success measure achieved by January 2020 (S) and annually thereafter (O)
Equal pay audits/ reviews 4.12 Lack of detailed
information on the equity of pay for like-for-like positions
Conduct an analysis of like-for-like pay equity and report on this to GEDI Committee and Executive
Human Resources Manager
Like-for-like pay analysis presented annually to GEDI Committee and Executive
Analysis and recommendations presented to Executive end December 2019 (S)
67
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
4.13 Culture survey and initial Human Resources review indicates that staff may not be receiving incremental progressions for which they are eligible, possibly contributing to pay gap
Analyse length of time staff have spent at an increment within a pay level and provide an incremental progression to all staff who have not received an increment in the past year or more and have achieved satisfactory performance.
Human Resources Manager
All eligible staff receive incremental progressions
Analysis complete December 2019 (S) Incremental progressions from April 2020 and ongoing (M)
4.14 There is a pay gap of 14% above level 10 (Professional) and 28% at the Executive level
Establish and implement Remuneration Guidelines which specify gender pay equity considerations for all positions, including senior appointments
Human Resources Manager
Reduction in organisation-wide and by level gender pay gaps
Guidelines established June 2019 (S) Success measure achieved 2022 (L)
5. Supporting and advancing women’s careers
Recruitment 5.1 There are no clear
guidelines on pay equity at the recruitment stage which may contribute to the pay gap from an early stage
Revise recruitment policy and procedure to include guidelines on pay equity
Human Resources Manager
Less than 3% gender pay gap (like-for-like or by level) for newly-recruited positions
Revisions complete December 2019 (S) Success measure achieved 2022 (L)
5.2 Conduct pay gap analysis at the recruitment stage to investigate pay discrepancies between women and men at this early stage of employment
Human Resources Manager
Less than 3% gender pay gap (like-for-like or by-level) for newly recruited positions
Success measure achieved 2022 (L)
5.3 Gender-disaggregated data is not available for the different stages of
Adapt recruitment systems to enable detailed and disaggregated reporting on application,
Human Resources Manager
Gender disaggregated data available for the
December 2019 (S)
Compulsory and updated gender identity fields
68
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
recruitment, making it difficult to identify issues and trends
shortlisting, interview and offer stages
different stages of recruitment
were added to online form in late 2018
5.4 Undertake analysis of gender differences over the recruitment cycle and investigate possible causes and actions to correct these
Human Resources Manager
Gender-disaggregated recruitment data analysed reported annually to Executive and GEDI Committee
First report April 2020 (M) then annually thereafter (O)
5.5 Recruitment procedures, for both advertised and non-advertised positions, lack clarity and transparency and provide insufficient guidance on gender equity, diversity and inclusion
Develop and implement clear and transparent recruitment policy and procedures that apply to both advertised and non-advertised positions, including gender equity requirements for shortlisting and interviewing and provide information sessions to all staff on these
Human Resources Manager
Six-monthly spot audits of recruitment procedures demonstrate compliance with recruitment policy
Policy finalised and information sessions held by December 2019 (S) Success measure achieved by 2020 and every two years thereafter (L, O)
Induction 5.6 Lack of information on
effectiveness of induction processes
Develop and roll-out a new starter survey that collects feedback on induction processes
Human Resources Manager
Human Resources annually assess effectiveness of induction processes
New starter survey in place December 2019 (S) Report on effectiveness of induction April 2020 (M), annually thereafter (O)
69
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
5.7 Burnet policies and procedures are not formally included in induction processes
Review existing induction processes to ensure that new starters are aware of Burnet policies and procedures, via the new HR self-service system
Human Resources Manager
New starter survey indicates high awareness of Burnet policies and procedures
Survey to commence in April 2020 (M) and annually thereafter (O)
Promotion 5.8 Culture survey and focus
groups indicate lack of understanding and clarity regarding criteria and process for promotion
Establish and provide information sessions on a Promotions and Reclassification Policy and Procedure which articulates pathways for promotion and includes gender equity considerations
Human Resources Manager
Improvement in levels of agreement to culture survey statements on clarity of criteria and process for promotion
Policy established and communicated July 2019 (S) Success measure achieved by 2020 (S) and every two years thereafter (O)
5.9 Gender-disaggregated data on promotions and reclassifications is not comprehensive
Ensure new HR database captures and reports comprehensive data on promotions and reclassifications including gender, level being applied for and full-time/part-time status
Human Resources Manager
Gender-disaggregated promotions data reported to Executive annually
First report April 2020 (M) then annually thereafter (O)
NHMRC and Publications 5.10 Gender and CALD data
on NHMRC applicants and publications not collected or reported
Amend application and publications forms to collect data on gender and CALD background of NHMRC applicants and publication authors
Head of Research Integrity Office
Gender and CALD data on NHMRC applicants and publications available for analysis
June 2019 (S)
5.11 Annual report on gender and CALD background of NHMRC applicants and publication authors, including analysis of the positions of researchers and authors to GEDI Committee
Head of Research Integrity Office
Gender and diversity disparities and actions to adjust these identified in relation to applications and publications
First report April 2020 (M) then annually thereafter (O)
5.12 Revise Authorship of Publications Policy and Statement of Authorship
Head of Research
Revised policy and statement include
June 2019 (S)
70
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
Form to include gender and diversity considerations
Integrity Office
gender and diversity considerations
5.13 Gender imbalance in NHMRC grant application teams
During NHMRC planning, review composition of research teams for gender and diversity and adjust where needed and feasible
Head of Research Integrity Office
NHMRC grant application teams meet target 40% female, 40% male and 20% persons irrespective of gender
Review commences April 2019 (L) and annually thereafter (O) Success measure achieved 2022 (L)
Training 5.14 Participants in Institute
of Management and Leaders training programs have consistently rated them very highly
Continue to provide gender-equitable access to Institute of Managers and Leaders courses
Human Resources Manager
Post-training surveys with participants attending leadership and management courses indicate improved confidence and skills in leadership
Annually after course participation (O)
21 women and 10 men attended these courses in 2016
5.15 Women who have attended WLA courses report improved confidence and skills in leadership, suggesting the importance of continued support for these programs
Provide co-funding for one place per year in the WLA Advanced Leadership Course for an existing or emerging female leader
Human Resources Manager
Interviews with women who have attended WLA courses continue to indicate improved confidence and skills in leadership
Annually after course participation (O)
2 women attended in 2017 and 1 in 2018
5.16 Participants in unconscious bias training recommended training be expanded to all staff with management responsibility
Provide compulsory unconscious bias training for all staff with management and recruitment responsibilities within the Burnet
Human Resources Manager
All staff with management and recruitment responsibility have undertaken unconscious bias
January 2020 (S) Unconscious bias training was provided to 12 female and 13 male managers in 2017
71
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
training in the last two years
5.17 Staff at Burnet, including female staff, report a lack of access to professional development opportunities
Establish a learning and development policy that includes a requirement for Working Group Heads to budget for professional development activities annually
Human Resources Manager, Working Group Heads
PDF records indicate that 75% of staff have undertaken professional development in the previous two years, and that men and women have equitably accessed these opportunities
Policy established December 2019 (S) Success measure achieved 2022 (L)
Learning and Development Policy has been drafted
5.18 Staff at Burnet, including female staff, report a lack of information regarding professional development opportunities
Develop a communication strategy to improve the distribution of information regarding the availability of training and professional development opportunities
Human Resources Manager
Culture survey indicates that 75% of staff have undertaken professional development in the previous two years, and that men and women have equitably accessed these opportunities
Strategy developed December 2019 (S) Success measure achieved 2022 (L)
Appraisal/development review 5.19 Culture survey indicated
that 38% of women and 29% men have never had a PDF discussion
Monitor and report on PDF completion to ensure that all staff participate annually
Human Resources Manager
All staff participate in a PDF annually
April 2020 (M)
5.20 Culture survey indicates that 21% of women (and 14% of men) are unsatisfied with the PDF framework processes
Revise and deliver training content on PDF for staff and managers to emphasise a structured and consistent approach to career progression and salary discussions.
Human Resources Manager, Working Group Heads
Culture survey indicates greater satisfaction with PDF processes and reduced gender disparity in satisfaction rates
Training content revised and delivered second quarter 2020 (M) Success measure achieved 2022 (L)
72
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
5.21 A third of surveyed female and male staff have never received a salary review (a specified part of the PDF process)
Monitor PDFs to ensure that an annual incremental increase is provided, that objectives are met and performance is satisfactory
Human Resources Manager
All staff with satisfactory PDFs have received an annual incremental increase
Communication to staff by June 2019 (S) Success measure achieved 2022 (L)
Support given to academic staff for career progression 5.22 2017 data shows that
Working Group Head positions are 63% male
Implement a 5-year salaried fellowship for new female group heads
Deputy Director (People), Executive
At five-year intervals, at least one new female group head receives a fellowship (for up to five years of costs)
First fellowship formally awarded 2020 (M) then five-yearly (L)
Already provided in practice, with plans for group leader support in 2020, but needs to be formalised
5.23 Focus group discussions indicated that women recently returning from, parental leave experience barriers to continuing research and accessing career progression opportunities
Establish parental leave support grants for women on parental leave or returning from parental leave to be used flexibly for research support, travel, career development activities
Deputy Director, (People), Executive
Culture survey data indicates women on or returned from parental leave in the last two years are satisfied with opportunities to continue research and develop career
Grants established April 2020 (M) Success measure achieved 2022 (L)
5.24 Focus group discussions indicated that women with primary carer responsibilities are less able to attend meetings and conferences, limiting their professional development and career progression
Provide flexible meeting and travel grants for women with primary carer responsibilities to attend meetings and conferences, participate in peer-review committees and other academic activities
Deputy Director (People), Executive
Focus group discussions indicate that women with primary carer responsibilities are satisfied with their opportunities to attend meetings and conferences
Grants established April 2020 (M) Success measure achieved 2022 (L)
In 2018, the Dorothy Vida Martin Fellowship was awarded for female researcher travel One institute travel award (Dora Lush
73
No Issue/need identified Action Responsible Success measure Timeframe Action already taken Award) has been secured for female parents of young children in 2019
5.25 Both the culture survey and focus group results indicate that staff would like more support in relation to career progression As above
Provide information sessions to managers on supporting the career progression of their staff, with specific guidance on supporting part-time staff
Chair of GEDI Committee
Improvement in levels of agreement to culture survey statements about support they receive for their career progression
Program established July 2019 (S) Success measure achieved 2022 (L)
5.26 Develop and implement standard performance measures for managers on equitable workload allocation and career progression of direct reports.
Human Resources Manager
PDFs of management staff include assessment against equity performance measure
Success measure achieved 2022 (L)
5.27 Early career female staff, particularly those working part-time, have less access to social and professional networks that influence the progression of their career
Through information sessions for managers, communicate an expectation that early career female staff join senior staff at conferences, meetings and other networking events whenever feasible
Human Resources Manager
Improvement in levels of agreement to culture survey statement on support for career progression from line managers
Information sessions commencing July 2019 (S) Success measure achieved 2022 (L)
Flexible working and managing career breaks 5.28 The culture survey
results indicated that 45% of women and 39% of men have little or no knowledge of parental leave entitlements at Burnet
Expand communication of the Institute’s parental leave policies and entitlements through information sessions and the intranet and provide a briefing to staff members prior to going on leave
Human Resources Manager
Improvement in results of culture survey question on knowledge of parental leave entitlements
Success measure achieved August 2020 (M)
74
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
5.29 Staff and managers are unclear about the level of support provided and expectations during, and on return from, parental leave
Survey parents to gauge what sort of support they would like before, during and after parental leave
Human Resources Manager
Improvement in results of culture survey in relation to parental leave support
Success measure achieved August 2020 (M)
5.30 Include more comprehensive information about parental leave entitlements, expectations and support in the Parental Leave Guide for Staff and the Guide for Managers
Human Resources Manager
Improvement in results of culture survey in relation to parental leave entitlements
Success measure achieved August 2020 (M)
5.31 Female researchers experience interruption to their work while on parental leave (and on return) which can interfere with career progression
Establish funding support for project management or technical assistance for researchers during and on return from parental leave
Deputy Director (People), Chair of GEDI Committee
Female researchers report satisfaction with their capacity to continue and progress their work during and on return from parental leave
Funding established April 2020 (M) Success measure achieved 2022 (L)
5.32 Focus group discussions indicated that some staff felt that Burnet should make greater effort to integrate people once they return from parental leave
Establish and communicate guidelines for managers and staff on how to manage the transition back to work after leave
Human Resources Manager
Culture survey results indicate that adequate support is provided to people returning from parental leave
Guidelines established January 2020 (S) Success measure achieved 2022 (L)
5.33 Support staff taking parental leave to participate in Alfred Research Alliance pre- and post-parental leave coaching and The Working Parent Resilience program
Human Resources Manager
Culture survey results indicate that adequate support is provided to people returning from parental leave
Staff participation commences 2nd quarter 2019 (S) Success measure achieved 2022 (L)
5.34 No available data on uptake of parental leave for staff on different contract types or information on contract
Ensure new HR system captures detailed parental leave data including length of leave, contract type, renewal of contracts during and after parental leave
Human Resources Manager
Parental leave data reported to GEDI Committee annually
Data capture commenced June 2019 (S)
75
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
renewal during or after parental leave
Success measure achieved 2022 (L)
5.35 No male staff taking primary carers leave and low numbers taking secondary carer parental leave each year, despite entitlements
Develop and implement a communication strategy (print, online and in person) about men and parental leave, highlighting men’s role in caring responsibilities and their eligibility for parental leave entitlements
Head, Public Affairs and Development with advice from Human Resources Manager
Increased uptake of primary and secondary carers leave by male staff
Communication strategy commenced January 2020 (S) Success measure achieved 2022 (L)
Leave policies updated and communicated in 2018
5.36 Focus group participants suggested that Burnet should apply flexible work policy and processes more consistently
Provide information sessions to managers and staff regarding the practical application of the Flexible Working Arrangements Policy and Procedure and provide specific examples of flexible work in practice on the intranet.
Human Resources Manager
Culture survey indicates that staff feel that flexible work policy is applied consistently and fairly
Communication with staff and managers from mid-2019 (S) Success measure achieved by 2020 (M) and every two years thereafter (O)
Flexible Working Arrangements Policy and Procedure finalised and communicated to staff in 2018
5.37 No information available about staff satisfaction with part-time or full-time status
Include question in culture survey to gauge staff satisfaction with part-time and full-time status
Chair of GEDI Committee
Strategy developed to address satisfaction levels with part-time and full-time work in response to culture survey results
Culture survey adapted 2020 (S) Success measure achieved 2022 (L)
5.38 Lack of information or support provided regarding childcare
Collate information about childcare options close to the Burnet and include in Parental Leave Guide for Staff
Human Resources Manager
Increase in “yes” response to culture survey question “Do you think that Burnet provides sufficient support for parents/carers?”
Success measure achieved 2022 (L)
5.39 Investigate the possibility of Burnet-specific childcare spots within the Alfred Childcare Centre and other nearby centres
Human Resources Manager
Success measure achieved 2022 (L)
Alfred Childcare centre already prioritises Burnet staff together with
76
No Issue/need identified Action Responsible Success measure Timeframe Action already taken other Alfred precinct staff
5.40 Create and maintain child/family-friendly spaces within the Burnet offices for times when staff need to bring children to work
Head of Research Support and Facilities
2nd quarter 2020 (M)
5.41 Breastfeeding rooms are not private and accessible at all times, and are used for other purposes such as for prayer
Provide a dedicated lactation room within each of the Burnet buildings and promote widely
Head of Research Support and Facilities
Dedicated lactation rooms are established in each of the Burnet building
January 2020 (S) Two breastfeeding rooms established in 2017
5.42 Lack of awareness among staff of carer’s leave entitlements, with an impact on female staff who have more caring responsibilities
Communicate staff entitlements widely via information sessions and the intranet regarding carer’s leave under the provisions of personal leave
Human Resources Manager
Culture survey results indicate staff are satisfied with their ability to access carer’s leave
August 2020 (M) Initial information sessions on leave entitlements held in 2018
5.43 Culture survey and focus group participants noted that caring responsibilities still fall predominantly to women, which can create barriers to progressing their careers to the same extent as men Focus group discussions indicated that men feel that taking carers or parental leave is not viewed favourably and may impede their career progression
Challenge gender biases in relation to caring responsibilities by including attitudes to caring responsibilities in unconscious bias training
Human Resources Manager
Culture survey and focus group results indicate that men’s caring responsibilities are acknowledged and supported
Communications campaigns commence 1st quarter 2020 (S) Success measure achieved 2022 (L)
5.44 Use images and stories of men with caring responsibilities, including those in senior roles, in Burnet newsletters and on the intranet
Head, Public Affairs and Development
Culture survey and focus group results indicate that men’s caring responsibilities are acknowledged and supported
Images and stories commence 1st quarter 2020 (S) Success measure achieved 2022 (L)
5.45 Encourage men in senior roles to speak openly in meetings about caring responsibilities and to role-
Chair of GEDI Committee
Culture survey and focus group results indicate that men’s
Communications commence 1st quarter 2020 (S)
77
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
model the taking of carer’s and parental leave
caring responsibilities are acknowledged and supported
Success measure achieved 2022 (L)
5.46 Focus group discussions indicated a need for greater recognition of the demands caring for elderly parents and relatives, and older children.
Include caring for the elderly and relatives in communication information about carer’s leave
Human Resources Manager
Culture survey and focus group results indicate that the demands of caring for elderly parents, relatives and older children are recognised
Communications commence 1st quarter 2020 (S) Success measure achieved 2022(L)
Organisational Culture 5.47 While there is a high
level of managerial support for gender equality, there is less confidence in managers’ understanding of what is required to support it
Conduct training sessions for Burnet managers on practical strategies to support gender equality
Chair of GEDI Committee
Pre- and post- training questionnaires indicate an improvement in managers’ knowledge on how to implement practical strategies to support gender equality
Training 2nd half 2020 (M) Success achieved measure 2021 (M)
5.48 19% of staff have not completed mandatory online training modules
Develop additional mechanisms to support greater completion rates of mandatory online training modules and record the gender of participants
Manager, Occupational Health and Safety
Six-monthly reporting indicates that 90% of staff have completed online training modules
Success measure achieved 2021 (M)
5.49 Burnet has not maintained a register of complaints/issues reported to HR
Establish and communicate a grievance and dispute policy and procedure and monitor the number of and reasons for grievances and disputes and report to GEDI and health and safety committees
Manager of Human Resources
Six-monthly summary of grievances and disputes reported to Executive
July 2020 (M)
5.50 Underrepresentation of women in senior management committees
Establish guidelines for advertised and direct recruitment processes to achieve and maintain a minimum
Manager of Human Resources
Minimum of 50% women above Level E/ Level 10
2022 (L)
78
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
representation of 50% women above level E/ Level 10
5.51 Develop a Succession Planning strategy which includes steps to achieve and maintain a minimum representation of 50% women on the Executive
Executive Succession Planning strategy in place including steps to achieve and maintain a minimum representation of 50% women on the Executive
December 2019 (S)
5.52 Underrepresentation of women on decision making committees
Present information sessions for the Executive and managers on the Gender Representation on Decision Making Bodies Procedure including gender targets for committee membership
Chair of GEDI Committee
All decision-making committees have minimum 40% female membership
Information sessions December 2019 (S) Success measure achieved 2022 (L)
5.53 Report committee composition annually to the GEDI, the Executive, the Leadership Council and the Board
Manager, Occupational Health and Safety
5.54 Focus group discussions and interviews indicated that women feel their opinions and inputs are not valued as highly as men’s
Develop and communicate guidelines on how to run inclusive meetings and workshops to ensure that women are equally able to contribute and that their inputs are noted and recognised
Chair of GEDI Committee
Spot check of minutes from a sample of meetings indicate that word count for female participants is consistent with proportion of females in attendance Interviews after a sample of meetings indicate that women felt they had adequate opportunities to speak and were listened to
Guidelines in place 3rd quarter 2019 (S) Success measures achieved 2020 (M) and annually thereafter (O)
79
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
5.55 One-to-one interviews indicate a concern that senior positions assigned to women do not carry genuine decision-making authority
Review delegation of authority process and position descriptions for roles within the Leadership Team to clearly define decision-making responsibilities and identify budget allocations
Manager of Human Resources
Interviews with female members of leadership team indicate that they feel they have authority to make decisions
Position descriptions reviewed by December 2019 (S) Success measure achieved 2022 (L)
Budget allocations have been made to leadership positions that previously had none
5.56 Burnet’s policies and procedures meet compliance standards but are not regularly reviewed to ensure best practice in relation to gender, diversity and inclusion
Identify key external organisations that benchmark best practice policy and procedures in relation to gender equity, inclusion and diversity such as WGEA, Diversity Council of Australia and Transgender Victoria
Manager of Human Resources
Benchmarking for best practice policies and procedures identified
December 2019 (S)
5.57 Regularly review and update Burnet’s policies and procedures to ensure they address gender equity and inclusion considerations in line with sector best practice
Manager of Human Resources Head, Project Management and Quality Assurance
Policies and procedures have been updated every two years and are in line with identified best practice
January 2021 and every two years thereafter (M)
5.58 Men spend more time on scholarly activities while women spend more time on administrative tasks
Include information about work allocation and gender in training for managers on practical strategies to support gender equality (as per action 5.47)
Chair of GEDI Committee
Culture survey shows decreased gender disparity in hours spent on tasks
Training second half 2020 (M) Success measure achieved 2022 (L)
5.59 While Burnet has a guideline that meetings are to be held between 10:00am and 4:00pm to enable attendance by staff with caring
Promote and monitor guideline that all Burnet meetings are to be held between 10:00am and 4:00pm wherever possible
Manager, Occupational Health and Safety
Spot check of key team, committee and staff meetings indicates that at least 95% of meetings are
2020 (M) and annually thereafter (O)
Guideline was established in 2017
80
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
responsibilities, staff report inconsistent application
held between 10:00am and 4:00pm
5.60 Women feel more disadvantaged than men in relation to attending work-related social events because of commitments outside work
Schedule social gatherings and end of year parties during working hours
Manager, Occupational Health and Safety
Spot check of seminars and social gatherings indicates that at least 95% are held between 10:00am and 4:00pm
2019 (S) and annually thereafter (O)
End of year party in 2018 was held during working hours
5.61 Culture survey respondents indicated that publicity material for Burnet generally reflects the people who work here adequately, but we could do better
Revise the Burnet Photo and Story Guide to include guidelines on appropriately representing a diverse range of people, including staff from a range of cultural backgrounds and ages, women and men, and gender diverse people and monitor number of representations by gender annually
Head, Public Affairs and Development
Spot check of images of staff and students in Burnet communications shows they reflect our diversity in cultural backgrounds, ages and gender
Guidelines updated July 2019 (S) Spot check end of 2020 (M) and annually thereafter (L)
Burnet Style Guide already includes guidance on respectful use of images
5.62 Conduct a six-monthly check of diversity of images included in Burnet communications
Chair, GEDI Committee
Images of staff and students in Burnet communications reflect our diversity in cultural backgrounds, ages and gender
Check conducted in June 2020 (M) and six-monthly thereafter (O)
5.63 Outreach activities such as external presentations are not recorded and women report spending more time on them then men
Monitor type and time spent on outreach activities undertaken by Burnet staff by gender and include outreach activities in performance appraisals and research metrics
Manager, Occupational Health and Safety
Outreach activities undertaken by staff are recognised in performance appraisals and research metrics
Success measure achieved 2022 (L)
6. Supporting transgender people
81
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
6.1 We do not currently have policies or procedures in place to create an inclusive workplace for transgender and gender diverse people
Review and where necessary, revise or develop Burnet policies and procedures to ensure inclusion of transgender and gender diverse staff and students
Chair, GEDI Committee
Policies and procedures have been updated every two years and are in line with identified best practice in relation to transgender and gender diverse inclusion
January 2021 (M) and every two years thereafter (O)
6.2 Induction and training modules do not currently include any content on transgender and gender diversity
Work with Transgender Victoria to review Burnet’s induction and training materials to increase awareness of transgender people, the language of gender identity, the reporting of discrimination and managing transition
Chair of GEDI Committee,
Culture surveys/ focus groups indicate that staff are aware of gender identity issues and how to report discrimination Staff identifying as transgender or gender diverse indicate that they feel supported and included through Burnet has policies and practices
Induction and training materials revised January 2021 (M) Success measures achieved 2022 (L)
6.3 Include transgender and gender identity awareness in unconscious bias training
Human Resources Manager
Participants in unconscious bias training are aware of issues of gender identity
Training adapted January 2020 (S) Success measure achieved after training (S)
6.4 Lack of data on Burnet staff and students’ knowledge, attitudes and practices in relation to issues of gender identity
Measure staff and students’ knowledge, attitudes and practices in relation to issues of gender identity in people in future culture surveys
Chair, GEDI Committee
Data analysed on staff/ students’ knowledge, attitudes and practices in relation to issues of gender identity
Success measures achieved 2022 (L)
6.5 It is important that counselling services
In consultation with Transgender Victoria, liaise with the Employee
Manager, Occupational
Staff identifying as transgender or gender
Success measure
82
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
provided by the Employee Assistance Program are sensitive to issues transgender and gender diverse people face
Assistance Program to ensure that their counselling services are sensitive to issues transgender and gender diverse people face
Health and Safety
diverse indicate that they feel supported and included through Burnet has policies and practices
achieved 2022 (L)
6.6 We do not currently have policies or procedures in place to create an inclusive workplace for transgender and gender diverse people
Contribute to Alfred Research Alliance efforts to create a precinct-wide inclusive and non-discriminatory environment for transgender and gender diverse staff and students
Chair, GEDI Committee
Targeted (self-nominated) surveys or interviews indicate that staff at the Burnet are satisfied with the Institute’s inclusivity of transgender and gender diverse people
Success measure achieved 2022 (L)
7. Intersectionality
7.1 Limited demonstrated awareness of intersectionality and how gender intersects with other aspects of identity 22% of surveyed women and 11% of men who were born overseas report being treated differently because of their identity
Review Burnet’s induction and training materials to include content on how multiple forms of discrimination and exclusion are experienced
Chair of GEDI Committee, with Human Resources Manager
Culture surveys/ focus groups indicate that staff are aware of how multiple forms of discrimination and exclusion are experienced
Success measures achieved 2022 (L)
7.2 Expand unconscious bias training to include greater awareness of intersectionality and to promote culture change
Human Resources Manager
Participants in unconscious bias training are aware of issues of intersectionality
Training adapted January 2020 (S) Success measure achieved post training (S)
83
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
7.3 Include images and stories of female staff and students with intersectional identities in publicity and promotional materials to support a greater awareness of intersectionality
Head, Public Affairs and Development
Spot check of images of staff and students in Burnet communications reflect our diversity in cultural backgrounds, ages and gender
End of 2020 (M) and annually thereafter (O)
7.4 Ongoing data on intersectionality needed in order to monitor progress
Continue to collect information on intersectionality in future culture surveys and compare results to baseline data collected in 2016
Chair of GEDI Committee
Intersectionality data collected and analysed and reported to GEDI Committee
August 2020 (M) and every two years thereafter (O)
8. Indigenous Australians
8.1 A need for Indigenous Australian expertise to inform our health programs, and develop an organisational culture of respect for and inclusion of Aboriginal and Torres Strait Islander peoples
Build a partnership with at least one local Indigenous Australian organisation and consult on best practice and most meaningful actions to build a respectful and inclusive organisational culture and culturally appropriate health programs
Chair, GEDI Committee
Relationship established, meetings held quarterly Interviews with representatives from Indigenous Australian partner organisation indicate that their inputs are valued and taken on board by the Burnet
Relationship established June 2020 (M) Success measure achieved 2022 (L)
8.2 Lack of policies and practices for recruiting Indigenous Australians and supporting their careers at the Burnet
With local Indigenous Australian partner organisations, jointly develop an Indigenous recruitment strategy and conduct outreach activities with Indigenous high school students with an interest in health and medical research
Chair, GEDI Committee
At least two new research staff or students identifying as Indigenous Australian recruited
Strategy developed December 2020 (M) Success measure achieved 2022 (L)
84
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
8.3 In consultation with local Indigenous Australian partner organisations, develop a career support strategy for Indigenous Australian staff
Chair, GEDI Committee
Indigenous Australian staff and students satisfied with career support available
Strategy developed December 2020 (M) Success measure achieved 2022 (L)
8.4 We do not collect data on numbers of staff and students who identify as Indigenous Australians
In consultation with an Indigenous Australian group, consider amending the application process and HR records to allow students and staff to identify as Indigenous Australians
Human Resources Manager
Decision regarding inclusion of Indigenous Australian identity on HR records
December 2019 (S)
8.5 If data is collected, analyse together with other survey data to consider how Indigenous Australians experience the policies, practices and culture of the Burnet
Human Resources Manager
Data collected and analysed and reported to GEDI Committee
Success measure achieved January 2021 (M) and annually thereafter (O)
8.6 Several of our health programs work in Indigenous Australian communities but we do not have any formal cultural safety training for staff
Implement cultural safety training for all employees, starting with those working with and in Indigenous communities
Chair, GEDI Committee
Pre and post-training surveys indicate staff have increased knowledge, attitudes and practices in relation to issues of cultural safety
Training commences March 2020 (S)
8.7 Leave policies do not include entitlements to ceremonial and cultural leave
Include and communicate ceremonial and cultural leave provisions within Burnet’s leave policy to support the attendance of Indigenous Australians at funerals and other community events
Human Resources Manager
Culture survey indicates awareness of ceremonial and cultural leave entitlements
Leave policy amended and communicated January 2020 (S) Success measure achieved 2022 (L)
8.8 Acknowledgement of Country is not
Establish and promote guidelines for the Acknowledgement of Country by all speakers (internal and external)
Chair of GEDI Committee
Annual spot check indicates that Acknowledgement of
Guideline developed July 2019 (S)
85
No Issue/need identified Action Responsible Success measure Timeframe Action already taken
consistently given by speakers and at events
so that it becomes standard practice at Burnet
Country is given at all Burnet staff meetings and presentations
Success measure achieved December 2019 (S) and annually
8.8 No designated body responsible for lifting Indigenous Australians’ contributions to Burnet’s work, addressing discrimination and ensuring culturally safe workplace practices
Establish a standing subcommittee of the GEDI Committee focused on lifting Indigenous Australians’ contributions to our work, addressing discrimination and ensuring culturally safe workplace practices
Chair of GEDI Committee
Subcommittee and meeting every two months
June 2019 (S)
8.9 A need for a Reconciliation Action Plan to drive Burnet’s contribution to reconciliation internally and in the communities in which we operate
Develop a “Reflect” (first stage) Reconciliation Action Plan, via Reconciliation Australia, scoping and developing relationships with Aboriginal and Torres Strait Islander stakeholders, deciding on our vision for reconciliation and understanding our sphere of influence
Chair, GEDI Committee
“Reflect” Reconciliation Action Plan developed in partnership with local Indigenous Australian organisation and submitted to Reconciliation Australia
Success measure achieved 2022 (L)
8.10 Need for internal and external communication regarding Burnet’s commitment to reconciliation, to support for Indigenous Australian staff and students and to culturally safe practices
Develop a communication strategy to ensure staff, students and external stakeholders are aware of the Burnet’s commitment to reconciliation, to support for Indigenous Australian staff and students and to culturally safe practices
Head, Public Affairs and Development
Targeted surveys indicate internal and external stakeholder awareness of Burnet’s commitment to reconciliation, support for Indigenous Australian staff and students and culturally safe practices
Success measure achieved 2022 (L)
86
This application was published by SAGE in July 2017. © Copyright, Equality Challenge Unit, 2015. Reproduced by the Australian Academy of Science under licence from Equality Challenge Unit. Athena SWAN® is the registered trade mark of, and is used by the Australian Academy of Science under licence from, Equality Challenge Unit. Information contained in this publication is for the use of Athena SWAN Charter member institutions only. Use of this publication and its contents for any other purpose, including copying information in whole or in part, is prohibited.