global-benefits-vision.com SEPTEMBER 2016 Knowledge & Wisdom for Global Employee Benefits Professionals 18 Being W.O.R.L.D. Wise – Relationships (3) Natalie Richter 26 U.K. Group Risk – a market update Paul Avis 30 Travel Risk Management Best Practices to Help Keep Your Global Workforce Safe Tim Crockett 38 Multinational Employers Expand their View, and Reach, in Global Employee Benefits Lance Henderson 46 Inequality and the Firm Dr. Sandy Pepper Chris Mayo on Willis Towers Watson's Strategy in Global Employee Benefits 50
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global-benefits-vision.com September 2016
Knowledge & Wisdom for Global Employee Benefits Professionals
18 Being W.O.R.L.D. Wise – Relationships (3) Natalie Richter
26 U.K. Group Risk – a market updatePaul Avis
30 Travel Risk Management Best Practices to Help Keep Your Global Workforce SafeTim Crockett
38 Multinational Employers Expand their View, and Reach, in Global Employee BenefitsLance Henderson
46 Inequality and the FirmDr. Sandy Pepper
Chris Mayo on Willis Towers Watson's Strategy in Global Employee Benefits
conference and traInInG announcementSGlobal Benefits Vision is happy to announce
commercial Conferences and Training sessions. Inquire by email to [email protected]. Global Benefits Vision is happy to announce non-commercial Conferences and Trainings free of charge, subject to space availability.
Cover : Agnès M. what's up painting by Cristina bernazzani
09 Upcoming Conferences and Events
notIceSGlobal Benefits Vision is proudly produced in the heart
of Europe with contributions from all over the world, particularly from the United States, France, Belgium, Germany, Hungary, and the U.K.
Global Benefits Vision is published by Global Benefits Knowledge SA, 100 rue de Cessange, L 1321 Luxembourg, Luxembourg. ISSN 2418-4349. VAT pending. Corporate registration number RC B200289. Global Benefits Knowledge SA is wholly owned by GBV management members. Legal deposit with Bibliothèque Nationale du Luxembourg www.bnl.lu. The publisher-of-record is Eric Müller-Borle.
All material published in Global Benefits Vision is copyrighted and all rights are reserved. Recording the magazine in its entirety or partially is only permitted when performed by the subscriber himself/herself and for archival purposes only. Specifically, posting of the PDF file or an extract thereof under whichever format, on an intranet, an extranet, the Internet, any social media, or a shared storage is prohibited. Partial or full printing of one copy for ease of reading is permitted provided no further reproduction is made. Reproduction by any means is prohibited unless specifically authorized by Global Benefits Knowledge SA and subject to the terms and conditions as detailed in said authorization. Short citations are permitted subject to Global Benefits Vision and the author(s) being mentioned as the source.
Unless expressly specified otherwise, contributors to Global Benefits Vision write in a personal capacity and their views should not be construed as reflecting those of their employer or of their clients as may be the case.
team
Eric Müller-Borle, co-founder, publisherFrédérique Hindryckx, co-founder, sales and marketingYazid Hammoumraoui, co-founder, operations & supportCheryl Rosen, senior editorJulian Calne, news editorOlivia Dunn, assistant editorAgnès Molitor, senior designerMarc Signorel & the team at Outer Rim, web design and operations
U.K. Group Risk – a market update
Paul Avis
26
Being W.O.R.L.D. Wise – Relationships (3)
Natalie Richter
18
Multinational Employers Expand their View, and Reach, in Global Employee Benefits
Lance Henderson
38
Chris Mayo on Willis Towers Watson's Strategy in Global Employee Benefits
50
Inequality and the Firm
Dr. Sandy Pepper
46
Rob PatonElin Bredenberg
Travel Risk Management
Best Practices to Help Keep Your Global Workforce SafeTim Crockett
WWhen it comes to shining a spotlight on the difference between male and female pay, many companies are sceptical, hesitant, and even fearful. The discourse often focuses on risk—the threat of being named and shamed.
We are committed to providing equality of opportunity and a rewarding workplace for all employees.
16 Global Benefits Vision - September 2016
Origin's Diversity and Inclusion Policy
Increasing gender diversity, especially in senior roles, is an ongoing policy priority. Our Diversity and Inclusion Policy guides behaviours and actions, and aims to create an environment in which all individuals are supported and respected.
Our Policy applies to all aspects of employment including recruitment, selection, promotion, training, remuneration, benefits, performance management, and all other terms and conditions of employment. A particular priority is improving gender balance, especially in senior roles.
Our Diversity and Inclusion Policy
guides behaviours and actions, and aims to
create an environment in which all individuals
are supported and respected.
Origin continues to be recognised as Workplace Gender Equality Agency’s Employer of Choice for
Gender Equality. Origin is also the only Australian company to rank in the top 20 in a global Ernst &
Young report1 on gender diversity in the Power and Utilities industry. We were the best performer in the
Asia Pacific region, and ranked fifth globally.
We have also been recognised by Females in IT and Telecommunications (FITT) in its 2015 Diversity Report as the most supportive place for women to work in IT in Australia. Of 30 companies named in FITT’s report,
Origin was chosen as number one for women. To date, women make up 41 per cent of Origin’s IT team compared with the IT sector average of 28 per cent.
Performance against targetsDeliver equal average pay for men and women at each job grade
Average pay for men and women at each job grade fluctuates through the year with turnover, recruitment and promotions, but once a year the Company undertakes a comprehensive review of all aspects of remuneration. In FY2015 the average female pay was higher at some grades than average male pay and lower at others. The average difference between male and female pay across all job grades was within our targeted range of less than one per cent. Job grades are defined using standard Hay Pay Scales.
Gender Pay Gap 1999–2015(Total population weighted average)
Notes:
• Totals are all population weighted (i.e. by the numbers represented at each pay level).• Employment Agreements are bracketed by salary ranges. As the pay rates are fixed, there is no gender
difference at any particular classification, but differences arise from different numbers of male and females in each classification and/or from variation in any skills or other allowances paid.
Gender Pay Gap Table – 30 June 2015Note: Negative pay gaps are where the female average exceeds the male average
1. continue to deliver equal average pay for men and women at each job grade;
2. increase the number of women in senior roles, with a target to improve the rate of appointment of women to senior roles by 15 per cent; and
3. improve our retention of women in senior roles, with a target to improve our turnover rate among women in senior roles by 15 per cent.
Progress against these targets is
reported internally on a quarterly basis
to the Diversity Council comprising the
Executive Management Team and chaired
by the Managing Director.
Setting TargetsTargets for FY2016
Origin’s targets for equal pay and for
senior appointments will remain the same
as last year.
However, Origin’s turnover target will
change. In recent years Origin has targeted
a 15 per cent year on year reduction
in turnover of senior women. However
our turnover rate for senior women,
as for men, has been mainly driven by
economic factors unrelated to differential
treatment by gender.
For FY2016, the Company will instead
measure the difference in male turnover
and female turnover rates among our
senior employees, with a target to reduce
the gap between female and male turnover
to zero. While male and female turnover
is strongly correlated, female turnover in
senior roles has on average been higher
than male turnover for most of the last
ten years. In FY2015 the turnover rate for
women in senior roles was 1.8 percentage
points higher than the male rate.
In summary Origin’s targets for FY2016 are:
1. continue to deliver equal average pay for men and women at each job grade;
2. improve the proportion of senior roles occupied by women, with targets to: • improve our rate of appointment of women to senior roles by 15 per cent
compared to FY2015; and
• reduce the gap between female and male turnover rates to zero.
The Board is responsible for overseeing the Company’s strategies on gender diversity,
including monitoring of the Company’s achievements against any gender targets set by the
Board. The Board has set itself a target of having at least 40 per cent females by 2020.