Australian Government Workplace Gender Equality Agency
2022 - 23 Gender Equality Reporting
Date created: 31 May 2023
Submited by: Newcastle Greater Mutual Group Ltd 96087651992
2022 - 23 WGEA Gender Equality Reporting
Workplace Overview
Policies and Strategies
1. Do you have a formal policy and/or formal strategy in place that specifically supports gender equality in the following areas?
Recruitment: Yes
Policy; Strategy
Retention: Yes
Policy;Strategy
Performance management processes: Yes
Policy; Strategy
Promotions: Yes.
Policy; Strategy
Talent identification/identification of high potentials: YesStrategy
Succession planning: Yes
Strategy
Training and development: Yes
Policy; Strategy
Key performance indicators for managers relating to gender equality: No Other
Other: Will be reviewed and determined as part of a broader DEI strategy review for NGM Group following recent merger of NPBS and Greater Bank.
2. Do you have a formal policy and/or formal strategy in place that supports gender equality overall?
Yes Policy; Strategy
4. If your organisation would like to provide additional information relating to your gender equality policies and strategies, please do so below.
Newcastle Greater Mutual Group has recently formed with the merger of Newcastle Permanent and Greater Bank, with gender equity considered in merger activity and the people strategy currently under development.
Governing Bodies
Organisation: Newcastle Greater Mutual Group Ltd
1.Name of the governing body: Newcastle Greater Mutual Group Board
2.Type of the governing body: Board of Directors
Number of governing body chair and member by gender:
| Female (F) | Male (M) | Non-Binary | |
| Chair | 0 | 1 | 0 |
| Member | 5 | 2 | 0 |
4.Formal section policy and/or strategy: Yes
Selected value: Policy
6. Target set to increase the representation of women: No
Selected value:Other
Other value: Gender representation has been a focus.
7. Do you have a formal policy and/or formal strategy in place to support gender equality in the composition of this organisation's governing body?
Yes
Selected value: Policy
2. If your organisation would like to provide additional information relating to your gender equality policies and strategies, please do so below.
Action on gender equality
Gender Pay Gaps
1. Do you have a formal policy and/or formal strategy on remuneration generally?
Yes
Policy; Strategy
1.1 Are specific pay equality objectives included in your formal policy and/or formal strategy?
Yes. To ensure no gender bias occurs at any point in the remuneration review process (for example at commencement, at annual salary reviews, out-of-cycle pay reviews, and performance reviews); To implement and/or maintain a transparent and rigorous performance assessment process
2. What was the snapshot date used for your Workplace Profile?
2023-03-31
4. If your organisation would like to provide additional information relating to gender pay gaps in your workplace, please do so below.
Gender pay gap analysis is a consideration in merger preparation and throughout remuneration review processes.
Employer action on pay equality
1. Have you analysed your payroll to determine if there are any remuneration gaps between women and men (e.g. conducted a gender pay gap analysis)?
Yes
1.1 When was the most recent gender remuneration gap analysis undertaken?
Other
Other: Consideration through merger preparation activity and action taken as required.
1.2 Did you take any actions as a result of your gender remuneration gap analysis?
No Other
Other: Consideration through merger preparation activity and action taken as required.
1.3 What type of gender remuneration gap analysis has been undertaken?
3. If your organisation would like to provide additional information relating to employer action on pay equity in your workplace, please do so below.
Employee Consultation
1. Have you consulted with employees on issues concerning gender equality in your workplace during the reporting period?
NoNot a priority
2. Do you have a formal policy and/or formal strategy in place on consulting employees about gender equality?
No Other
Other: Consultation undertaken as required through the employee consultative committee.
3. On what date did your organisation share your last year’s public reports with employees and shareholders?
Employees:
Shareholder:
4. Have you shared previous Executive Summary and IndustryBenchmark reports with the governing body?
Yes
5. If your organisation would like to provide additional information relating to employee consultation on gender equality in your workplace, please do so below.
Flexible Work
Flexible Working
1. Do you have a formal policy and/or formal strategy on flexible working arrangements?
Yes
Policy; Strategy
1.1. Please indicate which of the following are included in your flexible working arrangements strategy or policy:
A business case for flexibility has been established and endorsed at the leadership level
Yes
The organisation's approach to flexibility is integrated into client
conversations
No
Other
Other: N/A
Employees are surveyed on whether they have sufficient flexibility
Yes
Employee training is provided throughout the organisation
Yes
The impact of flexibility is evaluated (e.g. reduced absenteeism, increased employee engagement)
No
Not aware of the need
Flexible working is promoted throughout the organisation
Yes
Targets have been set for engagement in flexible work
No
Not aware of the need
Metrics on the use of, and/or the impact of, flexibility measures are reported to the governing body
No
Not a priority
Metrics on the use of, and/or the impact of, flexibility measures are reported to key management personnel
Yes
Leaders are held accountable for improving workplace flexibility
Yes
Leaders are visible role models of flexible working
Yes
Manager training on flexible working is provided throughout the organisation
Yes
Targets have been set for men's engagement in flexible work
No
Not aware of the need
Team-based training is provided throughout the organisation
Yes
Other: No
2. Do you offer any of the following flexible working options to MANAGERS in your workplace?
Carer's leave: Yes
SAME options for women and menFormal options are available; Informal options are available
Compressed working weeks: Yes
SAME options for women and menFormal options are available; Informal options are available
Flexible hours of work: Yes
SAME options for women and menFormal options are available; Informal options are available
Job sharing: Yes
SAME options for women and men
Formal options are available
Part-time work: Yes
SAME options for women and menFormal options are available
Purchased leave: Yes
SAME options for women and menFormal options are available
Remote working/working from home: Yes
SAME options for women and men
Time-in-lieu: Yes
SAME options for women and men
Formal options are available; Informal options are available
Unpaid leave: Yes
SAME options for women and menFormal options are available
3. Are your flexible working arrangement options for NON-MANAGERS the same as the options for managers above?
Yes
5. Did you see an increase, overall, in the approval of FORMAL flexible working arrangements for your workforce between the 2021-22 and the 2022-23 reporting periods?
No
7. If your organisation would like to provide additional information relating to flexible working and gender equality in your workplace, please do so below.
Workforce Management Statistics Table
Industry: Finance
|
Question |
Contract Type |
Employment Type |
Manager Category |
Female |
Male |
Total* |
|
1. How many employees were promoted? |
Full-time |
Permanent |
CEO, KMPs, and HOBs |
3 |
0 |
3 |
|
Managers |
22 |
18 |
40 |
|||
|
Non-managers |
81 |
45 |
126 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
1 |
0 |
1 |
|||
|
Non-managers |
3 |
4 |
7 |
|||
|
Part-time |
Permanent |
CEO, KMPs, and HOBs |
1 |
0 |
1 |
|
|
Managers |
2 |
0 |
2 |
|||
|
Non-managers |
29 |
3 |
32 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
0 |
0 |
0 |
|||
|
N/A |
Casual |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
2 |
1 |
3 |
|||
|
2. How many employees (including partners with an employment contract) were internally appointed? |
Full-time |
Permanent |
CEO, KMPs, and HOBs |
4 |
2 |
6 |
|
Managers |
26 |
9 |
35 |
|||
|
Non-managers |
118 |
50 |
168 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
0 |
4 |
4 |
|||
|
Non-managers |
7 |
8 |
15 |
|||
|
Part-time |
Permanent |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
|
Managers |
2 |
0 |
2 |
|||
|
Non-managers |
41 |
2 |
43 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
1 |
0 |
1 |
|||
|
N/A |
Casual |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
0 |
0 |
0 |
|||
|
3. How many employees (including partners with an employment contract) were externally appointed? |
Full-time |
Permanent |
CEO, KMPs, and HOBs |
1 |
2 |
3 |
|
Managers |
9 |
15 |
24 |
|||
|
Non-managers |
127 |
59 |
186 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
2 |
4 |
6 |
|||
|
Non-managers |
22 |
21 |
43 |
|||
|
Part-time |
Permanent |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
67 |
7 |
74 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
1 |
0 |
1 |
||
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
13 |
2 |
15 |
|||
|
N/A |
Casual |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
16 |
7 |
23 |
|
4. How many employees (including partners with an employment contract) voluntarily resigned? |
Full-time |
Permanent |
CEO, KMPs, and HOBs |
4 |
1 |
5 |
|
Managers |
22 |
15 |
37 |
|||
|
Non-managers |
88 |
49 |
137 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
4 |
4 |
8 |
|||
|
Non-managers |
21 |
24 |
45 |
|||
|
Part-time |
Permanent |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
|
Managers |
2 |
0 |
2 |
|||
|
Non-managers |
94 |
10 |
104 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
1 |
0 |
1 |
|||
|
Non-managers |
7 |
2 |
9 |
|||
|
N/A |
Casual |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
12 |
9 |
21 |
|||
|
5. How many employees have taken primary carer's parental leave (paid and/or unpaid)? |
Full-time |
Permanent |
CEO, KMPs, and HOBs |
1 |
0 |
1 |
|
Managers |
4 |
0 |
4 |
|||
|
Non-managers |
50 |
8 |
58 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
0 |
0 |
0 |
|||
|
Part-time |
Permanent |
CEO, KMPs, and HOBs |
1 |
0 |
1 |
|
|
Managers |
5 |
0 |
5 |
|||
|
Non-managers |
48 |
0 |
48 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
0 |
0 |
0 |
|||
|
N/A |
Casual |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
0 |
0 |
0 |
|||
|
6. How many employees have taken secondary carer's parental leave (paid and/or unpaid)? |
Full-time |
Permanent |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
Managers |
0 |
4 |
4 |
|||
|
Non-managers |
0 |
5 |
5 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
0 |
0 |
0 |
|||
|
Part-time |
Permanent |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
0 |
0 |
0 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
0 |
0 |
0 |
|||
|
N/A |
Casual |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
0 |
0 |
0 |
|
7. How many employees ceased employment before returning to work from parental leave, regardless of when the leave commenced? |
Full-time |
Permanent |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
1 |
0 |
1 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
0 |
0 |
0 |
|||
|
Part-time |
Permanent |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
|
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
4 |
0 |
4 |
|||
|
Fixed-Term Contract |
CEO, KMPs, and HOBs |
0 |
0 |
0 |
||
|
Managers |
0 |
0 |
0 |
|||
|
Non-managers |
0 |
0 |
0 |
* Total employees includes Non-binary
Workforce Profile Table
Industry: Finance
|
|
No. of employees |
Number of apprentices and graduates (combined) |
Total employees** |
|||
|
Occupational category* |
Employment status |
F |
M |
F |
M |
|
|
Managers |
Full-time permanent |
158 |
151 |
0 |
0 |
309 |
|
Full-time contract |
3 |
3 |
0 |
0 |
6 |
|
|
Part-time permanent |
19 |
1 |
0 |
0 |
20 |
|
|
Part-time contract |
1 |
0 |
0 |
0 |
1 |
|
|
Professionals |
Full-time permanent |
209 |
216 |
0 |
2 |
427 |
|
Full-time contract |
20 |
36 |
3 |
1 |
60 |
|
|
Part-time permanent |
71 |
4 |
0 |
1 |
76 |
|
|
Part-time contract |
11 |
0 |
0 |
1 |
12 |
|
|
Casual |
4 |
2 |
0 |
0 |
6 |
|
|
Clerical And Administrative Workers |
Full-time permanent |
112 |
27 |
0 |
0 |
139 |
|
Full-time contract |
4 |
4 |
0 |
0 |
8 |
|
|
Part-time permanent |
108 |
1 |
0 |
0 |
109 |
|
|
Part-time contract |
2 |
1 |
0 |
0 |
3 |
|
|
Casual |
4 |
2 |
0 |
0 |
6 |
|
|
Sales Workers |
Full-time permanent |
284 |
85 |
0 |
0 |
369 |
|
Full-time contract |
2 |
0 |
0 |
0 |
2 |
|
|
Part-time permanent |
258 |
8 |
0 |
0 |
266 |
|
|
Part-time contract |
2 |
0 |
0 |
0 |
2 |
|
|
Casual |
5 |
0 |
0 |
0 |
5 |
|
|
|
No. of employees |
|||
|
Manager category |
Employment status |
F |
M |
Total* |
|
CEO |
Full-time permanent |
1 |
0 |
1 |
|
KMP |
Full-time permanent |
2 |
9 |
11 |
|
GM |
Full-time permanent |
14 |
32 |
46 |
|
Full-time contract |
0 |
1 |
1 |
|
|
SM |
Full-time permanent |
20 |
26 |
46 |
|
Full-time contract |
1 |
0 |
1 |
|
|
Part-time permanent |
5 |
0 |
5 |
|
|
Part-time contract |
1 |
0 |
1 |
|
|
OM |
Full-time permanent |
121 |
84 |
205 |
|
Full-time contract |
2 |
2 |
4 |
|
|
Part-time permanent |
14 |
1 |
15 |
|
* Categorised using ANZSCO major group codes (this means Professionals who are also Managers are categorised as Professionals)
** Total employees includes Non-binary