Diversity governance and reporting

A summary of statistics showing our progress on gender equality.

RMIT Gender Equality Workforce Report 2021 

Workforce analysis demonstrating our continued progress on gender equality.

Gender Equality at RMIT – at a glance

Our commitments to gender equality and inclusion are assessed externally.  

Key highlights our people 2015- 2021

  • 84%  of staff agree, my immediate supervisor/manager  genuinely supports equality between genders 

  • 45%  of our leaders are women, up from 33.9% in 2015 

  • +10%  in people reporting that they have the flexibility  they need to support their work and life responsibilities 

  • 10.0% - 6.2%  Closing the Pay Gap Total Rem at RMIT   

  • 60% Managerial promotions go to women 

  • +2,196+ People have engaged in diversity and inclusion events  since 2015  

2,225+ people have participated in diversity and inclusion  professional development since 2015.

 

Gender Composition  

 

  • RMIT experienced an overall decrease in headcount across all employment types due to the impacts of COVID. The number of RMIT staff decreased from 8,691 2020 to 7,696 in March 2021.  Based on our staff composition 55.9% of managers and 54.7% of non-managers are women (RMIT WGEA Compliance Report).  

  • In RMIT’s annual compliance reporting we have seen a significant improvement in the representation of female Managers (as categorised by WGEA) since the launch of the GEAP 2016-2021. 

Representation within senor leadership  

  • Significant gains have been made in progressing toward gender parity in leadership roles since 2015. Even during staff mobility and reduction in overall headcount due to COVID-19, RMIT has continued toward increasing representation of women 

  • In the next plan, a new approach will likely be proposed to focus on maintaining gender balance within areas that have reached 40% representation and turn attention to the colleges and specific areas with underrepresentation of women in leadership including an intersectional lens to ensure diversity of representation. 

Promotions, appointments and resignations   

 

Key findings, RMIT-wide:  

  • Internal promotions for women managers have improved significantly since 2017, though there has been a jump in women manager’s exits the past year.  

  • Further review on exit data, and potential follow up exit interviews will be co-ordinated as part of the gender equality review. The main reasons given for leaving are; challenge/job growth, current role description, career opportunities and advancement.

Flexibility

 

Key findings:

  • Since 2016, the increased offers of flexible working options have positively impacted staff engagement. In the latest staff survey run at the end of 2020, 80% of staff reported that they had the flexibility they needed to manage work and life responsibilities. 

  • In 2020, we saw a significant reduction in the gendered gap of formal flexibility as more men reduced their time fraction or purchased leave. Our staff survey showed 81% of women and 78% of men had the flexibility they needed. 

  • In 2021, we have seen a small reduction in formal flexibility arrangement for everyone, especially women, as remote working has enabled more informal forms of flexible working. This is expected to continue in the future as well.

Parental leave

Key findings:

  • Of those taking primary carer’s leave, 92.8% were women, down from 98.7% in 2017-2018, showing men are taking more long-term leave but these numbers have been plateauing since 2018.  

  • The rate of return from primary carer’s leave was 93.3% in 2020-2021, showing a steady rate from 2017-2018.

  • Of those taking secondary carer’s leave, 3.3% were women. 

 Pay Gap Analysis 

  • The pay gap analysis compares the average pay of women compared to the average wage of men RMIT-wide. 

  • While the gaps for both base salary and total remuneration have not reduced in 2020, RMIT has not lost ground with the significant changes that occurred in 2020. 

  • There is a smaller difference between base salary gap and total remuneration gap which suggests reduced impacts of additional payments, i.e., bonuses. 

  • At an RMIT level, we saw a significant improvement in gaps at the start of RMIT’s GEAP, but these have remained steady since 2018.

STEMM Non-STEMM  

  • STEMM Pay Gap is monitored in the VCE and NRPC Metrics report – currently 9% down from 9.3%. This is primarily due to a ‘structural pay-gap’ which is directly related to the participation of  women at senior levels in academia, and participation of women overall in STEMM disciplines.  

  • Further analysis and monitoring will continue in the second half of the year as part of the Athena SWAN Action Plan. Primary contributors and response  
     

Gender gaps in Senior Roles 

  • A significant contributor to our gender pay gap is the representation of women at senior levels and pipeline and representation of women in traditionally underrepresented disciplines such as STEMM.  

  • As we continue toward our goal of parity of senior gender representation in leadership and our Athena SWAN Action Plan in STEMM, the pay-gap will continue to reduce as well. 

  • Continued focus through targeted recruitment activity will also support this Pipeline and non-leadership roles. 

Gender Pay Gap Dashboards, institutionally at executive level  

  • Increased visibility to support decision making, in remuneration management and workforce profile will be further enhanced in Workday.  
  • Business analytics is a key intervention supports inclusive decision making at the point of hire, promotion and supporting additional retention strategies.          

Governance

Our progress towards our commitments in our Diversity and Inclusion Framework and various Action Plans is overseen by the RMIT Diversity and Inclusion Advisory Committee, chaired by Professor Calum Drummond, Deputy Vice-Chancellor Research and Innovation, and a member of the Vice-Chancellor’s Executive (VCE).

Actions are driven by the Diversity and Inclusion team in the People group, Operations portfolio, led by Amy Love, Diversity and Inclusion Manager, and the Equity and Inclusion team in Students group, Education portfolio, under the leadership of Lara Rafferty, Associate Director Equity and Inclusion.

Work towards the goals of the RMIT Athena SWAN Action Plan is driven by Professor Kay Latham, Dean, STEMM Diversity and Inclusion.

Each of the priority group Action Plans has a working group comprising staff and students where appropriate to oversee implementation of the Plan. Progress against the Action Plans is reported to the VCE and Council via the Diversity and Inclusion Advisory Committee in annual report:

In addition, issues of student and staff diversity and inclusion are included in the RMIT Statistics at a Glance, the RMIT Annual Report, and the RMIT Sustainability annual report

aboriginal flag
torres strait flag

Acknowledgement of country

RMIT University acknowledges the people of the Woi wurrung and Boon wurrung language groups of the eastern Kulin Nation on whose unceded lands we conduct the business of the University. RMIT University respectfully acknowledges their Ancestors and Elders, past and present. RMIT also acknowledges the Traditional Custodians and their Ancestors of the lands and waters across Australia where we conduct our business. - Artwork created by Louisa Bloomer

aboriginal flag
torres strait flag

Acknowledgement of country

RMIT University acknowledges the people of the Woi wurrung and Boon wurrung language groups of the eastern Kulin Nation on whose unceded lands we conduct the business of the University. RMIT University respectfully acknowledges their Ancestors and Elders, past and present. RMIT also acknowledges the Traditional Custodians and their Ancestors of the lands and waters across Australia where we conduct our business.