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CIMIC Group Limited Annual Report 2016 |
Sustainability Report
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Age distribution of the Group’s workforce (%) – staff only
Male
Female
<30
30.3
2.5
30-40
31.8
3.3
41-50
19.4
2.1
51-60
7.4
1.2
>60
1.8
0.2
As well, we need to continually recruit younger talent that will facilitate succession planning and support our ability to build capable
leadership for the future.
ENSURING GENDER EQUITY
CIMIC Group has an ongoing commitment to ensure gender equality in the workplace. In 2016, the Group utilised the new job level
framework together with key criteria for the bonus and total fixed remuneration review process to ensure pay equity and commenced
the third formal pay equity review following changes to our operating model. The 2016 pay equity review is due to be completed in early
2017. As CIMIC operates in a male dominated industry we have been conscious to ensure that our findings are based on rigorous and
defensible analysis. With this in mind we have been working with an independent third party to provide guidance and oversight to the
analysis. As part of the final recommendations we will develop targeted initiatives linked to the findings. In addition, we will continue to
place particular focus on ensuring equity in decision making for remuneration increases and bonus payments for males and females in the
upcoming remuneration and bonus review.
The promotion and increase of female participation continues to be a key priority for the Group. The Group’s new Graduate Program
featured an above-industry female participation rate of 30 percent for the 2016 cohort. Internal networking events were hosted including
national diversity roundtable discussions to generate dialogue about how to attract and retain operational women in our business.
To support the elimination of discrimination on the basis of gender, and remove any barriers to equal participation of female employees,
the Group developed new Equal Employment Opportunity, Discrimination, Bullying and Harassment training, supported by a video from
the CEO, and refreshed the Group Code of Conduct e-learning module for all employees. In 2017, we will focus on addressing unconscious
bias.
LABOUR STANDARDS, FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING
The Group does not tolerate harassment, discrimination, bullying, vilification, occupational violence or victimisation on any grounds,
whether by race, gender, sexual preference, marital status, age, religion, colour, national extraction, social origin, political opinion,
disability, family or carer’s responsibilities, or pregnancy, as reflected in Group policies including the Group Anti Bullying, Harassment and
Discrimination Policy and supported by the recent implementation of face-to-face Group Equal Employment Opportunity, Discrimination,
Bullying and Harassment training.
We recognise the right of our employees to freely associate and collectively bargain. We aim to fairly, consultatively and constructively
engage with workers, union representatives and regulators. Some 40.7% of the Group’s employees in Australia are covered by collective
bargaining agreements, 26.2% at CPB Contractors, 67.1% at Thiess and 19.5% at Sedgman.
The Group is not aware of any instances where its operations, or those of its suppliers, have seen workers’ rights to exercise freedom of
association or collective bargaining violated or at significant risk.
The Group rejects all forms of forced labour. No employee may be obliged to work by the direct or indirect use of force and/or
intimidation. Only people who voluntarily make themselves available for work may be employed. The Group does not tolerate child
labour or any form of exploitation of children or young people and will comply with the International Labour Organisation (ILO) with
respect to under-age workers.
The Group’s Dealing with Third Parties Procedure requires specific due diligence to be undertaken regarding, amongst other things,
slavery, forced or child labour. Third parties are required to sign a declaration asking if “slavery, forced or child labour been used
anywhere by the Third Party or, to the best of the Third Party’s knowledge, by any direct suppliers to the Third Party?”
OUTLOOK AND FUTURE PLANS
We place considerable emphasis on leadership, responsibility and accountability, and are committed to developing the individual skills
and career paths of our employees. In 2017, we plan to:
•
undertake Group-wide employee engagement surveys;
•
roll out ‘One’ leadership program commencing with frontline leadership training and support;
•
increase intake of the 2017 Graduate Program cohort to 140;
•
implement an online learning laboratory for all employees; and
•
focus on addressing unconscious bias.
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