The science is in — organisations that access talent across a diverse workforce perform better than those that don’t¹.

When it comes to gender, not having access to half the population when competing for talent means you are starting from the back of the pack. As Jennifer Flock from the international executive search firm, Heidrick & Struggles, put it at the 2021 Global Maritime Forum: “Companies not demonstrating action on diversity, equity, and inclusion, risk becoming talent hunting grounds for those who have been intentionally strategic on creating these conditions.”

The plan that you are about to read is the culmination of the efforts of your colleagues across AMSA, who started a working group in response to the results of a comprehensive survey conducted in 2021. I would like to thank them for the considerable amount of time, effort and thought that went into this version — I say version, because we very much intend to keep this plan alive by tracking our progress while continuing to look ahead to see what else we should be doing.

As a maritime safety authority, our gender equity challenge is amplified by a traditional reliance on seafaring skills, with women only making up around 1.5% of seafarers globally. Against this backdrop comes the opportunity for us to show real leadership for the maritime industry.

Achieving gender equity at AMSA will take time and effort, but the results will be worth it.

Of course we will continue to contribute to the bigger picture, by sponsoring scholarships for those entering the industry, by seeking out opportunities to work with government and industry to bring more women into seafaring, and by raising awareness of gender and diversity issues.

But this Gender Equity Action Plan is for us.

We all have a part to play to bring this plan to life, to help us become the organisation we want to become under Strategy 2030. This will not always be comfortable, however recognising behaviour that needs to change in ourselves, and taking steps to bring about that change will make a difference.

As AMSA’s leader, I’m taking this on board, and I look forward to you doing the same.

Mick Kinley
Chief Executive
May 2022

Footnotes

¹ Australian Government, Workplace Gender Equality Agency, More women at the top proves better for business, 19 June 2020

² Global Maritime Forum, We need to do more to improve on diversity, equity, and inclusion in the global maritime industry, 16 March 2022

Why develop a Gender Equity Action Plan at AMSA?

The intention to develop this plan was announced to all staff in March 2021, shortly after the Women’s March 4 Justice Rally in Canberra, which followed allegations of sexual assault in Parliament House.

At the time, Chief Executive, Mick Kinley, said that the Executive had agreed to tackle gender equity as a priority issue, and announced that AMSA would develop a plan focused specifically on gender, to supplement our Diversity & Inclusion Plan. This followed on from discussions with AMSA’s broader leadership team where women spoke about their experiences working with AMSA and industry.

A Gender Equity Working Group was formed to develop the Gender Equity Action Plan. The Group developed a staff survey to identify issues and possible solutions, which was released in 2021. The Gender Equity Working Group and the Diversity and Inclusion Working Group then initiated a series of workshops between December 2021 – March 2022 to look at the industry we operate in, our current policies and strategies and how we build and support our staff.

Staff identified several compelling areas of concern:

• leadership and accountability within AMSA, and as a leader in the maritime industry;
• inclusive work design and access to professional growth and career pathways;
• gender knowledge and competency to address biases; and
• supportive channels and safety to raise concerns.

Key take outs from the survey and workshops were that our people want:

• greater transparency in recruitment and promotion;
• effective gender equity training;
• supervisors and managers to uphold diversity policies;
• external stakeholders to show support for gender equity;
• support when experiencing family & domestic violence; and
• to embrace gender neutral language.

These combined efforts helped form the basis of a gender equitable vision for AMSA and informed the development of the Action Plan.

The commitment to change

Historically, the maritime industry and workforce has not reflected the diversity of society and has not provided equal opportunities for everyone, particularly along gender identities. Internally, we recognise there is work to do to ensure AMSA is a gender equitable employer, and we are committed to being a leading example for industry.

How will AMSA maintain accountability?

The Gender Equity Action Plan is deliberately focused on what matters most to take AMSA towards a more gender equitable future. Within the plan are measures which tell us whether something is making a material difference, so we will know if we need to re-prioritise our resources and time towards actions that are more effective.

We recognise the need to measure this progress and report on it transparently and to learn from these actions.

In addition, the OKR (Objectives and Key Results) framework used throughout the plan, focuses on impact rather than process, and provides a structure to manage progress. We will apply the framework to share ideas and actions across different AMSA teams, provide accountability and time-bound actions and to place limits and boundaries on our ideas and actions to keep them practical and achievable.

Operationalising AMSA’s Gender Equity Action Plan

Leadership

Leadership is the starting point for any commitment to change. The Gender Equity Action Plan emphasises leadership first to drive momentum and set direction for policy, work design and to normalise and role model the expectations across all AMSA teams.

Organisational ‘norming’

This is about the ability to create change through cohesion. Here it can be achieved through the design of deliberate policy, strategies and techniques that support and promote gender equity. Examples might include: job design with flexible roles and descriptions; establishing formal coaching and communication techniques to support positive behaviours; or designing objective performance measures.

Emphasis on action and experiments

We may not get things right the first time. But we are building an environment where we have set our intentions, are able to focus on where we are heading and can learn what works for us (including from other organisations and industries) and what doesn’t.

Change management

Planned, resourced and responsible change management is required achieve impact. The change management aspect of the Gender Equity Action Plan will help to reinforce and draw on existing initiatives at AMSA. Implementation briefs will be developed, which outline the resources required, who is accountable and timeframes to implement. Communications will further support people to understand our goals, and how to support change.

A gender equitable vision at AMSA

Our vision extends beyond our people, to our stakeholders, and the wider maritime industry.

AMSA is an employer of choice because it is an equitable and diverse organisation. This is reflected in all our professional conduct, how people balance their work and life commitments, and are part of a cohesive, inclusive and collaborative workplace free of bias. Our people are encouraged and supported to pursue promotions and other career pathways.

Our increasing progress towards gender equity drives better outcomes and strategic value for our operations, industry and community. Valuing a broader range of experience and capabilities means AMSA has access to a larger pool of talent to find the best people for the job. A positive and inclusive culture means a better working environment and higher performing teams.

An ongoing and transparent dialogue about gender equity is apparent at all divisional levels within AMSA. Our leaders make sure everyone feels welcome, ensuring people have a voice in forums and that diverse perspectives are valued in decision making.

AMSA is a role model for gender equity for the maritime industry and community and actively works to change perceptions of gender by challenging stereotypes, implementing inclusive policies and using gender-neutral terms and language.

Supporting seafaring to be a safe environment. AMSA will address industry and challenge inappropriate actions. Within AMSA, we will protect everyone’s psychological and physical safety by making sure AMSA is a safe place for staff to speak out.

Eight impact areas were developed from the Staff Focus Groups and AMSA Gender Survey run in 2021. These were used as impact areas in the initial development of our objectives and key results for the GEAP. These may be condensed in future iterations of the Plan to refine and streamline AMSA’s focus for action and impact.

Where we are now..

Selection panel members are provided with recruitment and selection training that has a strong focus on unconscious bias. We are determined to build in safeguards against bias and develop a more robust recruitment capability that benefits our teams and organisation. Building this capability and process supports our opportunity to increase the public profile of AMSA and to attract a more diverse application pool.

While applicants for roles in 2022 comprise 34% females, applicants for Port Marine Surveyor and Search and Rescue Officer roles remain at 7% female. This indicates issues across the broader attraction, recruitment and selection process.

What are our objectives

How we will deliver change

• Review of selection process and opportunities identified to design out bias
• Review of recruitment and attraction processes to ensure it is engaging to a diverse job market, particularly female applicants
• More options as the default for offering roles as full-time, part-time or job share work
• Bringing in an impartial member from another area if a recruitment panel will be gender heavy one way
• Ensure diversity in how AMSA represents itself online, such as through its web images and social media content

Measurement 1

Improvement of gender composition at various levels of recruitment pools

Improvement of gender balance in selection panels

Measurement 2

Evidence that recruitment communications includes statement about AMSA’s commitment to gender equity, benefits and programs available to staff

Where we are now..

AMSA operates within a traditionally male dominated industry where sector norms created limited opportunity for women to enter or be promoted. There are processes for job design, job scoring and strategic workforce planning, but these processes have not been reviewed for their specific impact on gender equity as yet.. We see an opportunity to influence/modernise the industry with job designs including gender neutral titles and competency-based descriptions. We also must challenge existing misconceptions of affirmative mechanisms, such as gender targets, and low knowledge of the benefits and value for what these measures could bring to the entire team.

What are our objectives

How we will deliver change:

• Job descriptions will be assessed by independent reviewer (possibly external)
• Policy design and approach for flexible work arrangement available for roles
• Application of competency based selection criteria frameworks and templates
• Integrating the business case for diversity and gender equity into strategic workforce planning

Measures of progress

Evidence that all staff understand the flexible working arrangements available to them

Flexible working policy reflects Australian Public Service best practice

Increased perception by staff that AMSA is an inclusive and positive place to work

Improvement of gender composition at various levels of recruitment pools

Where we are now..

Limitations of (gender-neutral) career mobility contributes to gender inequity through organisational gender pay gaps and limited opportunities for women at senior roles. At AMSA, we have identified that promotion for women are more disadvantaged through limitations associated with location, specific areas or limited roles available to increase mobility into more technical jobs. We face challenges with preexisting stereotypes or unconscious biases that effect fair, equitable practices and internal processes. AMSA ratios are as follows: Executive – 2 females of 6 total, Senior Managers – 4 females of 28 total and Employees – 175 females of 403 total.

What are our objectives

How we will deliver change:

• Investment in traineeships that actively identifies and supports women to transition into senior and/or technical roles
• Provide access to formal mentoring relationships
• Policy design and approach for flexible work arrangement available for roles
• Promotion of secondment opportunities in the broader APS
• Identify and promote pathways for job families/departments

Measures of progress

Improvement of gender composition year-onyear at various levels of recruitment pools

Evidence of compliance with the Workplace Gender Equality Act

Relevant AMSA policies including recruitment and promotion processes reflect gender equity objectives

Increased gender balance in leadership and training opportunities

Where we are now..

Our 2021 Gender Survey showed differences between men and women and how they experienced gender norms in the workplace. Gender norms were experienced through not feeling heard and instances of gender-based slurs. To develop a more inclusive culture, we must become more aware of our working environment and its power imbalances – we identified everyday language as a contributor to gender norms along with a lack of data available to demonstrate inequalities or challenge opinions. Flexible work arrangements were not experienced in the same way for men and women at AMSA. Women experience disadvantage with a lack of access of flexible work arrangements, particularly as they progress to more senior roles.

What are our objectives

How we will deliver change:

• Open transparent and equitable recruitment – including removing identifiers in application forms
• More options for offering roles as FT, PT or job share work as normal practice
• Ensure an impartial member continues to be included from another area if a recruitment panel will be gender heavy one way
• Talent management explicitly identifies and develops high potential employees, under-represented in AMSA’s senior and/or technical roles

Measures of progress

Relevant AMSA policies including recruitment and promotion processes reflect gender equity objectives

Compliance of flexible working policy to reflect

Australian Public Service best practice

Evidence that all staff understand the flexible working arrangements available to them

Evidence that staff are able to take up flexible working arrangement as needed

Where we are now:

Most AMSA staff were unable to say if AMSA leaders are taking a sector wide leadership role on gender equity. Many were also unable to say if AMSA leaders demonstrate regular commitment to gender equity.

More broadly, there is little visible leadership and awareness across the maritime sector in addressing gender inequity. The maritime sector is behind the whole of industry average PDF1.56 MB for growth in women in leadership roles and for recruitment of women more generally. Many other industries in the public and private sectors have already taken visible action to promote gender equity and have achieved gender equity in senior leadership roles. To create active leadership, we must build a fundamental understanding of gender equity concepts and communicate our actions and outcomes.

What are our objectives

How we will deliver change:

• Industry engagement on improving access and conditions for women in the maritime sector and gender equity. For example, by including gender equity and diversity in the terms of reference for our domestic consultation committees
• Encourage partner agencies and industry bodies to develop GEAPs and sharing AMSA’s experiences
• Partnering on and/or leading collaborative actions at an industry-influencing level
• Continuing to champion gender and diversity initiatives internationally, including at the International Maritime Organization (IMO) and the Asia-Pacific Heads of Maritime Safety Agencies (APHoMSA), as well as in our technical cooperation programs with regional maritime partners.
• Maintaining digital outreach on diversity and equality on our external website and social media pages, providing a platform to raise the profile of diverse leaders and emerging talent in the maritime community. Ensuring that our external messaging reflects the diverse range of initiatives taking place within AMSA and across the domestic and global maritime industry to promote gender equity
• Speaking about and supporting diversity and equity publicly and often at all levels

Measures of progress

Staff recognition of leaders for creating an inclusive workplace and value diverse perspectives in their decision-making

Evidence of dialogue and industry engagement on gender equity issues and initiatives in the maritime industry

Leaders are sharing information about gender equity progress within AMSA, the maritime industry and community

Learnings about AMSA’s action plans are shared with industry and community

Where we are now and where do we need to be...

How we act on concerns raised about gender inequity is not transparent and does not build confidence that AMSA leadership see gender equity as a priority. The means by which gender equity issues can be reported and resolved are not clear and there is no visibility of consequences for behaviours that reinforce gender inequity. Gender equity requires that senior leaders and people managers accept responsibility as part of their roles. We need to develop greater understanding and competency across all levels and increased visibility on the consequences for inappropriate behaviours.

Our objectives and key results

How we will deliver change:

• Increased focus to ensure senior leaders and people managers' performance evaluations include gender equity accountability.
• Training for senior leaders and people managers in gender equity principles in the workplace and specific application to AMSA, including unconscious bias and dispute resolution.
• Senior leaders and people managers will proactively discuss gender equity with their teams and model gender equitable behaviour as the norm
• Senior leaders and people managers will implement specified gender equity initiatives from Divisional planning and elsewhere
• Senior leaders and people managers will proactively address gender equity issues in the workplace and engage with and resolve gender equity disputes and concerns

Measures of progress

Majority of staff are involved inclusive leadership training and education

Staff recognition of leaders for creating an inclusive workplace and value diverse perspectives in their decision-making

Specific issues and solutions are being taken to progress AMSA as an inclusive and positive workplace

Where we are now..

Our 2021 Gender Survey provided clear insights that there is a difference in how different genders at AMSA view zero-tolerance. What constitutes harassment is not consistently understood and there are barriers to raising concerns including impartial and supportive channels and the widespread availability of psychological safety. To build a more supportive environment, we need open constructive dialogue in addressing the fears that people have in the workplace when raising concerns and the active management support in addressing any shortcomings.

Our objectives and key results

How we will deliver change:

• Review our incident and compliant reporting data and identify trends
• Deliver education, information and training on reporting processes
• Review the process for feedback regarding what action is taken when complaints are raised
• Implement initiatives to publish outcomes of action taken to address incidents
• Continue to ensure our Pulse Survey results include GE and reporting

Measures of progress

Evidence that staff have participated in prevention training for gender-based harassment and discrimination, sexual harassment and bullying

Increased staff perception of psychological safe culture for reporting

Where we are now..

Investing in and building gender knowledge supports all other impact areas we have identified and is ongoing work. To encourage change across our teams, we need to build a baseline gender competency that includes shifting views on gender, inclusivity and other identity factors. Parallel to building competency we need to address our understanding in why gender equality is important and encourage role models to take a lead in teams to demonstrate commitment, behaviours and results. Taking practical steps to invest appropriate time and dedicating effort to train is needed to ensure the entire action plan is supported.

Our objectives and key results

How we will deliver change:

• Written material published and distributed (both internal and external) by AMSA is gender inclusive inlanguage
• Review of induction and training material to be gender inclusive
• AMSA policies are reviewed with gender equity and equality focus

Measures of progress

Learnings about AMSA’s action plan are shared with industry and community

Evidence of improved availability, quality and use of data to support gender action plans, progress and reporting

Relevant AMSA policies reflect gender equity objectives

AMSA communication materials including digital media are gender inclusive in language