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CIMIC Group Limited Annual Report 2016 |
Sustainability Report
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Length of service with the Group in years (% of workforce)
Male
Female
- Less than 1 year
38.7
2.4
- Greater than or equal to 1 year and less than 3 years
18.8
1.9
- Greater than or equal to 3 years and less than 5 years
11.4
1.7
- Greater than or equal to 5 years and less than 10 years
15.7
2.5
- Greater than or equal to 10 years and less than 15 years
4.3
0.4
- Greater than or equal to 15 years
1.9
0.3
In order to improve employee attraction, encourage diversity and retention, the Group continues to implement a Group paid parental
leave scheme to eligible employees of the Group, in Australia. In other countries, paid parental leave is provided in accordance with
current local legislation.
In Australia, the Group paid parental leave scheme comprises paid parental leave to the primary carer of a child or adopted child. The
Group provides an additional return to work incentive to support employees returning following parental leave. The Group provides
partners of primary carers a period of paid leave upon the birth or adoption of a child. The Group’s paid parental leave scheme is an
important retention strategy which recognises the importance of employees managing personal and family commitments with work
obligations.
In 2016, CPB Contractors was ranked 10th in the list of the top 25 Australian companies that are the best in attracting and keeping top
talent, according to LinkedIn data. This list was compiled based on the actions of millions of LinkedIn users and analysed job applications,
engagement and new hire staying power, to determine those companies who can hire better and keep the best. The results were
normalised to ensure that companies were measured against their peers versus the total universe of companies.
To engage our global workforce and deliver consistent messaging and communication CIMIC launched the Group’s first new internal
newsletter – Pulse, in 2016. Bringing news to our employees across more than 430 projects, Pulse is about the sharing of ideas and
information by our people and our companies. The newsletter is an important initiative in creating a unified culture across the Group.
PERFORMANCE MANAGEMENT AND ALIGNING REMUNERATION
We believe that people perform best when they have clearly defined goals and when they are empowered to operate and are held
accountable for delivering. This assists us to foster a culture of high performance.
Each of our Operating Companies has a framework for managing the performance of its people. Skill mapping against role requirements is
used to identify gaps in capability and consistently and equitably assess employee performance. Regular performance reviews for all staff
facilitates the transparent discussion of employee achievement against key performance indicators and expectations.
The Remuneration Report in this Annual Report sets out the Group’s approach to remuneration of senior and other executives. Individual
remuneration is determined with reference to Group policy regarding the mix of fixed and variable remuneration, the performance and
experience of the individual, comparable jobs within the Group and remuneration for comparable jobs amongst peer companies.
In 2013, the Leighton Superannuation Plan and the AMEC Superannuation Fund members were transferred to the defined contribution
category within the same plan. As a result, there are no defined benefit superannuation plans at year end.
FOSTERING A DIVERSE WORKFORCE
Employing a diverse range of people is important to CIMIC Group. It promotes diverse ways of thinking about, and executing on, our
principles and mission.
Our approach to diversity and inclusion aims to identify and embrace the diverse thinking that is reflected by our differences such as our
personality, communication styles, career paths, educational backgrounds, parental status, gender, sexual orientation, age, disability,
ethnicity and religion. We recognise that:
•
diverse and inclusive teams promote innovation, performance and productivity;
•
these advantages are strongest when our workforces reflect the diverse communities in which we work; and
•
these diverse communities provide a valuable source of talent.
The Group’s diversity and inclusion (D&I) strategy has prioritised four strategic objectives to ensure we leverage the diverse contributions
of our people:
•
Gender Equality: promote and improve female participation and achieve gender equality, including pay equity in the workplace;
•
Indigenous Australia: increase Indigenous employment and the use of Indigenous suppliers;
•
National Inclusion: invest in local employees to ensure the future workforce is reflective of the country in which we operate; and
•
Workplace Culture: cultivate an inclusive workplace of fairness and equity which fosters the unique skills and talents of our people.
In 2016, the Group strengthened our governance to support diversity with the launch of a D&I Executive council led by the CEO with
participation of Managing Directors from each Operating Company. The Council regularly review our Group wide workforce reporting to
track progress against our diversity objectives, and together with the Board, continue management’s focus on diversity and inclusion.
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