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In our companies we see progress from building an understanding of gender diversity and taking the actions described in Phase 1. However, for most of us, these alone do not meet our aspirations. The next transition occurs when we move from an interest in elevating women in leadership, to an understanding that we must actively drive change in the same way that we do for any transformational business imperative.

The Male Champions of Change (MCC) is a collaborative initiative of corporate and institutional leaders convened by Elizabeth Broderick, Sex Discrimination Commissioner, Australian Human Rights Commission. We are committed to discussing and promoting strategies and actions that elevate women’s representation in leadership.

By 2008, CBA had begun to place increasing emphasis on elevating the representation of women in leadership. Although women were approximately 60 percent of CBA’s workforce, they represented just 23 percent of executive manager and more senior roles. CBA believed that an increase in women leaders would benefit the business.

In 2004, Woolworths began to place increasing focus on gender diversity. The business was in a growth phase and the need for the next generation of talented leaders was obvious. At that time, although women were 55 percent of Woolworths’ workforce, they represented only 16 percent of the top team. The opportunity for and benefits of having more women in leadership were clear.

For most Australian companies, the transition from Phase 1—Getting in the game, to Phase 2—Getting serious, will be most relevant. However, a number of our companies have been in Phase 2 for some time. Some of us see a path to continued improvement, with a payoff that will go further than just gender balance. Woolworths and CBA’s experiences, starting on page 30, show how individual companies have navigated Phases 1 and 2, and how they are beginning to think about the next phase of their journey.

Key findings of ADF Review To support and drive the cultural reform envisaged by the ADF Review, strong, clear and consistent leadership is essential. This commitment must be widely communicated and reinforced at all levels of the organisation through policies, practices, rewards and sanctions. Progress must be monitored at the most senior levels regularly and transparently. Every member of the ...

I'm a mother who has been out of the paid workforce for two years and will probably be for the next 4 years, until my children are ready for pre-school. My return to work will probably be on a part-time basis and I will probably have to re-start my career after so many years out so I don't expect that I will earn very much. I never thought this would be the case - I studied for many years, earned a higher degree, worked overseas and then started my family...I can't see how, after this time out of the workforce, my earnings will ever come close to my partner's.

The consultation invited comments on the potential benefit of federal laws protecting people from discrimination and harassment. Overwhelmingly, participants argued that introducing such protections would result in significant benefits for the Australian community as a whole. A small number of participants argued that there would be no benefit from these protections.