Wesfarmers' Gender Diversity and Indigenous Engagement Policies

Wesfarmers has demonstrated a commitment to diversity through various initiatives aimed at improving gender representation and Indigenous participation. With policies encouraging female board membership and the inclusion of Indigenous individuals, the company aligns with global corporate social responsibility standards. The analysis includes examining their progress in achieving these goals, supported by references from annual sustainability reports and scholarly articles on corporate governance and diversity. Additionally, the assignment considers broader implications for business ethics and organizational performance.

Running head: DIVERSITY POLICY
Diversity Policy
Name of the Student
Name of the University
Author note

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Table of Contents
Background to Organization - Wesfarmers.....................................................................................2
Diversity at Wesfarmers..................................................................................................................2
Gender Diversity..............................................................................................................................4
The Gender Balance at Wesfarmers................................................................................................4
Indigenous Engagement at Wesfarmers..........................................................................................8
Wesfarmer’s Way............................................................................................................................9
References and Bibliography.........................................................................................................13
Appendix........................................................................................................................................15

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Background to Organization - Wesfarmers
The company was initiated in 1914 as a cooperative of Western Australian farmers’
cooperative. From there the company has become into being one of Australia’s major listed
businesses. It has its head office in Western Australia and their varied business covers operations
that include hotels, supermarkets, liquor, department stores, convenience stores, home
improvement, office suppliers and a separate industrial division with businesses extended into
energy, chemicals, fertilizers, coal, and industrial and safety products. In the Australian private
sector, Wesfarmers is one of the largest employers, having around 220,000 employees and a
shareholder base of around 530,000. The key objective of the organization is providing
satisfactory returns to their shareholders. Wesfarmers believes that it is extremely important to
satisfy the wants of their customers with the help of goods provisions and services, both on a
professional and competitive basis. Offering the employees with a safe and satisfying work
environment, providing them with opportunities for development and rewarding their good
performance would also help. Wesfarmers looks to contributing to the development and
wellbeing of the countries where they operate by means of carrying out their existing operations
in an effective way and looking out for opportunities for expansion. Wesfarmers always attempts
in ensuring they are properly replying to the mindsets and opportunities of the groups where they
operate. The business is always engaging a strong importance on the defense of environment and
proceeding with honesty and integrity in transactions both inside and outside the organization
(Wesfarmers.com.au 2017).
Diversity at Wesfarmers
Wesfarmers has always considered building a varied and inclusive staff, thinking it as an
opening for driving strong and maintainable shareholder returns. The clienteles and stakeholders

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of Wesfarmers are all progressively diverse and for gaining the best understanding into what they
require and the ways of meeting them, inclusive and diverse teams are necessary. A diversity
background and perspective even reinforce the innovation and creativity in teams. Additionally,
creation of an environment that holds, entices and encourages aptitude with a broad variety of
experiences and strengths makes sure Wesfarmers is always best prepared for future
development. Their commitment in the direction of diversity all across their operations is
extended to all and every perspective. Special focus is bestowed upon the achievement of a
equilibrium of male and female in senior administration job roles across the organization and
carrying on boosting service of Indigenous people. Wesfarmers have a separately established and
applied Diversity Policy that has aimed at fostering diversity at every level inside the Group.
Some of their businesses have extended beyond the needs that have been set off by their Gender
Diversity policies, for making sure they have strategies that are appropriate for the office. As an
instance, Coles has presented their Gender Affirmation and Transition strategies for making sure
there is a helpful workplace environment for their transgender and gender diverse team members.
At Wesfarmers, there is support for the rights of each one of their employees and their customers
for living and working fee of discrimination and prejudice (Wesfarmers.com.au 2017).
Wesfarmers has recognized that diversity can bring a lot of value to the organization, which
would be including:
 Offering of better alignment for the customer needs
 Bettering of innovation and creativity
 Expanding the assistances and experience of the pool from where Wesfarmers have the
option of drawing and attracting top talent for their businesses
 Modelling responsible corporate citizenship

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Gender Diversity
WIS stimulated its consideration on improving female depiction in all cases and
particularly, in senior leadership situations in the midst of the year. Beginning with 'listen and
learn' workshops drove transversely finished Australia and New Zealand, the consequences
instructed the use of new versatile office and parental leave approaches that were impelled in
October 2016. Two significant measure Women in Leadership networking events were also
driven with both men and women members across finished WIS in 2016 to construct detectable
quality of gender alter problems, including a senior leaders panel and guest speakers from
Wesfarmers. For supplementing these actions, an equity pay study was endeavoured like a
settling of the staffing and selection sharpens that now consolidate a gender stable staffing panel
and improved change of gender depiction in shortlisting and interview pools. Additionally, a
Gender Diversity Steering Committee was set up to coordinate and exhort exercises with
associates from over the department, addressing an extent of characters and status. These
undertakings passed on a remarkable addition in female depiction in senior characters finished
from both external contract and internal headways (Wesfarmers.com.au 2017).
The Gender Balance at Wesfarmers
While Wesfarmers' staff is included 54 per cent women and 46 per cent men, a key open
entryway for the Group endures is to grow the proportion of leadership situations seized by
women. Women hold 47 per cent of salaried roles and 56 per cent of enterprise bargaining
agreement (EBA) roles. The Wesfarmers Diversity Policy graphs four centre targets that are
utilised to gage performance around there. The goals are assessed each year by the Board, and
furthermore Wesfarmers' development in finishing these purposes. Particular propel goals are

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associated with senior executive main performance purposes underneath the incentive plan.
Provided the variety of the Wesfarmers portfolio, each department has advanced its own gender
balance plan as per the Group goals (Wesfarmers.com.au 2017).
The four purposes and signs of advancement finished for all parts at manager level or more are
laid out underneath.
Support an inclusive culture: This target tries to utilize each individual's exclusive
capacities, foundation, and viewpoints. In 2017, the Wesfarmers leadership model was
reorganized to safeguard that their leaders hope to "draw out the best in an alternate extent of
people" and "lead cooperatively transversely finished grouped networks and teams".
Comprehension of the differing qualities and viewpoints that individuals pass on to their
departments prompts teams that are more attracted and developed execution. In 2017
Wesfarmers and their departments place assets into different town hall meetings over the Group
by driving gender specialists to manufacture care about using the budgetary focal points of
gender balance. Furthermore, forums have been coordinated for best work on distribution over
the Group and a couple of their departments drove listen and learn meetings with women leaders
and team members.
Their departments endure to familiarize and entrench performances with advanced
admission to childcare, well administer team members on parental leave, and upgrade take-up of
versatile work blueprints. Some of their situations – from those in the managerial teams to those
in their stores – are occupied by team members who work to offer or work adaptably. Of each
and every constant role at 30 June 2017, 60 per cent are held by delegates attracted on a part-
time preface (2016: 62 per cent). Part-time and agreeable roles speak to around 73 per cent of

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their total workforce (2016: 72 per cent). They perceive the essentialness of extending elasticity
at senior levels for the two women. Of all specialists at a manager level or more than, 90 per cent
of delegates anticipated that would reappearance from parental leave in the midst of the year
completed 30 June 2017 resumed on either a full-time or part-time commence (2016: 85 per
cent).
Upgrade talent management: This target hopes to implant gender diversity exercises
into their comprehensive talent management shapes to back the change of all aptitude. Working
up the leadership limits of their male and female talent with the objective that they can have
more gender balanced teams at every stage of status and over each practical zone, is a
requirement for Wesfarmers. Over a year to 30 June 2017, the general number of females in
manager or above characters extended from 30 percent to 32 percent. This development was
imitated transversely finished distinctive levels of management, counting general manager and
manager levels, with simply the senior manager level facing a minor abatement in the depiction
of female managers. 26.5 percent of each and every assigned successor to leadership situations
across finished Wesfarmers and its departments are female. Female delegates addressed 33 per
cent of each and every internal progression at manager level or above, deteriorating to some
degree from 35 per cent in the midst of the prior year.
The Group Managing Director encounters double consistently with every department for
discussing sequence plans and the pipelines of high-talent leaders and habits to deal with
safeguard departments are positively enticing, holding, and propelling present and future women
leaders. Women remain containing 28 percent of the departmental leadership team succession
pipeline population (parts that report particularly to a divisional Managing Director).

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Upgrade recruitment sharpens: This particular object is a promise of employing the
superlative individual for the action that necessitates thought of an extensive and different talent
pool. Wesfarmers hopes to take favourable position of 100 per cent of the open talent pool for
any assumed role or limit. A couple of their departments have set up composed hiring methods to
guarantee diversity in choosing. Such as, through the "hiring for leadership" procedure,
Officeworks alleviates the threat of inclination by counting a composed hiring panel. In the 2017
fiscal year, 49 percent of all outwardly chosen roles were occupied by females (2016: 48 per
cent). Of all outwardly enrolled positions, 47 per cent of all general manager new contracts
(2016: 30 percent), 37 percent of senior manager new contracts (2016: 36 percent) and 37
percent of roles at manager or above levels (2016: 39 percent) were occupied by women.
Assurance of pay equity: This target intends to guarantee square with pay for parallel
work over their staff. Since 2010, a gender pay equity Group review has been driven each year,
with occurs investigated by the Board and divisional Managing Directors. Meanwhile the
association has forcefully pushed to bridge any pay equity gaps. For Australian salaried agents
Wesfarmers has had the ability to keep up the pay gap at every executive level of the relationship
to five per cent aside from the General Manager level that stays at 8.1 per cent. Any
unmistakable breaches are destitute down to guarantee such breaches could be unveiled
regarding market powers that may incorporate, for instance, unprecedented pay rates in diverse
endeavours, range, the comparative supply and demand for diverse abilities, solitary performance
and experience. Reliably, Wesfarmers industries hold up their yearly compliance reports with the
Workplace Gender Equality Agency (WGEA).
Wesfarmers is a countersigner to the United Nations Women's Empowerment
Principles. their backing of the principles is unfaltering with their ceaseless obligation in regards

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to gender diversity and acclimated to the exertion they are putting at this moment doing over the
Group.
Indigenous Engagement at Wesfarmers
Their image for settlement is an Australia that oversees ascend to openings to all.
Wesfarmers intends to safeguard that Indigenous people sense comfortable in their dealings as
laborers, clienteles, dealers and visitors. They would understand that they have prospered when
they have an office that mirrors the variety of the gatherings they help. Wesfarmers conveyed its
initially open Reconciliation Action Plan (RAP) in 2009, with a consideration on 'Associations,
Respect, and Opportunities'. their RAP follows specific quantifiable exercises endeavoured over
the Group, concentrating on Indigenous service, business appointment, community businesses
and team member undertaking with Indigenous affiliations. The RAP is enrolled with
Reconciliation Australia (Wesfarmers.com.au 2017).
As Australia's greatest private sector business, they believe they can give Indigenous
people more critical opportunities to appreciate sustainable service, and this residual part the
fundamental convergence of their RAP. At 30 June 2017, Wesfarmers had 4,231 Indigenous
team members, addressing two percent of their present Australian staff. This is a 27 percent
surge on the prior year. Their dealings endure offering full-time and school-based traineeship
programs and their corporate office used an Indigenous trainee in the midst of the year.
Wesfarmers-drove community events have occasionally, realized employment openings being
offered to adjacent Indigenous adolescents.
Wesfarmers is centred around setting up community businesses with Indigenous
affiliations. They have maintained the Clontarf Foundation since 2001 and in 2015 assented to

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an additional, three-year association with an extended cash related sense of duty regarding help
the foundation's national augmentation. The larger part of their businesses moreover associated
with Clontarf transversely finished Australia in the midst of the year. They continued supporting
the The Graham (Polly) Farmer Foundation and Australian Indigenous Mentoring
Experience. Wesfarmers similarly went into the second year of its association with
Reconciliation WA. Their departments in like manner have associations with affiliations that
assistance Indigenous social order, for instance, New Start Australia, Red Dust Role Models,
and The Australian Literacy and Numeracy Foundation. They also added to the Centre for
Independent Studies 'Achievement Project' ask about program that is observing for Indigenous
programs and where it is consuming the best influence (Wesfarmers.com.au 2017).
Wesfarmers has set out to manufacture its acquisition from Indigenous dealers. They are
a founding associate of Supply Nation, Australia's driving dealer diversity accreditation
affiliation. In May 2017, nine senates from their industries went to the Supply Nation Connect
Indigenous business gathering. They were similarly happy to help the Government Member of
the Year Award at the Supply Nation 2017 Supplier Diversity Awards.
Wesfarmer’s Way
Wesfarmers' fundamental object is to give an appealing reoccurrence to speculators.
Wesfarmers' fundamental object is to convey appealing revenues to speculators through cash
associated instruct and extraordinary organization of a expanded portfolio of businesses. A key
centralization of the Group is safeguarding that each of our departments has a sturdy
organization capacity that is in command of method headway and implementation, and moreover
ordinary operational execution. Each department is regulated by a departmental board of
directors or steering committee that fuses the Wesfarmers Managing Director and Finance

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Director, and is directed by an extensive functioning sequence and governance framework
(Wesfarmers.com.au 2017).
The Wesfarmers Way is the framework for the association's business model and
incorporates focus values, improvement engaging impacts and value-production systems
facilitated at attaining the Group's basic object of giving a pleasant return to speculators.
Image 1. The Wesfarmers Way
Source: (Wesfarmers.com.au 2017)
The Group's basic object is determined by four general procedures:
• consolidation of prevailing associations via operational flawlessness and sustaining client
needs;

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• safeguarding improvement openings via commercial movement;
• reintroducing the portfolio via value-adding trades;
• safeguarding sustainability via careful whole deal organization.
Each procedure is bolstered by the Group's settled in strategic planning framework. A
key property of this method is the help of a whole deal emphasis and acting sustainably really
taking shape of value and the working of associations. At a departmental level, unequivocal
frameworks are delivered explicit to the odds to advance each of these individual associations.
Core Values
Integrity
• Acting in an ethical manner in all transactions.
Openness
• Openness and validity in declaring, information and considerations.
• Compliant that oversights would occur once in a while and attempting to pick up from
them.
Accountability
• Noteworthy arrangement of expert and essential initiative to departments.
• Accountability for execution.
• Shielding and augmenting their reputation.