Respecting and valuing differences
Charter Hall considers diversity in the workplace as respecting and valuing differences based on a wide range of personal characteristics including gender, age and ethnicity, as well as diversity of thought and background.
We believe that people with different experiences, backgrounds and perspectives provide unique view points and innovative solutions from which the business can benefit.
Significant time has been spent establishing the foundations for Diversity and Inclusion. Efforts have focused on re-designing the way in which Charter Hall employees work and moving to a more flexible “New Way of Working” approach Australia-wide. This has been supported by formalised induction initiatives, objective performance calibration, a menu of benefits to encourage flexible working and focused talent development (both internal and external) to support leaders in managing dispersed teams and accelerating female talent.
Building upon these foundations, Charter Hall has focused more recently on taking the drive for gender diversity and inclusion to the next level. Initiatives, as outlined in the recent Property Male Champions of Change Progress Report, have focused on six action areas:
- Own a Leadership Action Plan
- Lead on Gender Reporting
- Grow the Talent Pool
- Build an Inclusive Industry
- Mainstream Flexibility
- Enable Workers to be Carers
While there is still a lot of work to do the actions that we have taken so far include:
Own a Leadership Action Plan
|Encouraging others to act||We include diversity in our investor and results presentations.|
|Hold ourselves accountable for achieving gender quality||We have KPI targets to improve the representation of women in leadership. This focus has resulted in marked improvements in gender diversity year on year. In 2016-17 we achieved balance of 52.5% females across the total workforce and have made improvements in key senior management roles from within and across industries.|
Lead on Gender Reporting
|Implement best practice gender reporting||Online, real-time diversity reporting for managers has been introduced via Workday.|
|Lead by example||We publish our gender targets annually.|
|Advance pay equity||We have conducted a pay equity review in the last 12 months and identified key approaches to measuring and addressing any identified pay gaps.|
Grow the Talent Pool
|Ask 50:50, if not, why not? for every recruitment and promotion process||We set gender targets for leadership levels and have committed to a 50:50 gender-balanced shortlist and hiring panels for all leadership positions. In 2016-17, 51.2% of employees who were awarded promotions were women.|
|Sponsor women to succeed||We support initiatives such as Women in Property Mentoring, 100 Women in Property and our very own Conversation Series for female talent. Collaborative partnerships have also been developed with Western Sydney University and the University of Technology Sydney via the CH Scholarship Program to grow our talent pool from an entry level.|
|Leverage existing female talent in our organisations||We have programs in place to build our internal talent pipeline and sponsor the transition of female talent into revenue-facing or client-facing roles.|
Build an Inclusive Industry
|Deepen understanding of exclusionary cultures||We have undertaken focus groups to understand the experience of both women and men in our organisation and enhanced awareness of the impact of exclusion and how to counteract it with unconscious bias training.|
|Step up on the Panel Pledge||We have committed to a Panel Pledge whereby we will not participate in an industry or broader market panel unless there is a woman involved in that panel, either as a moderator or speaker. This Pledge has also been embedded in our sponsorship agreements.|
|Enhance flexible work offerings||Flexible working is available to 100% of our people, irrespective of business unit, role and location. This is supported by a formal flexible work policy.|
|Role model flexible working||We champion flexibility and actively promote flexible work options. Flexible working guidelines have been introduced to support this.|
Enable Workers to be Carers
|Lead with expansive parental and carers leave policies||We have extended paid leave for primary carers to 16 weeks and secondary carers to 2 weeks. We also contribute to superannuation for the unpaid portion of primary carer’s parental leave and ensure that Long Service Leave is accrued during unpaid parental leave.|
|Build environments where parents and carers can thrive||94.7% of our people who went on carers’ parental leave returned to work in 2016-17. We also had 10 people take secondary carer’s leave.|
Diversity and inclusion is everyone’s responsibility. Charter Hall is committed to promoting gender equality and we are determined to make further progress on the action areas outlined above to achieve a significant and sustainable increase in the representation of women in leadership.
More broadly, we have also adopted a Diversity and Inclusion Policy which is included in the Corporate Governance section of the Charter Hall website. This Policy contains the overriding objectives to promote a culture that values diversity, inclusion and flexibility and is based around strategic pillars: flexible working, inclusive culture, gender balance and external profile.