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Leading diversity
The plan for the next 60 minutes
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Diversity – definition and benefits
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Diversity at Westpac
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How we Execute
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Our Focus
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Case Studies
Who likes jelly beans?
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Choose a jelly bean – don’t’ eat it (yet)!
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Think about the colour when you choose it
So…what does your jelly bean say about you?
WHITE OR BLACK:
• Highly structured and organized
• Surrounds are neat
• If given an assignment, wants to know how many pages, exact
requirements
• Always wants to know the rules
• Memorises things well
• Can’t stand sloppy, unorganised people
• Deliberates before making decisions
YELLOW:
• Not usually outspoken
• Always in a state of transition
• Usually smart and innovative, often artistic
• Sometimes confused in making decisions, unsure where they’re
supposed to be
• Hard workers
• Exciting to be with – will try anything
• Spiritual aspects usually important to them
• Look at things with perspective; respect others’ opinions
ORANGE:
• Cheerful and good-natured
• Get along well with almost anyone
• Friendly with a ready smile
• Usually have a quick wit
• Fluent, often eloquent and profound in speech
• Do not like to be left alone
• Enjoy life and inspire others to reach their highest potential
RED AND PINK:
Courageous and their energy seems boundless
Smile lots; ask others why they’re not smiling
Genuinely care; become involved in others’ problems
Make decisions with feelings, act on impulses
On the phone lots, usually listening to others
Sensitive, enthusiastic friends
PURPLE:
Flirty and passionate
Highly creative and highly excitable
Short attention spans – can’t stay put for long at a time
Disorganised, often choosing to close doors rather than deal with
the mess
Procrastinators who thrive on chaos, enjoy the challenges of
different problems
Have a problem dealing with highly structured time
Questioning – when given an assignment, asks why it must be done
a certain way, want to do it differently
Set high standards for themselves and others
GREEN AND BLUE:
We always ask green to stand because they love recognition
These people are seen as leaders, usually in highly visible positions
They are respecters of authority and tradition
They are decisive, directed, and focused
They love black and white jelly bean people to organize their
projects for them
What is diversity?
What does it mean at work?
• People can expect to work in an
inclusive culture where they are
valued for the individual qualities
and perspectives they bring to the
job, leading to a more innovative
and productive business
environment.
What does it mean for leaders?
• Diversity capable leaders draw on
the differences within their team to
capitalise on diversity in style and
approach and help each individual
achieve their potential. They
spend time coaching their people
on how to embrace difference and
why it is important
Dimensions of Difference
thinking
styles
experience
work
habits
ethnic
origins
management
styles
competencies
problemsolving
approaches
generational
insight
physical
abilities
cultural
backgrounds
religion
nationality
sexual
orientation
gender
race
age
Diversity is good for business
Capturing the economic, social and cultural dividends
from valuing diversity in employees, customers and
suppliers can offer a sustainable competitive
advantage
Offers greater
employee
engagement
leading to improved
productivity and
profitability
Better
understanding of
the needs of current
and potential
customers
Delivers sustainable
value for
shareholders
Enhances reputation in
the community as a
trusted organisation
that ‘does the right
thing’
Diversity at Westpac
What we want
to be
‘To be one of the world’s great companies for diversity and flexibility’
What this
means
To have a workforce
profile that delivers
competitive
advantage
To be a truly
inclusive, barrier
free workplace
Where we
focus
Women in Leadership
Accessibility
To leverage the
value of diversity for
all our stakeholders
Indigenous
Employment
To role model and be
recognised as an
innovator in
diversity practice
Age Balance
Cultural Mix
Communication and Change Leadership: relentless communication of key messages and role modelling;
challenging status quo
Flexibility Practices: supporting the application of policies through simplification, job design, flex coaching
and bravery
Culture and Confidence: improving the confidence of our leaders through training, coaching and mentoring
How we do it
Measurement and Reporting: maintaining a rigorous fact base to support decision making
Integration: making diversity part of the way we do business
Market leadership: be a corporate role model, take the leadership position
How we Execute
Board Nominations Committee
Ted Evans (Chair)
Group Diversity Council
Gail Kelly (Chair)
Diversity & Flexibility Team
Business
Divisions
Employee
Action
Groups
HR CoEs
Corporate
Affairs &
Sustainability
Our Diagnostic Process
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Annual Staff Perspective Survey - over 90% response rate; measures
engagement, culture and leadership
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Annual Diversity Survey – 50% response rate for inaugural survey; focused on all
areas of diversity
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Focus Groups – with employees from all areas of the Group to take a deeper dive
into survey results
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Employee Action Groups – designed to provide networking opportunities and
business input
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Ad hoc employee feedback - employees provide feedback on our People Policies
by contacting our HR Help Desk
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Exit interview data and case management data analysis - we regularly analyse
what employees leaving the organisation tell us about their experience at The
Westpac Group.
Flexibility in the Workplace
FROM
TO
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43% of people (36% of men and 48% of
women) engage in flexible working
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Redefine flexibility to include ‘well
being’ and ‘workability’
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The most used forms of flexibility are:
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Help employees identify what’s
important to them and remove any
barriers to workforce participation
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Have role models and celebrate
flexibility in senior roles to improve the
perception of flexibility

Mainstream flexibility and improve
leader capability to support flexibility
– 17% work part-time
– 14% work from home occasionally (used twice
as much by males than females)
– 4% of respondents work from home regularly
– 12% have flexible start and finish times
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While work/home balance is a desired
value for both men and women, it is not
currently achieved by many
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58% of employees have personal or lifestage needs that require flexibility in the
next 1.5-3 years
Our Approach
Big
Hard Wire – policy and process
Soft Wire – cultural change
Enterprise wide interventions to force
behavioural and process change
Group wide programs to demonstrate change
leadership, lift awareness, create opportunity
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Targets – Group Wide
Policies
Recruitment
Group Accessibility Action Plan
Project governance criteria
Focused divisional or team based
targeted interventions
Small
– Team based targets
– Divisional policies
– Quick wins – policy and process
High impact in the short term –
but likely unsustainable
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Women’s development programs
Public support for Equal Pay Day
Research partnerships
Coaching and mentoring
Employee action groups
Divisional or team based changes to ‘systems’
or practices
– Meeting etiquette
– Flexible options for workgroups
– Team based diversity challenge
Low visible impact in the short term –
but creates sustainable culture change
Superannuation on Unpaid Parental Leave
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Australia's first major corporation to pay superannuation on unpaid parental leave
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Pay up to 39 weeks of superannuation - on top of the super contributions we pay
during paid parental leave (13 weeks)
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Industry-leading initiative that helps reverse retirement savings gap experienced
by employees
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The average woman today on retirement has just $45,000 in her super account,
compared with the average male who has $130,000
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Women who take career breaks to have children have approximately 26% less in
their super than women who don't
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Will be worth an additional $72,000 at retirement to employee earning $55,000pa
who has two periods of parental leave from age 28
Women In Leadership
FROM
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63% of our workforce is female
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Strong employment brand for women
and reputation for flexibility
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Market leading policies – but some
inconsistency in application
Strong gender mix in junior and
middle management, weaker at
senior management level – but
making progress
Unique Women’s Markets Business
positioning
TO
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A Clear target of winning more than our
share of the best women graduates each
year
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Workforce better reflects the diversity of
our customers
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Every individual has the opportunity to
reach their full potential
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40% of our senior leaders are women in
2014:
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innovative policies
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clear objectives for gender diversity
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continuing succession planning, mentoring,
networking and career development
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refreshing our leadership programs for
women
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Questions?
Additional Slides
Women in Leadership – other initiatives
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Introducing gender targets into our graduate recruitment program
Reviewing succession plans for gender balance to ensure enough women are being
represented
Enforce guided distribution by gender and work pattern for performance and pay
review
Working with our recruitment providers to ensure we see more quality female
candidates presented on short lists
Ensuring for internal recruitment there are quality female candidates on short lists
and females involved in interview and selection panels
Further reviewing our promotion and selection processes for equality of opportunity
External market mapping and relationship building with key female talent outside our
organisation
Extending/converting mentoring into sponsorship where executives take ownership
of career progression of key talent
Reverse mentoring – where women share their experiences and challenges with
senior leaders
Including diversity and inclusion as a critical leadership competency