WGEA Employer Statement to Gender Pay Gap 2025

    WGEA Employer Statement to Gender Pay Gap 2025

    This Statement has been created to provide further insights and information in response to the WB Gender Pay Gap. The information contained in the WGEA report and calculations used to determine the Gender Pay Gap is based on Australian located employees, from the time frame of 1 April 2023 – 31 March 2024.

    Our DEI Statement

    Woods Bagot is committed to Diversity & Inclusion (DEI) as it creates stronger employee engagement, increased employee retention, enhanced design outcomes and improved financial performance. Ultimately, by achieving equitable outcomes for everyone is simply the best thing Woods Bagot can do to support its entire workforce and one of our top priorities.

    Our Mission Statement – as outlined in our Diversity and Inclusion plan – is “To deliver a profound shift in the history of architecture and design that recognises and promotes full diversity to enrich the quality of our culture and its outputs.”

    What is the Gender Pay Gap?

    The Gender Pay Gap is the difference in average earnings between women1Acknowledging women and those who identify as women, regardless of gender assigned at birth. Note that WGEA has not included non-binary data in its assessment as the agency is the process of establishing a baseline level for this information. and men. Calculating the gender pay gap can be a useful approach to measure and track gender equality across an organisation. It is not to be confused with equal pay where men and women are paid equally for the same role.

    How is the Gender Pay Gap Calculated?

    The gender pay gap is calculated2The Gender Pay Gap is calculated using both Base Salary and Total Remuneration. Base Salary is an employee’s standard rate of pay. Total Remuneration is the total sum of an employee’s package including superannuation, bonus etc. using two methods:

    • Average Pay Gap – averaging all female and male salaries, the difference is expressed as a percentage (if in favour of women the percentage will be negative).
    • Median Pay Gap – using the midpoint salary for females and males, the difference is expressed as a percentage (if in favour of women the percentage will be negative).

    What were the outcomes of 2023/24 WGEA Report for Woods Bagot?

    For 2023-2024 our gender pay gap across our Australian based workforce is as follows:

    • Average Total Remuneration Gender Pay Gap – 14.3%
    This shift represents a 3% increase, from 2022/23, in favour of males

    • Median Total Remuneration Gender Pay Gap – 11.3% (+ 1.9% from 2022/23)
    This shift represents a 1.9% increase, from 2022/23, in favour of males

    • Average Base Salary Gender Pay Gap – 12.1%
    This shift represents a 2.3% increase, from 2022/23 in favour of males

    • Median Base Salary Gender Pay Gap – 9.5%
    This shift represents a 0.9% decrease, from 2022/23, in favour of females, however still leaves a 9.5% median base salary gender pay gap in favour of males

    Why do we have a Gender Pay Gap?

    Woods Bagot has 50/50 gender representation across the Australian business, with 42% of Senior Leadership roles being held by women. Senior female representation throughout our leadership roles in the business continue to be an area of focus where Woods Bagot actively advocates, monitors, invests in and develops.

    Woods Bagot continues to build its pipeline of future leaders, through a yearly graduate program intake. Across our five Australian studios, we employ graduates of both Architecture and Interior Design, where we aim to achieve 50/50 gender representation. During the last intake, 68% of the graduates were female. Our continued focus is to support women at the coal face of their career with growth opportunities throughout the business.

    Woods Bagot acknowledges that females tend to dominate administrative and support roles. Females predominating within these career channels and streams statistically do not hold leadership roles. When more females are in lower paid positions, it does contribute to the Gender Pay Gap, which is why our graduate intake program is integral in building our pipeline of future female leaders and does impact these results.

    What actions are we taking to address the Gender Pay Gap?

    We continue to monitor the pay gap by regularly reviewing our internal salaries and gender composition to improve equity across the organisation and against external salary benchmarking. Our internal processes include reviewing our new hires and skill sets required, performance evaluations and internal promotions with a lens on gender parity.

    Woods Bagot examines the Gender Pay Gap in the global Diversity, Equity and Inclusion Plan FY25 – FY29, where intersectional diversity aspects (including gender, ethnicity and disability) are addressed with achievable targets business-wide over a 4 year period. Our global target is to achieve a +/- 2% gender pay gap by FY29 globally by undertaking a studio-by-studio analysis to understand data and other factors.

    Industry Comparison

    Each year the WGEA provides a comparative summary report based on industry class and similar sized employers.

    When comparing our results to our Industry Group3In 2022/23 Woods Bagot was compared with our industry class, Architectural Services,) with an employee range of 250-499. In 2023/24 Woods Bagot is being compared to the industry division, Professional, Scientific and Technical Services, with an employee range of 250-499. The size of the comparison field is substantially larger than the previous year and in turn has changed our positioning in comparison to our industry peers. , which shifted this reporting year from architectural services into comparison against professional services, our gender pay gap is less than the industry comparison’s average.

    • Average Total Remuneration Gender Pay Gap for WB is 14.3%, industry comparison group is 16.2% (positive difference of 1.9%).
    • Median Total Remuneration Gender Pay Gap for WB is 11.3%, industry comparison group is 14.4% (positive difference of 3.1%).
    • Average Base Salary Gender Pay Gap for WB is 12.1%, industry comparison group is 14.5% (positive difference of 2.4%)
    • Median Base Salary Gender Pay Gap for WB is 9.5%, industry comparison group is 13.4% (positive difference of 3.9%)

    When comparing the outcomes to our Industry Group Woods Bagot has a higher representation of females across all manager and non-manager categories.

    The gender composition of the Woods Bagot governing board is 50/50, whereas our comparison group is 30/70 in favour of men.  

    Some good stuff

    • 50% governing board is female
    • Newly appointed female CEO Effective 1 July 2024
    • Generous flexible working policies, with approximately 20% of our workforce being part time
    • 12-16 weeks paid maternity leave
    • 12 months paid superannuation while on maternity leave
    • 100% return to work from maternity leave
    • Females accounted for 57% of our External appointments nationally

    DEI Strategic Priorities & Outcomes

    The DEI plan to FY29 focuses on four key areas which become the pillars upon which the plan is based:

    1. Representation: Improving representation of women and minorities at all levels and across teams throughout the organisation
    2. Leadership & Accountability: Our leaders must actively lead the DEI initiatives, and we need to create accountability throughout the organisation
    3. Ensuring Equity: Understanding how our core people processes (including communications) lead to better or worse outcomes for diversity and inclusion – and how these processes can be improved
    4. Building Communities: Engaging with the communities within which we operate to drive positive impact and to better understand and appreciate differences.

    These priorities are designed to foster:

    • A culture that supports the growth and evolution of 7C.
    • A better working environment for all (increased engagement), providing a healthy, constructive speaking-up environment that fosters psychological safety.
    • Representation that better reflects the societies within which our business operates.
    • A culture of conscious inclusion rather than unintentional exclusion

    These priorities will be reviewed as we build our DEI evidence base and as we evaluate where we are making progress (or not).

    For more information, consult WGEA.

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