EQUAL EMPLOYMENT OPPORTUNITY Annual Report EEO1997-1998
Report to the Minister for Communications, Information Technology and the Arts Equal Employment Opportunity EEOAnnual Report 1997-1998
Report to the Minister for Communications, Information Technology and the Arts Contents
Introduction 4
Overview 5
Review of the Management of Equal Employment Opportunity in the ABC 10
EEO Activities 1997-98 26
Human Resource Policies and Activities 31
Women 35
Aboriginal and Torres Strait Islander People 39
People of Non-English Speaking Background 41
People With Disabilities 44
Portfolio Reports 48
Regional Services 48
National Networks 54
News and Current Affairs 62
Program Production 63
Finance and Business Services 66
Technology Strategy and Development 68
ABC Enterprises 69
Corporate Management 70
Australian Broadcasting Corporation Subsidiaries 71
Designed and Produced by Shearwater House Pty Ltd (02) 9955 9151 EQUAL EMPLOYMENT OPPORTUNITY ANNUAL REPORT 1997-98
The Australian Broadcasting Corporation is the national broadcaster established as a statutory corporation under the Australian Broadcasting Corporation Act 1983 (the ABC Act). The ABC Act which includes the ABC Charter sets out the basic functions and duties of the Corporation.
As a Commonwealth authority employer, the ABC is bound by the provisions of the Equal Employment Opportunity (Commonwealth Authorities) Act 1987, the Racial Discrimination Act 1975, the Sex Discrimination Act 1984, the Human Rights and Equal Opportunity Commission Act 1986 and the Disability Discrimination Act 1992.
This report is made under the provisions of Section 9(2) of the Equal Employment Opportunity (Commonwealth Authorities) Act 1987. The reporting period covers 1 September 1997 to 31 August 1998.
In 1993 the ABC prepared an Equal Employment Opportunity (EEO) program for a three year period to enable forward planning and longer term strategies, with provision for annual revision of action plans responding to changes in organisational aims and directions. This program was extended a further one year with an end date of 1997. An evaluation of the program has been undertaken and is included in this report as well as the findings of a major review of the management of EEO.
4 OVERVIEW
The ABC continues to operate in a fast-changing media environment and has a tradition of meeting the challenges of change.
Over the past two years the ABC has established new organisational structures to ensure the most efficient development and delivery of its programs and services. The new structure, referred to as the One ABC allows the Corporation to focus on the making and delivery of programs for broadcast across radio, television and online, with the support of strategic and business functions which have been streamlined and restructured.
The ABC’s Corporate Plan sets out the Corporation’s objectives from 1997 to 2000, reflecting the new organisational structure:
• National Networks and Regional Services, responsible for the commissioning of programs and broadcasting services in radio, television and multimedia;
• In-house content providers, News and Current Affairs and Program Production, which produce programs as required by National Networks and Regional Services;
• Finance and Business Services, Human Resources and Technology Strategy and Development, providing strategic and business support services across the Corporation;
• ABC Enterprises; and
• The ABC ‘s subsidiary companies.
Included in the subsidiary companies are the state-based orchestras which have been recently corporatised. The Sydney Symphony Orchestra had been incorporated as an ABC subsidiary in February 1996 while both the Adelaide and Melbourne orchestras were incorporated on 1 July 1997 along with the former ABC Concerts National Office, which has become Symphony Australia. The West Australian Symphony Orchestra was incorporated from January 1998.
The remaining orchestras - in Queensland and Tasmania - will be incorporated as their local circumstances permit. In this report the orchestras’ EEO statistical data is reported separately in the Subsidiaries section.
ABC’s Mission
Included in the Corporate Plan is the ABC’s mission - to provide its audiences with the best programs, performances, products and services it can produce and acquire.
To achieve this the ABC will:
• transmit independent, comprehensive and innovative national broadcasting services for all Australians;
5 • inform, entertain and contribute to a sense of national identity;
• reflect Australia’s regional and cultural diversity;
• broadcast programs of an educational nature;
• contribute towards the diversity of broadcasting services in Australia;
• broadcast programs that provide a balance between wide appeal and specialised programs, making use of and being receptive to Australian creative resources;
• provide an independent service for the broadcasting of news and information regarding local, Australian and overseas events;
• contribute to public debate concerning issues and matters of importance to Australians;
• encourage and promote the musical, dramatic and other performing arts in Australia;
• transmit broadcasting programs, outside Australia; and
• utilise new production and delivery technologies to respond to audience needs.
The Corporate Plan, including the mission statement, objectives and strategies, provides the ABC with the focus to contribute to a comprehensive and inclusive service, which is achieved by a workforce that reflects the diversity of all Australians.
Issues for staff during 1997-98 reflected the continuing implementation of the One ABC structure with the associated reduction in staffing levels and matters of redundancy/redeployment arrangements. In August 1997 staff totalled 4370 excluding casual staff , with about 430 staff leaving under voluntary redundancy. Total staff excluding casual staff at August 1998 is 4031.
As a result of the One ABC restructure and the recommendations of the Business Support Review, service functions that directly relate to the management of the workforce have been consolidated into Corporation-wide services. The Human Resources (HR) portfolio is made up of the following functions:
• Human Resource Policy;
• Training and Development;
• Employee Relations;
• Equal Employment Opportunity;
• Occupational Health and Safety; and
• Remuneration and Payroll.
The HR portfolio delivers services to the Corporation based on the concept of centre of excellence. Each of the HR functions has a small strategic department with dedicated professional HR consultants located on site in every capital city.
6 During the year resources have focused on assisting management and staff with redundancy and redeployment issues. Two key initiatives being undertaken to develop relevant and accessible employment policies are the workplace reform strategy and the implementation of a new Human Resources Management Information System.
These two long term initiatives are providing the capacity to change formal employment arrangements to suit ABC business requirements and to streamline the administrative procedures and processes for the application of conditions.
Within the HR portfolio the EEO Unit services all areas of the ABC and during 1997-98 a major review was undertaken of the management of EEO under the One ABC. Within a climate of downsising and restructuring, many initiatives were progressed for the EEO groups - women, Aboriginal and Torres Strait Islander people (ATSI), people of non-English speaking background (NESB) and people with disabilities (PWD).
During the year there was an increase in the representation of women in senior management, while the percentage of ATSI remained the same and there were small decreases in the representation of NESB and PWD.
Some of the major achievements for 1997-98 relating to EEO in the ABC are listed below.
• A major review of the management of EEO was undertaken to prepare for the future direction of EEO in the ABC, development of a new EEO program and the determination of responsibility for the overall EEO program. This review examined and reported on: EEO in Australia and overseas; an historical account of EEO in the ABC including the evaluation of the expired EEO program 1993-97; the results of a broad consultation with management and staff; comparisons with other organisations, best practice and future directions; and a summary and recommendations. The review’s consultative process involved discussions with management and staff around Australia and a written questionnaire for structured feedback. The recommendations focused on the development of a new Diversity Management Plan with broad objectives tailored to each Portfolio.
• Implementation of the ABC’s Disability Action Plan (DAP) required under the Commonwealth Disability Strategy, including a Policy for Access and Equity for People with Disabilities, work experience and job placement programs for people with disabilities and a launch of the DAP in ABC Northern Territory. A project officer was appointed for a six month secondment to assist the implementation of From Left: Project Officer Elaine Harris with the strategies. ‘Dori”, Working on the Disability Action Plan with Human Resources staff - Tim Burrows, • Initiatives to support and encourage women in Chrissie Tucker and Jasmin Lefers. engineering/technical positions with scholarships and traineeships. This year Women in Engineering Scholarships were extended to all states and territories. Women technical trainees were appointed in New South Wales, Queensland and Victoria.
• Nine Indigenous staff were appointed, with current traineeships underway in journalism, radio broadcasting, radio and television technical and production services, local radio on-line service and in program and information resource areas. Appropriate workshops were conducted for new staff and a national two-day Indigenous conference was held in Canberra for all ABC Indigenous staff in November 1997.
7 • Provision of opportunities to encourage women to enter and retain management positions, including participation in discussion and network groups, mentoring arrangements and developmental programs. The ABC, in conjunction with the commercial television networks and SBS, participated in the Women in Television Project , to provide industry-wide opportunities for women working in all areas of television. Participants at the Women in Television lunch - ‘Women in Sport’ • ABC staff received awards in the 1997 Australian Human Rights Awards, conducted by the Human Rights and Equal Opportunity Commission. David Busch won the Radio category with The Churches and the Stolen Generations, while Chris Bullock received a commendation for The Stolen Generation. Television commendations were awarded to Peter Kirkwood for Stolen Children and Michael Maher for Budiman: Portrait of an activist and Robyn Williams was commended in the Arts category for Normal service won’t be resumed.
• Workshops on work flexibility and family responsibilities and EEO principles and practices.
• Collation and distribution of information on English language improvement opportunities.
• Captioning of the 7.00pm Television news bulletins extended to all states on 1 September 1997, to assist people with hearing impairment. A wide range of programs is now captioned on ABC Television.
• Implementation of the Employee Assistance Program, which provides assistance to staff and families with workplace and personal problems.
EEO Strategic Vision
Since 1990 the ABC’s commitment to EEO has been underpinned by its EEO vision statement:
That the ABC will be recognised as a leading organisation in that:
• it will value and be seen to value principles of openness, equity and tolerance;
• its programming and its staffing mix in all areas and at all levels will accurately reflect the cultural diversity and composition of the Australian society;
• it will be seen as a centre of excellence and achievement in its programs, products and activities; and
• it will be responsive and relevant to all sectors within the Australian community and valued by them.
Its key decision makers, who will be representative of all sectors within the Australian community, will maintain this recognition.
8 ABC Management Plan 1993-97
The EEO Management Plan originally covered the period 1993-96 but was extended until 1997 to encompass the restructuring process being undertaken by the ABC. The Plan provided the ABC with broad objectives and a range of strategies relevant and achievable for individual areas - for the EEO groups.
Objectives of the Management Plan:
• to incorporate principles of equity and diversity into all ABC policy and planning and promote the ABC as an EEO employer;
• to ensure that the principles of EEO are integrated into all human resource policy, planning and practice;
• to provide opportunities for recruitment, retention and development of people of non-English speaking backgrounds in the ABC overall, and particularly in program related positions;
• to provide opportunities for the recruitment, retention and development of people with disabilities;
• to provide opportunities for the recruitment, retention and development of Aboriginal and Torres Strait Islander people particularly in program related positions, through the Aboriginal Employment and Development Program and mainstream employment;
• to ensure women’s equitable participation and representation in the ABC at all levels, in all occupations, particularly in senior management; and
• to promote the incorporation of EEO principles into all aspects of training and development.
9 review
Review of the Management of Equal Employment Opportunity in the ABC
Following the establishment of the One ABC Human Resources Portfolio, including the amalgamation of EEO into one national function, a major review was undertaken to identify best practice and future directions of how EEO should be effectively managed within the ABC.
The proposed review was to be completed during the period July 1997 until June 1998, with the objective of identifying strategies to assist the achievement of:
• senior management commitment to EEO/Diversity for the organisation and communication of that commitment;
• increase in managers’ awareness, acceptance and accountability of EEO principles and practices;
• increase in awareness and practice of EEO for all staff;
• provision of a more comprehensive EEO service in all areas, by portfolio and location;
• ongoing compliance with anti-discrimination and EEO legislation by the ABC, including the development and implementation of the EEO program for people from the EEO groups;
• identification of ways to harness the energy and creativity of staff already committed to equity and diversity;
• identification of ways to acknowledge the achievements and best practice of work areas and individuals, relating to EEO;
• identification of ways to attract and include other staff who could contribute positively to EEO objectives;
• improved liaison with external EEO organisations and specialists and ongoing monitoring of best practice initiatives;
• EEO to be managed as a Unit but accepted and integrated with all Human Resource functions in policy making decisions and implementation of strategies;
10 • determination of the most appropriate name, structure and resources of the EEO Unit; and
• development of the EEO Management Plan 1997-2000 which will reflect the directions and recommendations of the review.
The review was completed in May 1998 and sections covered:
• Equal Employment Opportunity in Australia and overseas.
• Historical account of EEO in the ABC, including evaluation of the EEO Management Plan 1993-97.
• Consultation with ABC management.
• Comparisons with other organisations, best practice and future directions.
• Statistical comparisons with other organisations.
• Summary and recommendations.
Evaluation of the EEO Management Plan 1993-97
The EEO Management Plan originally covered the period 1993-96 but was extended until 1997 due to the substantial change that occurred during 1996 and 1997, with funding cuts, staff reductions and co-location under the One ABC restructure and the need to finalise portfolios and review the management of EEO under the new arrangements. During this time the Concerts Division became a subsidiary of the ABC.
The EEO Annual Reports for 1993-94, 1994-95, 1995-96 and 1996-97 reported on the progress of strategies and representation of EEO groups under the Plan. The Plan provided the ABC with broad objectives and a range of strategies relevant and achievable for individual areas - for the EEO groups.
With the Concerts Division data no longer included in the aggregate EEO statistics, and staff numbers in Radio Australia substantially reduced by the end of 1997, this affected the representation of senior management women, as both areas had a very high representation. Radio Australia also had over 50% of NESB and 2% ATSI, before downsising.
In 1996 a new EEO statistical form was introduced and sent to staff who had not previously supplied EEO data. As a result the overall response rate increased from 56.4% in August 1995 to 79% in August 1996. During 1996-97 staff were again invited to provide EEO details for those who had commenced after the previous survey. Responses received increased the overall response rate again - to 82%. This large increase of nearly 20% in the EEO profile data of the organisation from 62.9% in 1993 indicates that staff who had not previously responded to surveys tended not to be from the EEO groups and therefore the same proportions were not maintained.
All these factors plus limited recruitment resulted in small decreases in the percentage of women in senior management , NESB and PWD and a slight increase in the percentage of ATSI since the baseline data in 1993. The targets were not met but the implementation of strategies and more accurate reporting of data provided the maintenance of representation and a more realistic picture of the composition of the ABC’s workforce.
11 THE REPRESENTATION IN 1997:
1997 1993 TARGET
14.1% - NESB 15.5% 18% 2.8% - PWD 3.9% 5% 28.4% - SENIOR WOMEN 28.6% 35% 1.5% - ATSI 1.4% 2%
Although overall targets were not achieved, equal employment opportunity in the ABC moved forward as the organisation embraced equity and diversity. Substantial change was implemented in Human Resources policies and Corporation-wide strategies progressed the objectives of the Corporate Plan and EEO Management Plan.
Some gains were made in the occupational groups for women and NESB staff. For women the representation increased for the journalist/reporter group (42.1% in 1993 to 48.1% in 1997, target was 50%); engineering/technical (2.8% to 4%, target 10%); producer/director TV (34.6% to 37.1%, target 40%); production operations TV (13.2% to 14.5%, target 16%); and radio broadcasters increased from 35.2% to 41.1% (no target specified).
NESB staff by occupation increased representation in the radio broadcaster and TV transmission groups by 5% and slight increases in engineering/technical and production services TV.
The EEO Units in the Divisions prior to the amalgamation of these areas under the One ABC continued to carry the main responsibility for the EEO program. The inclusion of clauses relating to the understanding and commitment of EEO in position descriptions provided the opportunity for managers and staff to integrate EEO at the local level and be assessed on relevant performance. Although an evaluation of the effectiveness of this policy has not been undertaken. Appropriate references to language and portrayal relating to inclusiveness and avoiding stereotypes have been included in the Editorial Policies.
Part of the EEO program, over time, has been the commissioning of reports and recommendations on various themes such as cultural diversity and women in management. Following on from earlier reports there were detailed accounts of data, comments and strategies for the ongoing implementation of cultural diversity in the ABC during the period 1993-97. Rediscovering Australia in 1993, Rediscovering Australia Implementation Phase ABC TV, 1994, ABC Radio Cultural Diversity Network Strategies, 1994 and ABC Radio Cultural Diversity Implementation Plan, 1995. A Survey of Women and Management in ABC Radio, was published in 1993 and reissued in 1994 and Developing a Flexible Organisation Work and Family Initiatives Project, 1996.
A project committee was established in 1996 to determine recommendations regarding the development of overall procedures for the resolution of individual grievances and effective treatment of public interest disclosures.
Recommendations from these reports will continue to be considered in future plans.
12 The major initiatives and policies that were introduced/progressed during 1993-97 included the Prevention of Workplace Harassment Policy; the Disability Action Plan ABility Counts; the pilot mentoring projects in TV and Radio; Women in Engineering scholarships; targeted traineeships (women, ATSI and NESB); Indigenous Staff Conferences; Women in Leadership Conferences and development of Network 99; extensive cultural diversity research; Employee Assistance Program in response to the Stress in the Workplace: A National Survey of the ABC; extension of captioning services; Employment Agreement included new provisions for family leave, wider definition of family, alternative religious leave and ceremonial leave.
Under the broad objectives of the EEO Management Plan 1993-97 specific initiatives are listed for each one.
OBJECTIVE 1.1: ABC Policy and Planning
To incorporate principles of equity and diversity into all ABC policy and planning and promote the ABC as an EEO employer.
Strategies implemented • EEO principles continued to be integrated into ABC policy documents and reports, including a succession of Corporate Plans including the current one covering the period 1997-2000 and ongoing revisions of the Editorial Policies. Objectives and achievements were included in various internal and external reports such as the ABC’s Annual Reports and the Access and Equity Reports.
• Surveys of staff who had not previously supplied their individual EEO information were undertaken with the result that staff with EEO data in June 1993 represented 62.9% of total staff and this figure increased to 82% in August 1997, a substantial increase of nearly 20%.
• Commitment to the Board’s policy on childcare continued with the establishment of a joint venture childcare centre off site in Melbourne in 1994.
OBJECTIVE 1.2: Human Resource Policy and Practice
To ensure that the principles of EEO are integrated into all human resource policy, planning and practice.
Strategies implemented • Human Resources continued to play a key role in the development of policy and implementation of EEO strategies. This included the co-ordination of EEO traineeships; monitoring of statistical data on EEO performance; monitoring redundancies to ensure that EEO groups are not disadvantaged; provision of advice and being actively involved in the resolution of work place disputes, harassment and complaints; and the monitoring of employment practices to ensure access and equity for all staff.
• During 1995-96 the Prevention of Workplace Harassment and Discrimination Policy was introduced along with the appointment of Workplace Harassment Contact Officers around Australia. A system of monitoring grievances was introduced. In 1996 the Board directed that a comprehensive review of staff grievances and procedures for resolution be undertaken. The review process
13 considered a number of factors including identified causes of conflict; communication within the organisation; resolution mechanisms; staff and management training; and formal procedures.
• The collection of EEO data from new staff was introduced on an annual basis.
• Various developments took place towards the establishment of a Work and Family Policy with the contribution of a consultant and discussions with unions. The Part-time Work Award 1994 provides for the introduction of part-time work for ongoing employees and for full-time staff to initiate, with the agreement of their supervisors, a period of part-time work for up to one year with full right of reversion to their full time position. Managers have been encouraged to keep regular communication with women on maternity leave. Provision of amalgamated family and special leave into family leave, credits staff with five days paid leave per year to deal with family sickness or unforeseen emergencies.
• An Employee Assistance Program was introduced in the ABC to assist employees and family members/close personal relations, with work and non- work related problems by external councillors.
• Employment selection guidelines were developed to underpin the principles of EEO through inclusive selection practices by selection committees.
• Position descriptions include the requirement to have a knowledge and understanding of EEO principles and the application of EEO policy.
• A number of training courses on Staff Selection Techniques with non- discriminatory content have been conducted nationally and there is a requirement that all selection committees have mixed gender members.
• Under the One ABC structure old jobs have been re-designed and new jobs designed with regard to consistent methodology, focusing on the inherent requirements of the job.
OBJECTIVE 2.1: People of Non-English Speaking Background
To provide opportunities for recruitment, retention and development of people of non-English speaking background in the ABC overall, and particularly in program related positions.
Strategies implemented • An extensive program of cultural diversity training has been delivered to staff nationally and some specific sessions have been included on reporting issues.
• Cultural Diversity Strategy Plans were developed with strategies assigned to all areas of the ABC, to increase the NESB staff, talent and content of programs to increase and diversify the ABC’s audience. Regional stations recorded a variety of voices/accents as commentary in local station identifiers. Contact lists of community organisations based on race/cultural background were established.
• A Cultural Diversity Project Officer was appointed to examine and make recommendations about the validity of commonly held perceptions and assumptions in Radio relating to cultural diversity. This work included an
14 analysis of content to assess the extent to which Radio reflected the diverse cultures of Australia and identifying barriers to career progress for staff from non-English speaking backgrounds.
• Information on English improvement opportunities for NSW-based staff has been collated and distributed to staff and other areas of Australia were encouraged to undertake the same strategy.
• Positions were targeted at NESB applicants for traineeships including journalism.
• Introduction of alternative religious and ceremonial leave for staff to access the special leave provisions, to observe religious holidays not covered by public holidays.
OBJECTIVE 2.2: People with Disabilities
To provide opportunities for the recruitment, retention and development of people with disabilities.
Strategies implemented • The ABC’s Disability Action Plan was launched in May 1997 and registered with the Human Rights and Equal Opportunity Commission. This plan includes objectives and strategies to address issues for employment, communication, building services and programs, services and delivery for employees and non-employees with disabilities, covering access and equity and the portrayal of people with disabilities in relation to ABC programs and products.
• A number of facilities have been provided around Australia at ABC premises for people with disabilities.
• An Occupational Health and Safety brief has been developed for the design and construction of new/or refurbished ABC buildings to address the needs of EEO groups.
• Captioning of the 7.00pm Television News bulletin in Sydney commenced on 1 May 1997.
OBJECTIVE 2.3: Aboriginal and Torres Strait Islander People
To provide opportunities for the recruitment, retention and development of Aboriginal and Torres Strait Islander people particularly in program related positions, through the Aboriginal Employment and Development Program and mainstream employment.
Strategies implemented • Over the period of the Plan there have been a number of Indigenous traineeships and cadetships in a range of occupations including journalism and broadcasting.
• Indigenous staff have received training, individual assessment, support and the opportunity to attend national conferences for ABC Indigenous staff.
15 • There has been increased participation in mainstream employment in the ABC.
• Cultural Diversity and Cross Cultural Awareness seminars were held for all staff.
• Cultural Diversity Strategic Plans included strategies for Indigenous employment and programming.
• National Aboriginal and Islander Day Observance Committee (NAIDOC) week celebration activities have continued to be undertaken around Australia including seminars on Reporting on Indigenous Issues.
• Technical, media and development courses have been provided to external Indigenous organisations.
• Family definition widened and special leave provisions introduced for religious and ceremonial leave.
OBJECTIVE 2.4: Women
To ensure women’s equitable participation and representation in the ABC at all levels, in all occupations, particularly in senior management.
Strategies implemented • A number of strategies have been implemented for women in engineering/technical areas including Women in Engineering Scholarships, the Young Women in Physics Residential Program, targeted positions for women in technical areas and provision of work experience.
• Women in Management Strategic Plan incorporated a number of strategies to attract, recruit and retain women in senior management positions including a pilot mentoring program for women, women’s groups encouraged and developed, Women in Leadership Conferences and encouragement of women in acting opportunities and to apply for senior management positions and as on-air presenters and in news, current affairs and sport.
• Targeted positions were established for women trainees in broadcasting and technical areas.
• Network 99 activities included networking opportunities, women guest speakers and workshops such as women’s health issues. External training programs were offered to women staff in non-managerial positions for work and personal development.
• The ABC co-ordinated the annual Rural Woman of the Year Award.
16 OBJECTIVE 3: Training and Development
To promote the incorporation of EEO principles into all aspects of training and development.
Strategies implemented • There have been a number of training and development initiatives relating to EEO including work/personal development programs for staff from EEO groups, pilot mentoring programs, harassment information sessions, EEO workshops, cultural diversity and cross-cultural awareness sessions and other workshops focusing on a range of relevant topics such as Indigenous reporting, women’s health etc.
• There has been an overall co-ordination of the various traineeship schemes, including targeted appointments. Trainees have been provided with extensive induction, EEO/cultural diversity/cross-cultural training, access to networking and mentors and support and monitoring.
• Statistics have been collected on the participation of EEO groups in training and development opportunities.
• EEO principles have been incorporated in supervisory skills and management training programs. Conflict resolution and grievance handling have been included in relevant courses.
• Learning environments have been provided which support and promote EEO principles and practice in regard to language, case studies and the discouragement of stereotyping.
MANAGEMENT OF EEO REVIEW Consultation with ABC Management and Staff
A questionnaire was developed and included in consultation with management in all ABC branches to gain feedback from staff on a range of EEO issues and on the most effective measures to gain commitment and manage diversity for the future under the One ABC.
During November and December 1997 discussions were held with Portfolio Heads and Senior Managers and the questionnaire distributed for a wider response.
Summary of Consultation Responses and Recommendations Effective ways of gaining commitment for senior managers and the communication of commitment to staff Responses focused mainly on the role of senior managers as leaders who need to demonstrate a commitment to EEO by being appropriate role models and developing staff by providing opportunities.
17 The highest number of responses recommended the utilisation of the performance management system ensuring that specific EEO objectives are included as performance goals on which senior managers can be assessed. A couple of respondents extended this suggestion to all staff.
Training was highlighted by many as being important for information sharing and learning awareness for senior management and staff generally. Regular meeting/briefings to inform staff about EEO developments and to keep it on the agenda. Examples of best practice both internally and externally should be regularly provided to senior managers.
References were also made to the need for the selection process to seriously test the demonstration of commitment to EEO by senior managers and for managers and staff to develop their area’s EEO plan.
Some managers considered that the commitment to EEO was already demonstrated in the ABC.
Methods for implementation and monitoring of the EEO Management Plan
The main response recommended regular reporting and consultation with staff. Other comments put forward, suggested information sessions and workshops for staff, linking the EEO Management Plan to the Portfolio’s business plan and accountability via performance appraisal.
It was also suggested that HR managers assist with the statistical monitoring of the EEO groups in regard to targets.
Level of and raising awareness of EEO principles and issues for senior management
Over half of the respondents considered that senior managers were aware of EEO, some with reservations.
One third recommended the development of an induction kit/briefing for new managers while some opted for workshops for all senior managers incorporating broadcast examples and focusing on organisational benefits. Performance appraisal was again raised, by some respondents.
Addressing challenges
There were a range of responses concerning individual challenges relating to EEO in the ABC. Organisational issues were cited by some respondents - reduced resources and low turnover of staff. In some areas there had been no challenges while others wanted more targeted traineeships to increase representation of the EEO groups. One view highlighted the need to have a co-ordinated national cadet/trainee program which incorporated EEO targets. There had been some difficulties with past trainees and more information and advice was sought, generally.
18 Successful strategies
Targeted positions were most successful for some respondents and others commented on the selection process in regard to staff awareness and the merit principle. Comments were favourable about the increased use of flexible work options and the availability of childcare facilities. EEO plans and strategies, generally, were noted as being successful.
Special interests
Staff with special interests in EEO matters were identified.
Comments on past EEO program
Comments both positive and negative with some finding the EEO program has been effective and others feeling the budget constraints have hindered implementation.
Future direction of the EEO program
There was a positive response to continue in the direction that the ABC has been headed with the next EEO program. A number recommended ongoing education of the program and the need for the EEO Manager to monitor and maintain contact with staff. There are some work and family issues to be resolved and the merit principle should prevail. Assistance could be sought from audience research and marketing and extra resources were needed, generally.
Targets
A number of responses to many of the questions focused on targets with one view that it was difficult for a small branch to have the same targets as bigger ones; that targets should be expressed as a range rather than one percentage; that other indicators should be developed; targets are unrealistic within the current restructuring process; the merit principle should prevail which makes targeted positions an awkward issue; and that there should be an understanding of targets rather than the focus on numbers. Recommendations
The views put forward during this consultation process provided a number of recommendations included in the overall recommendations of the EEO Review.
19 MANAGEMENT OF EEO REVIEW SUMMARY AND RECOMMENDATIONS
The Management of EEO Review has outlined the EEO/Affirmative Action legislative requirements and background for Australia this century and the current legal status and reviews and proposed changes for Commonwealth, State and private sectors. The ABC comes under Commonwealth legislation although recent court decisions may extend jurisdiction to some state laws. A Bill before Federal Parliament that includes extensive changes to the Public Service Act 1922, will if passed, require the EEO legislation for Commonwealth Authorities, such as the ABC, to be reviewed and amended.
The Review has provided a summary of the ABC Board and senior management’s commitment to EEO and the management of EEO in the ABC for the past three decades and an analysis of the recently expired 1993-1997 EEO Management Plan.
Consultation with ABC management and staff has contributed to raising awareness of the Review and gaining feedback on the past EEO program and comments and suggestions for future directions. A number of the recommendations have come from this source. A substantial part of the Review focuses on best practice, directions and comparisons with other organisations from all sectors.
Broad Perspectives
As the legislation that requires the ABC to have an EEO program is linked to the Australian Public Service legislation and model, a number of recommendations propose that the ABC adopt a similar diversity framework that the APS has introduced in 1998 by administrative measures. At the same time the ABC is required to continue to comply with the EEO (Commonwealth Authorities) Act 1987 and to prepare an EEO Annual Report for tabling in Federal Parliament.
Anti-discrimination laws are still in place and the ABC will continue to be required to comply with the legislation by examining policies and practices for discrimination, educating staff, particularly about vicarious liability and maintaining the workplace harassment and resolution of grievances policy. There is an ongoing commitment to the Disability Action Plan under the Disability Discrimination Act 1992 and to appropriate inclusions in the Enterprise Bargaining process relating to diversity and equity.
The 1995 Karpin Report pointed to the need for Australian organisations to focus on future leaders with greater people skills, reflecting gender and cultural diversity. Australia’s changing demographics require a broader view of workplace culture, conditions and staffing profile.
Anti-discrimination and public sector EEO laws and requirements vary from state-to-state and cover a broad range of grounds and EEO groups. The broader concept of diversity has been introduced by some states.
The private sector has embraced diversity as good business practice and of benefit to staff, the organisation and to customers. It is seen as beneficial to reflect the
20 whole population and introduce services and flexibility for access and equity by all staff and the community and to attract the best applicants for positions and to provide opportunities for wider markets. Organisations have sought awards for their best practice in the area of affirmative action and as good corporate citizens.
Work and Family has been an important focus for most organisations and will continue to be high on the agenda of workplace reform across all sectors. As well, accommodating the needs of youth, the aged, sexual preference, people with disabilities and those of a range of racial, ethnic and ethno-religious backgrounds will have a higher profile. Combating workplace harassment will continue to be a major consideration of human resource managers.
Many organisations will include diversity in their Corporate Plans and goals, demonstrate strong leadership and commitment from senior management and ensure that managers take responsibility as part of the performance management process.
EEO Co-ordinators retain the overall responsibility for the development, implementation, monitoring and evaluation of the EEO program in organisations and their position titles have been changed to Workplace Diversity Co-ordinator or Diversity Manager or Equity and Diversity Manager. The role has been expanded to recognise the need to understand and link to corporate objectives and challenges, to liaise at high levels both internally and externally and to be a visible champion/promoter of equity and diversity.
One of the expected outcomes of the shift to a diversity focus is to challenge the past perception that EEO is fundamentally a welfare measure - an add-on to mainstream human resources management - that does not have anything to offer the organisation other than to staff from EEO groups. It has been viewed as a financial cost to organisations and these perceptions have acted as barriers to change. The recognition by organisations in Australia that diversity is linked to business outcomes and a recent cost benefit analysis undertaken in New Zealand indicates that there are net cost benefits of diversity programs and the inclusive and valuing individual approach makes good business sense.
ABC Perspective
The ABC has continued to meet its legal obligations with an appropriate EEO program and has implemented a number of strategies to promote equal employment opportunity for the EEO groups.
Outcomes of the EEO program have been a greater awareness of the principles and issues of EEO and the need to address harassment. Equity considerations are incorporated in human resources policies and practices and EEO criteria included in position descriptions. Corporate plans reflect EEO objectives including cultural diversity and editorial policies include references to EEO. The ABC Charter provides for the need that broadcasting programs contribute to a sense of national identity and inform and entertain, and reflect the cultural diversity of the Australian community.
The representation of the EEO groups in the staffing profile indicates that the ABC has implemented strategies that have increased the percentage of women in management, Indigenous people and people from non-English speaking backgrounds to levels that compare favourably with other organisations while the representation of people with disabilities is slightly lower.
21 While the government funds the ABC and there is not a commercial imperative for profit, there is the need for the ABC to produce programs and services that reflect the diversity of all Australians and that provide access and equity with a limited budget. The ABC therefore needs to continue to employ a workforce that reflects all of the community at all levels and occupations and that has in place competitive, equitable and flexible work practices.
RECOMMENDATIONS
LEGISLATION
1.1 The ABC is required to continue to comply with the Equal Employment Opportunity (Commonwealth Authorities) Act 1987 which directs the development and implementation of an EEO program for the EEO groups and the requirement to provide an EEO Annual Report for tabling in Federal Parliament.
Recommendation: That the EEO Manager continues to monitor the Equal Employment Opportunity (Commonwealth Authorities) Act 1987 for amendments/review and proposed changes to the Public Service Act 1922 that affects the ABC in regard to Equal Employment Opportunity.
1.2 The ABC is required to continue to comply with Commonwealth anti- discrimination laws - Racial Discrimination Act 1975, Sex Discrimination Act 1984, Human Rights and Equal Opportunity Commission Act 1986 and the Disability Discrimination Act 1992. Recent Federal and State court decisions have introduced state legislative coverage of Commonwealth employees which can affect the ABC.
Recommendation: That the EEO manager continues to monitor anti- discrimination legislation and Federal/State jurisdiction of anti-discrimination laws and obtain legal advice.
DIVERSITY MANAGEMENT
2.1 The Australian Public Service has given a directive, by administrative measures, that agencies change to a workplace diversity framework and develop a Workplace Diversity Plan by end August 1998. State and private sector organisations have also shifted to a diversity model.
Recommendation: That the ABC takes a broader view of EEO by embracing diversity so that the focus is on the individual rather than groups, recognising and valuing the diverse skills, cultural values and backgrounds of all staff, including gender, age, language, ethnicity, cultural background, disability, sexual orientation or religious belief. That diversity also refers to the range of ways we are different in other respects such as educational level, job function, socio- economic background, personality profile, geographic location, marital status, and family or other carer responsibilities.
2.2 Recommendation: That the EEO Manager develops a draft Diversity Management Plan which includes coverage of anti-discrimination, the EEO groups and the broader diversity interpretation and that the Plan covers the five-year period 1997-2002 and includes the following broad modules:
22 • Centrepiece is the policy statement, commitment from senior management, major objectives linked to the Charter, Corporate Plan and Editorial Policies, and the promotion, communication and reporting of the Plan. All other modules are linked to this central framework.
• Cultural Diversity and non-English speaking background.
• Disability Action Plan which is currently in the implementation stage.
• Work and Family/Carers.
• Women in Management and non-traditional roles.
• Indigenous Employment.
• Human Resources integration including Workplace Harassment, Grievance Procedures, Enterprise Bargaining and Performance Management.
• Training and Development including mentoring, networking, co-ordination of traineeships/cadetships and assistance with the implementation of the Diversity Management Plan.
• Emerging issues such as youth and age.
2.3 Recommendation: That following completion and acceptance of the draft Diversity Management Plan by the Executive that each Portfolio nominates a Diversity Forum of at least three staff who would make a valuable contribution to the implementation and reporting of the Plan in their area. It is further recommended that this Forum meets at least three times a year and can co-opt other staff with special interest/expertise at any time to assist the implementation, monitoring and reporting of the Diversity Management Plan.
2.4 Recommendation: That the EEO Manager meets with each Portfolio Head and Forum to discuss the tailoring of the draft Diversity Management Plan to their area so that reasonable and realistic strategies and outcomes are devised. Portfolios may have additional ideas that can form part of their area’s Plan. This process to be completed by end July 1998.
2.5 Recommendation: That the Diversity Management Plan retains targets for the EEO groups while the Equal Employment Opportunity (Commonwealth Authorities) Act remains unchanged. The targets to be tied to community representations and comparative targets of other organisations and to be a range rather than an individual percentage.
2.6 Recommendation: That the Human Resources database be reviewed in regard to EEO statistics so that there is a link between the HR database and the EEO database for improved monitoring and reporting.
23 COMMITMENT AND RESPONSIBILITY FOR DIVERSITY MANAGEMENT
3.1 Recommendation: That the Board and Executive endorse the Diversity Management Plan and a statement of endorsement is included in the policy statement and that commitment to the Plan is demonstrated by leadership and example.
3.2 Recommendation: That Portfolio Heads assign reasonable funds to meet the costs of agreed strategies within their portfolio (if there are costs involved) and ensure that strategies are implemented, within a climate of encouragement.
3.3 Recommendation: That all Senior Executive and line managers have specific objectives for responsibility/implementation of Diversity Management Plan strategies included in their Performance Planning and Review assessments.
3.4 Recommendation: That Senior Executives/line managers undertake training to increase awareness and participation in regard to the implementation of the Diversity Management Plan.
3.5 Recommendation: That all position descriptions contain a requirement to demonstrate an understanding of equity and diversity principles and the workplace harassment policy and that selection guidelines includes directives to panel members to seriously appraise this criterion.
3.6 Recommendation: That the Diversity Forum members be given appropriate status, time and resources to undertake the development and implementation of the Diversity Management Plan.
3.7 Recommendation: That the overall responsibility and co-ordination of the Diversity Management Plan continues to be within the Human Resources portfolio. The EEO Manager’s title to be changed to Diversity and Equity Manager. There is to be a greater emphasis in the role on consultation, both internally and externally, gaining participation/feedback from all staff including focus groups, a wider, more frequent dissemination of information and promoting the understanding of business challenges and how diversity can enhance business performance.
3.8 Recommendation: That Human Resources Managers actively encourage and facilitate Diversity Management Plan strategies in their areas as an integral part of HR management.
3.9 Recommendation: That consideration be given to the appointment of a national co-ordinator of traineeships, cadetships, scholarships and work experience within the Training and Development area of Human Resources, to ensure that consistent and appropriate induction, support and mentoring is provided to trainees from a range of backgrounds. Also to assist with the linking of the Diversity Management Plan, for example, targeted traineeships and work experience strategies, to the strategic plan of the ABC with regard to future training needs.
24 COMMUNICATION AND RECOGNITION
4.1 Recommendation: That consideration be given to workplace diversity awards within the ABC to encourage and acknowledge participation at the local level.
4.2 Recommendation: That a co-operative project be undertaken with relevant Portfolios to ascertain if program and marketing resources can be utilised to produce communication aids such as videos and written material, and events such as launches, conferences or workshops which could not only assist the implementation of the Diversity Management Plan but could also be directed at external markets.
25 activities EEO Activities in 1997-98
The Equal Employment Opportunity (Commonwealth Authorities) Act 1987 requires the ABC to undertake a number of actions as part of its overall EEO program.
Informing Employees (Section 6(a))
During 1997-98 information on the policies and initiatives of the EEO Unit and related Human Resources areas was distributed to staff by a variety of methods. Overall reporting via the 1996-97 EEO Annual Report which was tabled in both Houses of Parliament on 26 November 1997 and the ABC’s Annual Report. Induction and training sessions provided staff with information and discussion on EEO principles and practices. Around Australia discussions took place with management teams about the review of the management of EEO under the One ABC and progress with EEO initiatives. Staff were able to attend the workshop What’s in it for Me?, which focused on EEO principles, legislation, harassment issues and EEO initiatives.
Articles were published in the staff magazine Wavelength about Women in Engineering scholarship winners and the NAIDOC week activities.
Human Resources staff, Workplace Harassment Contact Officers and women’s network participants received relevant information on a regular basis and a package of up-to-date acquisitions of EEO resource material is compiled quarterly and sent to EEO contacts in branches for access by all staff. EEO information is now sent directly to ABC staff working overseas.
As the Disability Action Plan is implemented, information is sent to Portfolio Heads and other appropriate staff to progress the strategies.
Staff are encouraged to apply for external scholarships and awards and information is distributed widely, for example, the Science and Technology Grants for Women and the Human Rights Awards.
Posters and brochures have been updated for distribution to keep staff informed about the Workplace Harassment Policy and the names of the local Contact Officers.
School holiday care and activities and information on English Improvement Opportunities were provided to Sydney-based staff.
Resources maintained in the EEO Unit are available for access by all staff and during the year assistance was given to many enquirers regarding interview questions, assistance with study, background information for storylines and general interest in discrimination/diversity issues.
26 Conferring Responsibility (Section 6(b))
All management and staff continue to be responsible for EEO in their areas and for maintaining a discrimination and harassment free working environment. Overall, responsibility for the implementation of EEO in the ABC, remains with the Managing Director and the Portfolio Heads. The EEO Management Plan 1993-97 tailored strategies to individual Portfolios for implementation.
Responsibility for EEO is shared among managers at all levels and locations and is acknowledged in the duty statements of all managers and supervisors. Line managers retain responsibility for EEO activities and performance within their areas, with the EEO Manager and the Manager Aboriginal Employment and Development, providing specialist services to assist in the development, implementation and monitoring of the EEO program.
Some other roles have been introduced - Workplace Harassment Contact Officers and EEO Contact Officers in each branch - who provide information and support to staff.
The EEO review has included in its recommendations a section on commitment and responsibility for diversity management. Overall, the recommendations focus on commitment from senior management to be demonstrated by leadership and example, that training be undertaken to increase awareness of the Diversity program and that selection guidelines include a serious appraisal of staff’s demonstration of the understanding and application of EEO principles and practices.
Consultation with Trade Unions (Section 6 (c))
Industrial relations between the ABC and the unions - the Community and Public Sector Union, Media, Entertainment and Arts Alliance and The Association of Professional Engineers, Scientists and Managers, Australia - has, despite the massive downsising and budget restrictions, been productive and generally harmonious. Very few disputes reached the Dispute Settling process stage before the Australian Industrial Relations Commission, and certainly the issues on which disputes have arisen could be described, in relative terms, as negligible when compared against the extent and significance of the workplace change which occurred in the ABC during 1997-98.
The strategic focus on consultation with the Unions was centred on timely and frank advice on the nature of the change and the impact such change would have on affected staff. The ABC also emphasised the importance on consulting simultaneously with staff directly affected by change, irrespective of their union membership. This approach was consistent with the approach taken by the ABC on its industrial relations for over 25 years.
Consultation with Employees (Section 6(d))
Considerable consultation was undertaken with staff during 1997-98, at the senior and line management levels with the EEO review consultation and questionnaire process. Feedback was also sought from all staff via the line managers. The extensive responses have been documented in the EEO review publication and some recommendations have been derived from this source.
As well as meeting with management, workshops were held for all staff on EEO principles, policies and practices.
27 Managers and supervisors requested information and advice on a range of issues to address EEO-related problems and to implement EEO strategies in their areas, including dealing with harassment, issues for staff with disabilities, flexible work arrangements, career development for women and redundancy issues for staff from the EEO groups.
Individual staff members also sought advice/action on issues ranging from harassment on various grounds, work and family commitments including resumption of work from maternity leave, equity of opportunity, requirements of staff with disabilities and prevention of victimisation.
Indigenous cadets and trainees and their managers are involved in ongoing consultation regarding workplace matters and career development.
Consultation took place with the ABC’s Network 99 women’s group committee and members by a letter and questionnaire sent to all women at Ultimo and Gore Hill for feedback on the women’s preferences for activities. It is envisaged that a similar exercise will be undertaken for other branches.
The annual meeting was held in March 1998 (by conference call) with the Workplace Harassment Contact Officers, which focused on distribution of information to all staff.
Participation also involved membership of committees and working parties on Human Resource policy. Participation in Human Resources Branch Managers conference call meetings regarding the Disability Action Plan.
Collection of Statistics (Section 6(e))
In 1997-98 staff who commenced during the year and who had not provided EEO data were requested to comply. Responses were received from around 145 staff which assisted an overall response rate of 80.7%. This figure is lower than the previous year of 82%, which would seem to be the result of a high percentage of staff with EEO data, who exited by redundancy. For the next year, a request will go out to all staff without EEO data to provide this information.
As part of the EEO review there was a substantial collection of information and statistics on comparisons and best practice with other organisations. Data focused on the representation of women in senior management and engineering/technical positions and the other EEO groups, in the ABC, the Australian Labour Force, the Federal and State Public Service and the private sector. Specific statistics were collected from the commercial television networks for women in senior management.
Data on staff, including information on the EEO groups were also compiled for nominations and acceptances for voluntary redundancies, which will assist the monitoring process for the ongoing representation of staff from the EEO groups. It is envisaged that the implementation of a new Human Resource Management Information System will also assist with planning and monitoring.
Figures on the number of women who have taken maternity leave in the past five years have been compiled by occupation. Gender statistics by occupational groups have been provided to individual portfolios and for external requests.
28 Consideration of Policies and Examination of Practices (Section 6(f))
Policies and practices that have been considered, examined and implemented are outlined in the following sections of this report.
The Human Resources Portfolio collects relevant resources both internally and externally and examines best practice and innovation in Australian and overseas organisations. The EEO review involved extensive information gathering and consideration of future policies and practices, including the impact of legal decisions in the courts and the proposed changes to the Commonwealth Public Service Act. With the new directive of the Public Service to a diversity model, the role of EEO in the ABC was reviewed to take into account this change of focus.
Participation continued with EEO specialist network groups, seminars/conferences and awards presentations. All of the processes of consultation, collection of statistics, establishing networks and appraisal of resources assists the development and implementation of appropriate and effective policies and practices.
Setting Objectives and Selecting Indicators (Section 6(g))
Objectives and targets were set for the ABC as part of the implementation of the EEO Management Plan 1993-97. The progress of representation of the EEO groups is shown in the following table:
PROGRESS OF REPRESENTATION Group Representation Representation Representation June 1993 1997* 1998*
Women in Senior Management 28.6% 28.4% 31.2% Aboriginal and Torres Strait Islander People 1.4% 1.5% 1.5% People of Non-English Speaking Background 15.5% 14.1% 13.7% People With Disabilities 3.9% 2.8% 2.2%
*excluding subsidiaries
The 1997 and 1998 figures exclude staff previously included in the Concerts Division; data are reported separately in the Subsidiaries section.
Targets, performance indicators and timeframe set for the period 1993-97 are reviewed as part of the next Diversity Management Plan for 1997-2002. The Disability Action Plan retains the target, by 2000, the representation of people with disabilities employed by the ABC to be at least 5 per cent of total staff - as well as providing a number of strategies linked to goals.
29 From the EEO review consultancy process, a number of managers commented on the usefulness of targets and there were a range of views put forward. The final recommendations included that the Diversity Management Plan retains targets for the EEO groups while the Equal Employment Opportunity (Commonwealth Authorities) Act 1987, remains unchanged. The targets to be tied to community representations and comparative targets of other organisations and to be a range rather than an individual percentage.
The EEO review recommends that all Senior Executives and line managers have specific objectives for responsibility/implementation of Diversity Management Plan strategies included in their Performance Planning and Review assessments. A further recommendation focuses on Portfolios allocating resources to devise reasonable and realistic strategies and outcomes to suit their specific areas.
Monitoring and Evaluation (Section 6(h))
The EEO Management Plan 1993-97 had provision for monitoring and evaluation and this has been undertaken and reported, on an annual basis, as part of the information included in the ABC’s Annual Report and the EEO Annual Report. Other forums for accountability include the Access and Equity Annual Report and the progress reports of the ABC’s Corporate Plan 1997-2000 and the Commonwealth Disability Strategy.
The Disability Action Plan includes performance indicators and an indicative timeframe and states that the ABC will undertake an evaluation of the progress of the Plan every two years for the Human Rights and Equal Opportunity Commission.
The EEO review includes an evaluation of the EEO Management Plan 1993-97, as well as a broad evaluation of the ABC’s EEO program, responsibility and management of EEO. The recommendations in the review endorse commitment and responsibility for the new Diversity Management Plan, including assistance with the implementation, monitoring and reporting of the Plan. As part of the evaluation process there is a recommendation that consideration be given to workplace diversity awards within the ABC, to encourage and acknowledge participation at the local level.
30 policies
Human Resource Policies and Activities
Broad Human Resources Initiatives
Strategies have been devised to assist the development of Portfolio line management knowledge and understanding of human resource issues and their impact on the business, including:
• a comprehensive monthly human resource management report that provides very detailed statistical data by portfolio, branch, employment classification;
• regular human resource management readings on business trends;
• Human Resources Management Information System (HRMIS) user group activities;
• regular briefings on progress of workplace reform initiatives; and
• strategic management forums.
There are two key initiatives being undertaken to develop relevant and accessible employment policies: workplace reform strategy and the implementation of the new HRMIS. These two long term initiatives are providing the capacity to change formal employment arrangements to suit ABC business requirements and to streamline the administrative procedures and processes for the application of conditions.
Both these initiatives have required extensive consultation with line management in the development and design of enhancements. To this end, there is a significant amount of activity which has occurred within branches and portfolios. As part of a more strategic approach to people management and a desired devolution of accountability to the line, this process has embodied an educative approach for both line management and human resource practitioners.
The new HRMIS system is being configured to support current arrangements, and the development of new employment conditions and processes through enterprise bargaining, will further streamline the processing.
The Human Resources team has led the development of a detailed workplace reform strategy which will achieve for the ABC a number of major objectives:
• a more flexible, mobile and skilled workforce that can be easily deployed across all portfolios;
• reward and remuneration based on performance rather than time;
31 • simplified employment administration;
• commonly and consistently applied employment conditions;
• enhanced ability at the local level to establish local arrangements; and
• more efficient management of staff that can deliver savings and/or increased uses of available resources through enhanced productivity.
Within the Structures Unit, substantial progress was made in developing and implementing the new management structures at all levels across the majority of the new portfolios. A centralised evaluation process was put in place to ensure that, throughout the restructuring phase, salary classification and work level standards were applied consistently.
With the budgetary restrictions for 1997-98 carrying over from the previous year, the ABC continued with its downsising of staff, consistent with the ABC Enterprise Agreement 1996-98. Although primarily based on operational requirements, the staff loss was broadly representative of the ABC’s staff mix with respect to gender, race and age.
Those staff members who did not submit an expression of interest in voluntary redundancy and whose positions were abolished were declared excess to the ABC’s staffing requirements and elected to opt for the sixteen week retraining and redeployment options available under the Enterprise Agreement. The substitution process, a method by which staff who were excess could swap with someone who sought redundancy, subject to suitability and skill matching, proved successful in minimising the level of involuntary retrenchment.
Specific Policies and Activities Employee Assistance Program
The Employee Assistance Program was introduced to assist staff and their immediate families/close personal relationships to deal with stress and other problems affecting personal well-being and job performance. This is in line with the ABC’s broad-based definition of family. Utilisation figures were compiled for the nine months ending March 1998 which indicated that of the total number of staff who had accessed this service, women represented 58 per cent, NESB 9 per cent and ATSI less than 1 per cent.
A peer support program was introduced in Tasmania as an additional strategy to assist staff. Twelve peer supporters were trained for this role - seven men and five women.
Workplace Harassment Policy
Updates were made to posters and the brochure, Everyone’s right...everyone’s responsibility, outlining the Prevention of Harassment and Discrimination in the Workplace Policy. New Workplace Harassment Contact Officers were appointed to replace those who had left the organisation and a tele-conference was held with all Contact Officers to discuss issues and raise concerns.
32 Harassment issues were included in EEO workshops conducted in all branches. Information including a video on harassment was sent to Western Australia and Tasmania for further sessions.
Work and Family
A number of discussions took place regarding the strategy for the development and implementation of the ABC’s Work and Family Plan, which will be included as a module in the new Diversity Management Plan, to be completed in 1998-99. The EEO review highlighted the progress made by organisations in Australia with work and family initiatives. The ABC commissioned a report on Work/Life Best Practice Case Studies, which was completed in March 1998.
Other issues focused on the ABC childcare centres, maternity leave and return to work and the availability of part-time work. The Information Technology department identified one of its units as an area that needed some focus on achieving a workable balance between business requirements and family commitments. A workshop was conducted in June 1998 which provided the opportunity for a range of views and concerns to be presented and resulted in developing strategies to pursue.
One of the strategies is a proposal to conduct a pilot telecommuting project during 1998-99.
Training and Development
A centrally co-ordinated Training and Development department provides in-house training and development activities for all areas of the ABC (Radio, Television, multimedia and corporate services) and some external training.
In 1997-98 the department was restructured to provide a training presence in each state and territory, to support training in the major production and administrative support functions, and to support the One ABC initiatives of the organisation.
ABC Training and Development worked in consultation with ABC portfolios and branches on Training Plans for 1998-99, conducting an organisation-wide training needs survey.
Currently the ABC has 41 trainees and cadets, with 31 women and nine Indigenous people. Discussions took place about the need to co-ordinate all the factors of traineeship/cadetship/scholarship employment opportunities to ensure the most successful outcome for staff and the ABC, by uniform induction, mentoring and training programs. A co-ordinated approach would assist with linking aspects of the Diversity Management Plan, for example, targeted traineeships and work experience strategies, to the strategic plan of the ABC with regard to future training needs.
The collection of EEO statistics for staff participating in training activities has been reviewed in line with the new integrated administrative and reporting system.
A range of relevant training opportunities was delivered during the year, including: Reporting Indigenous Issues - The Stolen Generation: Bringing Them Home seminar; workshops on work and family issues; EEO and cross-cultural
33 awareness sessions for all staff around Australia and specific groups such as the News/Caff Director’s Training Course 1998; and the Springboard development program for women.
The ABC co-ordinated the Rural Woman of the Year Award, increasing awareness and recognition of Australian rural women. The Training and Development department, as in past years, provided leadership and media training to finalist candidates in Sydney in September 1997.
Springboard participants left Mae Gannon and Rosie Beaton
34 Women
Women Women
The total number of women staff members at 31 August 1998 is 1726, representing 42.8% of total non-casual staff. This represents about the same percentage as last year, 42.9%, with a steady increase since June 1993 from 39.0%. The number of women who departed the ABC under redundancy arrangements totalled 201, which is 47% of all redundancies.
REPRESENTATION OF WOMEN BY OCCUPATION (figures based on total non-casual staff) Occupational Group Total Staff June August August No. 1993 1997* 1998* No. % No. % No. %
Senior Executives 250 83 28.6 74 28.4 78 31.2 Administrative Officers 1009 793 61.5 732 63.0 636 63.0 Journalist/Reporters 722 305 42.1 346 48.1 346 47.9 Musicians - 174 38.3 2 28.6 - - Engineering/Technical 244 10 2.8 11 4.0 14 5.7 Prod. Support (TV) 201 193 74.5 183 78.2 157 78.1 Producers/Directors (TV) 133 54 34.6 59 37.1 52 39.1 Production Services (TV) 141 53 23.6 59 33.5 48 34.0 Transmission (TV) 20 4 21.1 6 25.0 4 20.0 Production Ops (TV) 544 83 13.2 83 14.5 79 14.5 Broadcaster (R & RA) 767 317 35.2 320 41.1 312 40.7
Total 4031 2069 39.0 1875 42.9 1726 42.8
*excluding subsidiaries
Within occupational groups there is over-representation of women in Production Support (78.1%) and Administrative positions (63%) which are unchanged from last year. While the lowest participation rates are in Engineering/Technical (5.7%) and Production Operations (14.5%). The Engineering/Technical group increased by 1.7% which reflects the ongoing strategies undertaken in this non-traditional area.
35 During the year the percentage of women senior executives increased to 31.2%, which is the highest recorded representation, an increase from 1997 of 2.8%. As noted in the EEO review the ABC’s proportion of women senior executives compares very favourably with the overall Australian Labour Force, the Commonwealth and State Public Service and the private sector.
There is a reasonably high representation, overall, of producers/directors (39.1%), production services staff (34%) and broadcasters (40.7%).
REPRESENTATION OF WOMEN WITHIN SALARY RANGES (Percentages based on total non-casual staff)
$68071 and above (includes SE 5-19)
$56411 - $68070 (includes SE 1-4)
$52475 - $56410 (includes AO8)
$49328 - $52474 (includes AO7) 1997
$42308 - $49327 (includes AO6) 1998
$38306 - $42307 (includes AO5)
$35160 - $38305 (includes AO4)
$31306 - $35159 (includes AO3)
$27410 - $31305 (includes AO2)
Below $27410 (includes AO1)
0 10203040506070
Percentage (%)
REPRESENTATION OF WOMEN JOURNALIST/REPORTERS (Percentages based on total non-casual staff)
Level 4-6 1997 1998 Level 2-3
Level 1
Cadet
0 1020304050607080
Percentage (%)
36 The number of women Journalist/Reporters had steadily increased since June 1993 from 42.1% to 48.1% in August 1997; this year the number of women remained the same (346) with a slight decline to 47.9% overall.
The higher representations of women are distributed within the cadet and Level 1 bands and together with the equal representation in Level 2 - 3, it would be expected, over time, that a reasonable number of women will enter the highest band and further increase the proportion in Level 4 - 6. Recent recruitment intakes for cadets and trainees have resulted in a higher number of women applicants being appointed.
Following the completion of the restructuring process, with limited recruitment opportunities, emphasis will be placed on the development and implementation of strategies for women that include mentoring, training and development, career planning, balancing work and family and networking.
ACTIVITIES During 1997-98 there were a number of Human Resource initiatives for staff generally and some specifically for women.
Women in Television Project
The Women in Television Project was undertaken by the Australian Film Commission, in response to research into women’s participation and opportunities for career advancement within Australian television. In association with the ABC, the commercial networks, SBS, the Federation of Australian Commercial Television Stations and the Screen Producers Association of Australia, a series of initiatives designed to assist career development and networking opportunities was implemented.
During 1997-98 the ABC participated in a strategic planning meeting to determine a calendar of events and hosted a Women in Sport lunch in August 1998, with Karen Tighe as guest speaker. Another lunch was organised, later in August, hosted by the Seven Network for women in production. Future activities include breakfasts, lunches, workshops and conferences held around Australia.
A draft questionnaire has been written for women in television working in non- traditional areas and ABC women were sought to be included in a publication on women in television.
Women in Engineering Three of the ABC’s branches implemented a major initiative with the recruitment of women trainees in the technical services area, where women have traditionally been under represented. With two trainees in NSW, and one in both Victoria and Queensland, the representation of women in the engineering/technical group has been increased during 1997-98. The traineeships are a blend of study and practical training in the maintenance, planning and installation From Left: Chrissie Tucker (EEO Manager) with Women in of radio broadcasting equipment. Engineering Scholarship Winners Thi Thanh Thuy Hoang, Nicola Dwyer and Suzanne Sirotti
37 The ABC continued with the Women in Engineering Scholarship awards. Since 1993 scholarships have been awarded in Sydney and Melbourne. The award consists of a monetary payment and three weeks work experience. Eight of the past scholarship winners or applicants are currently employed in the technical areas.
Last year the scheme was extended to Perth and Hobart and during 1997-98 all states and territories were included.
Women’s Networks
Network 99, the ABC’s discussion/network group for women held a Christmas function and committee meetings. A major thrust was the compilation of a letter and questionnaire that was sent to all Gore Hill and Ultimo women, updating on the current state of the group and inviting feedback on the types of activities and appropriate times to hold them and to invite staff to join the committee. Fourteen women opted to participate on the committees and four senior women accepted the role of patron - Janet Clayton, Geraldine Doogue, Jacquie Hutchinson and Therase Tran.
A similar strategy will be considered for the other branches. Brisbane staff participated in the establishment of a Television industry network for women.
Networking lunches for women commenced during 1997-98, which included invitations to new staff, as a support mechanism.
Senior executive women accepted corporate membership of the Women and Management Inc organisation which provides workshops and events for career and personal development and external networking opportunities.
Training and Development
Springboard, the external development program for women in non-managerial positions provided thirteen ABC participants with the opportunity to learn and practice career and personal developmental strategies. Two managers represented the ABC in the program as mentors which provided them with leadership skills development.
Some informal mentoring arrangements for women were arranged on request.
Opportunities to attend International Women’s Day activities were offered to Canberra and a technical employee at Gore Hill, while two women from Program Production and Finance and Business Services attended the Women in Management Forum. The Head Human Resources spoke at this Forum, on gender- based management styles which was held in December 1997.
38 Aboriginal
Aboriginal and Torres Strait Islander People
In August 1998 the number of Aboriginal and Torres Strait Islander staff totalled 61 which represents 1.5% of total staff, which is the same proportion as the previous year. Although the representation remained the same, the number of Indigenous employees declined by three staff members as a result of the departure of nine people under redundancy arrangements and three resignations. While there were nine new trainees appointed during the period.
REPRESENTATION OF INDIGENOUS PEOPLE BY OCCUPATION (figures based on total non-casual staff) Occupational Group June August August 1993 1997* 1998*
No. No. No. %
Senior Executives 1 1 1 0.4 Administrative Officers 15 17 13 1.3 Journalist/Reporters 26 15 14 1.9 Musicians 1 - - - Engineering/Technical 1 2 3 1.2 Prod. Support (TV) 2 3 3 1.5 Producers/Directors (TV) 6 7 1 0.8 Production Services (TV) 3 5 5 3.5 Transmission (TV) - - - - Production Ops (TV) 10 6 8 1.5 Broadcaster (R & RA) 10 8 13 1.7
Total 75 64 61 1.5
*excluding subsidiaries
The Aboriginal Employment and Development Program (AEDP) recruited nine Indigenous staff across four states: New South Wales, Victoria, South Australia and Western Australia. Indigenous staff have also completed traineeships located in newsrooms in the Northern Territory and Tasmania.
39 Traineeships are currently located in journalism, radio broadcasting, in both radio and television technical and production services, local radio on-line service, and in program and information resource areas.
Indigenous staff who have departed by either redundancy or resignation have acquired skills to pursue both professional and personal development opportunities outside the ABC.
EEO and Cross-Cultural Awareness training and advice continue to be provided to ABC management and staff. The AEDP Unit continues to promote and facilitate career development and skills enhancement opportunities for Indigenous staff:
• ongoing staff participation in careers day expo’s;
• cadet placements in the Indigenous Programs Unit (IPU) Sydney and SPEAKING OUT (Brisbane);
• trainee broadcaster placements in regional and metropolitan stations;
• acting opportunities for ongoing staff across the networks - two regional broadcasters to Triple J and SPEAKING OUT;
• career change opportunities undertaken by an IPU researcher towards television assistant director work via workshop and field experience opportunities;
• senior ongoing producer/journalist staff co-present with AEDP manager the Reporting Indigenous Issues workshop training module during the National Aboriginal and Islander Day of Celebration (NAIDOC) week and at a significant national media forum;
• secondment opportunities for Indigenous technical staff to work with the Indigenous Broadcasting Unit with a focus on work associated with aspirant and emerging Indigenous media groups in a number of states; and
• participation of Indigenous staff in an ABC National Indigenous Staff Conference.
ABC state branches undertook a range and variety of activities, including Flag Raising ceremonies, to observe annual NAIDOC week cultural celebrations. A forum on The Stolen Generation: Bringing Them Home was held at Ultimo with a panel of speakers including winners of NAIDOC week Seminar panellists from left: David Busch, the 1997 Human Rights Awards. These winners received Wendy Mcleod, Patrick Malone and Chris Bullock awards in the radio and television categories for stories on The Stolen Generation.
Local Radio’s Indigenous News and Current Affairs program, SPEAKING OUT, extended to a live one hour program with talk back and moved to the Sunday, later evening time-slot, of 9 - 10pm.
The AEDP Unit is currently undertaking a review of Indigenous employment across the One ABC.
Indigenous Broadcasting Unit providing training at Cherbourg, Queensland
40 non-english
People of Non-English Speaking background
The ABC’s Corporate Plan 1997-2000 refers to the value in expressing the cultural identity of Australia and informing citizens of this democracy as well as meeting the challenge of adapting to the changing expectations and interests of audiences. A number of Corporation and Portfolio strategies have been incorporated in the Plan to assist the achievement of the overall mission and objectives of the organisation.
Objectives that will particularly contribute to a comprehensive and inclusive service for all Australians are - that the ABC will:
• inform, entertain and contribute to a sense of national identity;
• reflect Australia’s regional and cultural diversity; and
• contribute to public debate concerning issues and matters of importance to Australians.
The level of representation of staff of non-English speaking background in August 1998 was 13.7%. This ratio has trended downwards from 15.5% in June 1993 and 14.1% in August 1997. NESB redundancies for 1997-98 totalled 62 staff which was 14.5% of total redundancies.
41 REPRESENTATION OF PEOPLE OF NON-ENGLISH SPEAKING BACKGROUND BY OCCUPATION (figures based on total non-casual staff, percentages based on staff with known EEO data) Occupational Group June August August Staff with 1993 1997* 1998* EEO Data No. % No. % No. % No. %
Senior Executives 26 12.6 24 10.9 28 12.0 234 93.6 Administrative Officers 189 20.3 188 19.0 162 19.4 836 82.9 Journalist/Reporters 33 8.5 36 6.5 36 6.7 541 74.9 Musicians 40 14.4 1 14.3 - - - - Engineering/Technical 56 23.9 63 26.0 57 27.3 209 85.7 Prod. Support (TV) 14 7.8 14 7.1 10 6.5 155 77.1 Producers/Directors (TV) 10 9.3 12 8.8 10 8.5 117 88.0 Production Services (TV) 19 15.8 21 16.8 15 15.6 96 68.1 Transmission (TV) 1 9.1 3 13.6 - - 18 90.0 Production Ops (TV) 43 11.5 47 10.8 42 10.2 411 75.6 Broadcaster (R & RA) 87 9.6 97 14.8 87 13.7 637 83.1 Total 518 15.5 506 14.1 447 13.7 3254 80.7
*excluding subsidiaries
Participation by people of non-English speaking background remains highest in Engineering/Technical (27.3%), Administrative Officers (19.4%) and Production Services (15.6%). Transmission representation was 13.6% last year, with three NESB staff, who departed during 1997-98, resulting in no representation. The next lowest participation ratios are in the Production Support (6.5%) and Journalist/Reporters (6.7%) groups.
Senior Executives increased by 1.1% in 1998 to 12%, which represented 28 senior executives from non-English speaking background, with over 60% in the higher senior rankings.
REPRESENTATION OF PEOPLE OF NON-ENGLISH SPEAKING BACKGROUND WITHIN SALARY RANGES (Percentages based on staff with known EEO data)
$68071 and above (includes SE 5-19)
$56411 - $68070 (includes SE 1-4) 1997
$52475 - $56410 (includes AO8) 1998
$49328 - $52474 (includes AO7)
$42308 - $49327 (includes AO6)
$38306 - $42307 (includes AO5)
$35160 - $38305 (includes AO4)
$31306 - $35159 (includes AO3)
$27410 - $31305 (includes AO2)
Below $27410 (includes AO1)
0 5 10 15 20
Percentage (%)
42 During 1997-98 both the ABC’s Code of Practice and the Editorial Policies documents were updated including sections on Discrimination and Cultural Diversity. For the first time, a Service Charter was developed to set out the nature and quality of service that customers can expect in their dealings with the ABC. References in the Service Charter include service delivery standards and audience expectations:
• reflecting awareness of target audience values and expectations;
• treating audience members professionally and acting with fairness, care and integrity;
• using plain language; and
• compliance with Commonwealth anti-discrimination laws.
The EEO review included information on organisations involved in the issues of people from non-English speaking backgrounds and from attendances at external seminars and conferences such as The Anatomy of Prejudice, the National Conference - Multiculturalism and Democracy in Australia and the Race for Business launch organised by the Race Discrimination Commission. The recommendations include the development of a module on cultural diversity and NESB strategies as part of the ABC’s new Diversity Management Plan.
The EEO review identified comparisons with other Commonwealth departments and agencies with all EEO groups. The ABC’s representation of staff from non- English speaking backgrounds was included in the highest third of around 75 organisations surveyed.
EEO workshops and cross-cultural sessions have been conducted during the year to ensure that both program makers and support staff have the relevant information and understanding of access and equity issues both in the workplace and for audiences and other customers. Workplace Harassment posters and brochures have been updated for distribution to all branches.
To assist ABC staff from non-English speaking backgrounds, a booklet about English improvement opportunities is compiled each year. The information includes courses, facilities and resources available at educational and community organisations around Sydney. An example of the booklet and other assistance was sent to all branches to encourage a wider coverage at the local level. Individual requests for assistance with English courses were made and relevant information provided.
The Women in Engineering Scholarship awards continue to attract a high proportion of applicants (and winners) from non-English speaking backgrounds.
A group of United Nations workers and students visited the Ultimo site and HR staff provided information and assistance.
At July 1997, 13.8% of ABC television viewers (6am to midnight) were from a non- English speaking background. This figure decreased slightly to 13.7% for the twelve month period to June 1998. 6.4% of listeners to ABC radio were from households where a language other than English was spoken.
The ABC provided a contribution to the Access and Equity Annual Report 1997-98.
43 people
People with Disabilities Disabilities
The ABC’s Disability Action Plan ABility Counts was launched in May 1997 with objectives, strategies and monitoring and evaluation, under the four broad headings of Employment, Communication, Building Services, and Programs, Services and Delivery. It provides a base to evaluate the current status of the conditions and services in the ABC and part of the process is the undertaking of a number of reviews to identify further strategies and amendments to the Plan.
Substantial progress has been made with the implementation of the Plan, particularly as a project officer was recently appointed for six months to liaise with Portfolios, evaluate the progress of strategies, assist with implementation and write an evaluation report at end December 1998.
The representation of people with disabilities in August 1998 was 2.2%, which has decreased during the year from 2.8%. The ABC retains the target of 5% representation of staff with disabilities by the year 2000.
44 REPRESENTATION OF PEOPLE WITH DISABILITIES BY OCCUPATION (figures based on total non-casual staff, percentages based on staff with known EEO data) Occupational Group August August August Staff with 1996 1997* 1998* EEO Data No. % No. % No. % No. %
Senior Executives 8 3.0 8 3.6 6 2.6 234 93.6 Administrative Officers 32 2.8 28 2.8 23 2.8 836 82.9 Journalist/Reporters 9 1.7 16 2.9 9 1.7 541 74.9 Musicians 7 2.7 1 14.3 - - - - Engineering/Technical 10 3.6 8 3.3 5 2.4 209 85.7 Prod. Support (TV) ------155 77.1 Producers/Directors (TV) 1 0.7 2 1.5 2 1.7 117 88.0 Production Services (TV) 4 2.8 6 4.8 2 2.1 96 68.1 Transmission (TV) ------18 90.0 Production Ops (TV) 16 3.5 15 3.4 11 2.7 411 75.6 Broadcaster (R & RA) 17 2.3 17 2.6 14 2.2 637 83.1 Total 104 2.5 101 2.8 72 2.2 3254 80.7
*excluding subsidiaries The ABC’s Policy for Access and Equity for People with Disabilities
In April 1998 the ABC Executive endorsed the ABC’s Policy for Access and Equity for People with Disabilities.
The Policy
The ABC is committed to providing access and equity for people with disabilities across all areas of employment, facilities, locations and services.
The ABC’s Disability Action Plan sets out objectives and strategies to support this commitment; and the ABC’s Editorial Policies and Corporate Plan include policies and objectives on the inclusion, representation and portrayal of all Australians including people with disabilities.
The ABC supports an inclusive attitude: the recognition that people with disabilities have the same range of abilities, talents and feelings as others, and that they are able to participate in all aspects of community life. The ABC recognises the need to encourage increased awareness and understanding of the needs of people with disabilities and to discourage discrimination and negative stereotyping.
The ABC recognises that the nature and severity of disabilities vary widely. People with disabilities have a variety of particular needs when seeking, gaining and retaining
45 employment and when using ABC programs and services. The ABC undertakes, where reasonable, to accommodate these needs and to provide the Australian community with information about assistance and opportunities available for people with disabilities.
The ABC is concerned to ensure that its objectives and strategies for people with disabilities are effective and appropriate. To this end, the ABC undertakes to consult people with disabilities, both inside and outside the ABC, in determining and implementing these objectives and strategies.
The ABC seeks to foster the attitude that the focus should be on a person’s ability, rather than on the disability, and that ABility Counts.
During the year the Disability Action Plan project officer was appointed in July 1998, working from Canberra. This project officer has an understanding of the issues of people with disabilities and has made considerable progress with the implementation of the strategies included in the Disability Action Plan. Progress-to-date has included meetings held with ABC Portfolio Heads, National HR managers and other relevant staff to determine progress and provide support. External contacts have been established with government and private sector organisations and individuals.
Implementation of strategies relevant to employment issues includes preliminary work on widening the placement of advertisements to encourage people with disabilities (PWD) to apply; provision of work experience; consideration of targeting a traineeship; alternate formats for selection criteria and consideration of a Telephone Typewriter for recruitment purposes.
Communication initiatives have been progressed with the compilation of external PWD organisations able to disseminate information about the ABC’s services and give feedback - by a variety of mediums.
Building Services has allocated responsibility to examine the strategies under the Disability Action Plan which are relevant to ABC buildings, sites and facilities.
With regard to Programs, Services and Delivery, considerable progress has been made regarding a Program Makers Guide about a range of issues and information about PWD to be distributed to all ABC program makers.
The Editorial Policies were updated in April 1998 with references to discrimination and portrayal of EEO groups including PWD. A new Service Charter was developed which also included relevant references.
Members of the community with disabilities have been encouraged to apply for vacancies on the ABC’s National Advisory Council.
Feedback has been sought on the availability of ABC public documents and publications in alternative formats. The Disability Discrimination Commission is assisting with the ABC Web sites to improve accessibility.
Publications that specialise on issues from a disability perspective have undertaken to send multiple copies with accompanying summary of stories and contacts to the ABC to be passed on to program makers.
The Northern Territory launched the Disability Action Plan locally with staff and members of the community with interests in PWD. Meetings have also taken place to examine the possibilities of work experience for PWD.
46 Issues were also raised about the Plan with HR managers via a telephone conference, and management teams at all branches, during the visits by the EEO Manager as part of the EEO review process.
A request was sent to all Portfolios to consider accepting PWD for work experience opportunities. Under a Commonwealth scheme, the EEO Unit employed a person with a disability from February 1998 for paid work experience on a part-time basis.
Assistance has been given to individual staff members with disabilities to assist with their work duties, for example, the provision of a Telephone Typewriter.
Feedback has been given to Commonwealth Departments and consultants on request, for PWD issues in media organisations, the captioning enquiry and on the effectiveness and future directions of the Commonwealth Disability Strategy.
Two HR staff members from South Australia attended the Work Able Seminar as part of the National Disability Biennial Conference, to collect updated information on issues and support for PWD.
Participants in the work placement program The ABC has been nominated for the Prime Chris Rodd (left) and Jamie Rogers Minister’s Employer of the Year Award for employment of people with disabilities.
47 reports
Equal Employment Opportunity
Portfolio Reports
REGIONAL SERVICES
Principles of EEO are integrated in selection processes, staff evaluation and program evaluation processes. Program briefs contain the requirement to reflect cultural diversity, and content is monitored against program briefs to ensure adequate coverage of issues of interest to all sectors of Australian society. Regular meetings are held and relationships maintained with local Indigenous communities and media groups across Australia, including the provision of training to several media groups.
Women make up 50% of the first and second tiers of management in the Regional Services Portfolio. The Head of Regional Services is a woman, with five out of the eleven second tier managers, women, including two of the eight State/Territory Managers. In the third tier of Regional Services management, women represent one quarter of Local Radio Managers, with two of the four Executive Producers of Local Television and five of the eight State Executive Producers of Rural Radio all women. In the ABC’s regional stations, women currently make up one third of the Regional Program Managers across Australia.
During the past year, the ABC’s new Marketing structure has been implemented. Women represent 50% of the senior management group of ABC Marketing. This includes the General Manager Marketing, the National Research Manager, National Marketing and Publicity Manager and one of four Network Marketing Planners. As part of the implementation of the ABC’s new Marketing structure women have been appointed to approximately 90% of Audience Communications Managers positions around Australia.
Resignations and staff reductions have resulted in a decrease in the representation of women in management positions in Western Australia. Given the small number of management positions in the State, any turnover is likely to have an impact on the gender representation of this group.
Rural Radio has employed six trainees in the past 12 months - all women. Of the 50 Rural Radio reporters Australia-wide, 27 are women.
48 Women in Engineering Scholarships were extended to all States and Territories in 1998, to encourage participation of local women undertaking relevant study in the technical areas.
Regional Services demonstrates its commitment to Indigenous broadcasting in three ways: the employment of Indigenous staff; the on-air coverage and presentation of Indigenous culture and issues; and assistance to Indigenous media associations.
The Manager of Indigenous Broadcasting is located in Regional Services and is responsible for liaising with Indigenous media associations and communities, and providing advice to all staff on Indigenous matters.
All areas of Regional Services provided relevant on-air content to highlight NAIDOC week. Indigenous staff attended a national conference in Canberra, facilitating networking and career development opportunities.
Australian Capital Territory
2CN has four women producers who work on a variety of shifts, including technical production. Training has been delivered to increase technical skills. 2CN has three women in full time, prime time on-air shifts - Breakfast, Mornings and Drive. Another woman producer regularly backfills in on-air positions, and the Senior Producer across the day is a woman. Local Television has engaged a female trainee sound/editing assistant, while a female archivist has been involved in the development of a pilot youth program.
Regional Services Indigenous Broadcasting Unit is located in Canberra and has two full time staff, including the Manager Indigenous Broadcasting. The annual conference of ABC Indigenous staff was held in Canberra this year.
2CN supported NAIDOC week with book readings, story telling, live music packages, voxes, interviews and promos. A community morning was held for NAIDOC week, with guest speakers, dancers and singers. This community initiative was organised by an Indigenous broadcaster within the Branch.
Local Television has appointed an editor from a non-English speaking background, who is being trained to direct Snapshot and live Parliamentary Question Time.
2CN supported the 1998 Multicultural Festival with a Package Producer assigned to cover the event. There were interviews and live performances on all programs. Planning has begun for next year’s Festival to include an Outside Broadcast and Local Television Forum.
New South Wales
A woman broadcaster in 2BL has demonstrated good knowledge and technical expertise in on-air situations as well as with ongoing/spontaneous technical studio maintenance. Two women trainees have been recruited in Technical Services.
All Rural Radio staff have increased skills in Technical areas including digital editing and the use of new outside broadcasts equipment, for example, scoop reporter. Two women are employed in the technical/lines areas of Rural Radio.
49 Women present the Morning program on six of the seven Regional Radio stations.
An Indigenous trainee Broadcaster has been appointed and based in Lismore and is undertaking training in radio broadcasting skills.
The upgrading of the ABC’s facilities at Bega is consistent with the ABC’s Disability Action Plan.
Northern Territory
Two women are working in technical areas in the Northern Territory.
50% of Local Radio shifts are presented by women.
Regional Services employs two full-time Indigenous staff in the Territory.
More than 100 cultural groups are represented in the Northern Territory community and are regularly covered in, or contribute to, programming.
An ABility Counts forum was launched in the TV studio with good attendance from the community. In conjunction with a local representative from Project Employment, a program has been established to provide opportunities for work experience for people with intellectual disabilities.
Regional Services employs a person with a disability.
Queensland
A female trainee has been appointed to work in Technical Services in Brisbane and 4QR has 50% female presentation.
Technical advice and training assistance continues to be given to emerging Indigenous media groups within the State. Brisbane celebrations for NAIDOC week involved staff and invited community members in events celebrating Indigenous culture.
SPEAKING OUT returned from the summer recess with a new and extended format. This program broadcast on Local Radio around Australia, covers Indigenous issues and is presented and produced by Indigenous staff from Brisbane. In 1998, SPEAKING OUT was extended from 30 minutes to one hour and moved from 6.00 pm to broadcast live at 9.00 pm Sundays. An Indigenous employee transferred from Regional Radio Mackay, to Brisbane, to take up the role of co- presenter/producer of SPEAKING OUT
Planning is underway for the joint ABC and University of Queensland International Fair to be held in Brisbane in October. 4RK Rockhampton is a major participant in the annual Central Queensland Multicultural Fair held in association with the Central Queensland University in Rockhampton.
Computer access was arranged to enable the administration co-ordinator for Local Radio, with a temporary disability, to work from home during the time of incapacity.
ABC provided a stand at the Brisbane Exhibition which was designed with ramps for wheel chair access.
50 South Australia
The ABC offered Women in Engineering Scholarships comprising a cash component and work experience to women studying engineering at relevant TAFEs and universities. Alice Olenich is the South Australian winner of this scholarship.
From June till October 1997 women filled the Program Director 5AN and Program Director Statewide positions in Local Radio. The 5AN position continues to be filled by a woman and the selection process is underway to fill the Statewide position.
There are currently eight women producers in Local Radio: two based in Regional Stations; the other six working across the day on 5AN. All have a high degree of technical skills which allow them to undertake any role within the 5AN team.
In Television Transmission a female Producer’s Assistant has taken on the leadership role of the area.
All women in Local Radio South Australia, are encouraged to extend their skill base and to undertake roles that enhance their skills. This is achieved by the flexible environment enabling movement between Metropolitan (5AN) and Regional stations. Last year during Sounds of Summer a female broadcaster from Broken Hill presented the Statewide Drive program out of Adelaide for four weeks.
To date, 70% of the presentation of Snapshot on local television has been undertaken by women. There are currently eight women in full time on-air shifts in 5AN - Mornings, Drive and Weekends, while two women fill the Regional Morning shifts in Broken Hill and Port Pirie.
Technical Services is providing a Technical Officer to assist in the completion of work for Indigenous Radio projects. Two Indigenous trainees, one male and one female, have been employed in conjunction with the Aboriginal Employment Development Program, for a two year, full-time attachment in Adelaide. The Trainees are undertaking the skill strands of Television Officer Production Operations.
Also in conjunction with the Aboriginal Employment Development Program, an Indigenous multimedia trainee has been employed in Local Radio. The eighteen month traineeship will involve learning basic broadcasting and online website development skills for Local Radio.
Local Radio continued to cover the diversity of different cultures in its programming by broadcasting, during NAIDOC week from Tandanya - Australia’s National Cultural Institute based in South Australia.
NAIDOC packages were also played throughout the week on all programs. These packages covered Dream Time stories, bush medicine and Indigenous foods and were told by local Aboriginal people.
The Morning program on Local Radio was broadcast in May 1998 from Uwuma, an Aboriginal Community in the remote Pitjantjatjara Lands of South Australia. The broadcast was structured, not only cover the opening of an Indigenous radio station for the region, but to also reflect the customs, life-styles and issues that affect people living in this remote part of the State.
51 In March 1998, 5AN listeners were given the chance to participate in an Indigenous tour conducted by the Museum of South Australia. Apart from being shown aspects of Indigenous culture that they may not have been familiar with, listeners were taken behind the scenes to see Australia’s largest collections of Indigenous artefacts.
The Greek Program broadcast weekly from the 5MV Riverland studios at Renmark continues to be a draw card for ethnic listeners to the ABC. This culturally rich program not only covers issues relevant to the Greek community, but delivers information to a region that incorporates one of the most culturally diverse in the state.
Tasmania
7ZR’s and Regional Radio’s Drive programs, and the Tasmanian Country Hour are presented by women.
Facilities have been modified in the Burnie studios to accommodate a presenter who is blind. For the first half of the reporting period, she presented 7NT’s Afternoon program and Radio presenter Elaine Harris with her guide dog Dori in the January to June 1998 presented 7NT’s ABC studio at Burnie. Drive program.
A Broadcast Engineering Officer, Technical Services, who has a disability, is diversifying into other areas which enable his considerable skills to be utilised. He provides support for the IT Co-ordinator. Duties in this role include PC installation, trouble shooting, training and phone installation. He has recently undergone training to become a SAP specialist in procurement. He also provides relief for TV Transmission.
Victoria
Two Women in Engineering Scholarships were offered; each comprising a cash component and work experience. A presentation for the successful applicants was held in November 1997.
Although the number of Technical Services (AlphaTec) staff continued to decline, an opportunity arose to recruit two trainees at the level of Technical Services Officer Level 1. Both traineeships were filled under affirmative action measures, with appointments of an Indigenous and a woman trainee in June 1998. Both trainees are combining ABC duties with study for a Diploma of Electronic Engineering.
Women constitute a significant proportion of all Broadcasters in Regional Services with 22 of the 46 staff, a representation of 47.8%.
In 3LO, three of six presenters are women. In Victorian Regional Stations, four of eight Broadcaster presenters are women, including one female Regional Program Manager.
Twenty students from tertiary institutions - such as Monash University, RMIT and Swinburne University of Technology - were provided with work experience. Most were journalism students and more than half were women.
52 In association with the Rural Women’s Network the Regional Statewide Drive program presented two live broadcast forums: The Law and Rural Communities from Warrnambool; and Women in Agriculture from the La Trobe Valley.
Regional Services employs two Indigenous Trainee Broadcasters, both women. One is based in Melbourne and undertook a four-week placement in Wodonga providing her with exposure to a Regional Station. The other trainee is based in Bendigo.
Radio National’s Paul Petran, presenter of Music Deli, makes weekly appearances on the 3LO Breakfast program, presenting the music of a singer or group from cultures other than the Anglo-celtic Australian. These cultures have included Chinese, Japanese, Finnish and South American.
Last year marked the fiftieth anniversary of one of Australia’s major migrant centres at Bonegilla in north-eastern Victoria. Wodonga Regional Program Manager, Neil Meaney, produced an oral history series of interviews with former residents, recalling their experiences at Bonegilla. These were syndicated and broadcast nationally.
Western Australia
Initiatives have included the provision of a Women in Engineering Scholarship Award during 1997 with another award under consideration later this year, and a work experience placement for a female student from Curtin University. This person will return for an additional 10 weeks work experience later in 1998.
Currently women represent approximately 36% of WA’s staffing. In areas such as News (47%) and Local Radio (53%) representation of women is high but the influence of the Technical Areas in the overall branch figures reduce overall representation as there are few women in these areas.
With the recent employment of an Indigenous trainee in Local Radio the representation of Indigenous staff in WA is approximately 1.2%.
Regional Services continues its close relationship with Indigenous broadcasters in the Kimberley area. Two of the four Indigenous broadcasting associations have now advanced to broadcasting programs over their own transmission systems. Access to ABC transmitters continues to be given to local Indigenous broadcasters in Halls Creek and Fitzroy Crossing.
This year has seen benefits resulting from previous initiatives in modification made to the building to accommodate people with disabilities. Due to the age of the building and the fact that there have been add-ons over time on a site which has a gradual slope, it is difficult to eliminate all barriers for access by people with disabilities. Initiatives taken include installation of a stairway lift and automatic front doors enabling easier access for many people.
53 NATIONAL NETWORKS
Network Television
Network Television commissions, acquires and schedules programs from ABC Program Production, the in-house production facility and from independent producers. This diversity of program sources contributes to the richness of programming seen on the network. The network has continued to give priority to distinctive programming which reflects the regional and cultural diversity of the community, and to programs of appeal to younger viewers.
Women have made a strong contribution to comedy programs, with the Smallest Room in the House featuring some of Australia’s leading women comedians, including Denise Scott, Lily Bragge, Corinne Grant and Lynda Gibson. Up Front in 1998 also celebrated the talent of women comedians from around the country. The program was hosted by Judith Lucy and Rachel Berger.
The network screened a number of documentaries which explored issues of gender, race, sexuality and the multicultural diversity of the Australian community.
Amongst these was Frocks, Woks and Gossip, which provided a glimpse into the world behind women’s magazines, and explored issues of cross-cultural communication as an Australian magazine established an office in Singapore. The documentary Mama Tina told the story of Irish charity worker Christina Noble, and her struggle to provide love and hope for street children in Vietnam in the face of bureaucracy and a country undergoing radical change.
Indigenous programming included an eight-part documentary series, The Festival of the Dreaming, which was a contribution to the 1997 Olympic Arts Festival. This series featured the work of some of Australia’s leading Indigenous film-makers.
China Dolls was a moving documentary concerned with the portrayal of gay Asian-Australians. It explored the relationship between race and sexuality, and investigated the reality of racial stereotyping and discrimination in the homosexual community.
Gay and lesbian issues were also addressed in Dancing in the Dark, which commemorated the twenty year history of the Sydney Gay and Lesbian Mardi Gras. This was both a timely retrospective of what has become the biggest celebration of gay and lesbian pride in the world, and a revealing social history of changing attitudes in Australian society.
In children’s programs, which UNICEF supported the sixth International Children’s Day of Broadcasting generated six hours of programs for and about children, and featured programs drawn from other cultures and countries.
Race Around the World involved eight young adults from Australia travelling the world with a small digital camera and with a brief to produce a video documentary every ten days for 100 days in ten different countries. The series was of immediate appeal to younger viewers. The series Heartbreak High continued to present characters and issues from different cultural backgrounds, and further strengthened the network’s appeal to younger audiences.
54 Jenny Brockie completed a strong second series of Speaking Personally, with guests including painter Margaret Olley, politician Cheryl Kernot and Aboriginal performer Ningali Lawford. Other Indigenous programming included Social Justice Commissioner Mick Dodson’s personal story which was seen in an episode of Australian Story, and the Songlines series featuring Aboriginal and Torres Strait Islander performers, which was repeated over the summer holidays.
ABC Sport continued its commitment to women’s sport with the most comprehensive coverage of netball in Australia. The network’s coverage of the 1998 Commonwealth Bank Trophy saw two National Netball League matches broadcast each week. The ABC also continued its coverage of the Women’s National Basketball League match of the week with former Australian player Leeanne Grantham providing expert commentary.
The network also provided coverage for numerous golf tournaments, including the Women’s Open and the Ladies Masters.
Network Television’s key future activities will:
• ensure that EEO is an integral part of the day to day approach to commissioning, acquiring and scheduling programs for the network;
• participate in the implementation of a Corporation wide employment strategy for people with disabilities;
• continue to provide career path developments for women to progress in management and program areas; and
• continue to provide employees the flexibility to manage work and family life.
Radio National
EEO objectives are:
• to maintain current success in gaining gender balance at all levels;
• to improve awareness of EEO principles as they apply to Aboriginal and Torres Strait Islander people and people of non-English speaking backgrounds;
• to increase the number of people of non-English speaking backgrounds to a percentage more reflective of the population;
• to maintain current success with recruitment & retention of women; and
• to develop a strategic plan for cultivating cultural diversity on air.
The Radio National Executive consists of three women and two men. Approximately 70% of Executive Producers of Radio National are women and 46% of Radio National programs are presented by women.
Unfortunately, budget reductions mean very few new positions are advertised, reducing opportunities to diversify staffing.
Radio National continues its commitment to providing part time work opportunities where possible to assist parents of young children.
55 Many Radio National programs covered issues of ethnicity, disability and gender equality in their programming, especially Life Matters, Women Out Loud and Late Night Live. At an editorial level, program makers are actively encouraged to seek out a diverse range of participants in programs including people from Indigenous and non-English speaking backgrounds.
In 1999, the Social History Unit and Women’s Unit will combine to form a new Social Features Unit which will produce a new 30 minute contemporary social issues program reflecting the diversity of the Australian population. Particular effort will be made to capture voices rarely heard in the media. A six part series will be made for Sunday Special on contemporary feminism and gender politics. These programs will replace Women Out Loud which has suffered a declining audience in recent years.
Radio National’s AWAYE! Program continues to provide coverage of Indigenous issues and culture, in the form of forums, live music, documentaries and features. Radio National’s commitment to Indigenous issues is reflected not just in this program but across the range of programs broadcast.
ABC Classic FM
EEO objectives are:
• to ensure that all staff are aware of EEO policies and practices;
• to provide opportunities for broadcaster experience for women of non-English speaking backgrounds and Aboriginal and Torres Strait Islander people;
• to look for opportunities to involve Aboriginal and Torres Strait Islander musicians in appropriate programs; and
• to provide training opportunities for all staff in ABC Classic FM to develop skills in production, presentation and management.
The network has continued to meet EEO objectives by the provision of opportunities and training for staff and the inclusion of diversity of programming.
New Music Australia incorporates Aboriginal and Torres Strait Islander music and musicians within the program broadcast on Wednesday evenings.
For NAIDOC Week, the network produced and broadcast a Sunday feature program Bridging the Gulf dealing with the influences of Indigenous music on Western compositional thought.
In March the Adelaide Festival presented a concert with the Adelaide Symphony Orchestra featuring two large works on Aboriginal themes. The first was for dancers from Elcoh Island written by Richard Mills and the second was the first ever work for symphony orchestra to be composed by Indigenous Australians. This was the product of an extensive workshop process with the Adelaide Symphony Orchestra with input from the network. This festival concert was also broadcast during NAIDOC Week.
ABC Classic FM has encouraged the presence of female presenters, and in the long term absence on sick leave of Marian Arnold, has employed another female presenter to present both the Saturday afternoon and Sunday morning sequence of programs on the network.
56 A female Trainee Producer has been working with the network for three months, on a number of projects including a documentary feature on a new work by Ann Boyd Dreams for the Earth premiered during the Sydney Spring Festival and broadcast in September. Another female Trainee has recently been appointed.
The Margaret Throsby program each weekday morning features a high profile guest, many from non-English speaking backgrounds, and National Days are celebrated in the first hour of the program with appropriate music.
Triple J
EEO objectives are:
• to ensure that the principles of EEO are fully integrated into our human resources policy, planning and practice on a day to day basis;
• to increase the number of people of non-English speaking background heard on Triple J;
• to increase the number of women in management, technical and production positions at Triple J; and
• to incorporate EEO principles in all aspects of training and development.
During 1997-98, Triple J moved one woman from a part-time broadcaster position to a full-time on-air program, and replaced a senior male producer with a woman. There are now two women in management areas. The regular on-air line-up consists of six women and eight men.
Across programs there continues to be cultural diversity of voices heard on air - in news bulletins, programs and music.
Triple J supported NAIDOC Week and the Stompem Ground Festival in Broome, collecting a variety of Aboriginal and Torres Strait Islander recordings for use in a program such as Live at The Wireless. In addition, the Festival of the Dreaming was featured on Creatures of The Spotlight.
ABC Newsradio
The full-time staffing of NewsRadio has been relatively stable for the year. The only changes over the year include the outposting of one Sydney position (occupied by a male) to Melbourne, and the resignation of two females from Sydney. Women filled both vacant positions, so the staff breakdown is 11 full-time staff in Sydney (five males and six females), five full-time staff in Brisbane (three males and two females) and one full-time staff member in Melbourne. These figures include management.
Women have senior roles, including Network Editor and International Editor. All but three (two males, one female) of the full-time staff have prominent on-air roles.
NewsRadio also employs people on a contract or casual basis for presentation roles. Of a pool of 11 people who have been so engaged over the past year, two are of non-English speaking backgrounds, and one is Aboriginal.
57 There has been increased diversity in the range of international perspectives broadcast on NewsRadio, with programming from Radio Netherlands, Deutsche Welle, Radio Canada and the BBC. NewsRadio plays a key role in providing international news. Worldwide, a five minute news segment, was presented every half hour in peak periods, except when Parliamentary Proceedings took precedence.
Radio Arts
Two women were appointed to newly created Broadcaster positions in Audio Arts, Sydney, to replace existing Administrative Officer and Broadcaster positions. These positions hold significant responsibility as the Production and Editorial Co-ordinators for Audio Arts work across all production centres.
In 1998, Audio Arts also appointed a new Broadcaster (Sound Engineer), of non-English speaking background, to a continuing position.
Radio Eye has employed a large number of women freelancers, and broadcast a number of programs on Indigenous issues, including Apunipima - The Cape York Health Council, For the Love of Your Own Mother and an address by Noel Pearson during NSW Law Week. Several features produced in-house have been bilingual.
Radio Eye’s two recent commissions co-produced in association with Carnivale in NSW, were for projects using writers from non-English speaking backgrounds. These were widely promoted in the multicultural media. The program has also employed a Jamaican-born freelancer who made a major two-part documentary on the Nigerian musician Fela Kuti.
AWAYE! is dedicated to representing the work of Indigenous artists and freelance producers where possible. The program has also promoted a range of new Indigenous writing, including Black Writers on AWAYE!, the Festival of the Dreaming in Sydney in September, and this year’s Stompem Ground events in Broome. At present AWAYE! employs two Indigenous staff members on a full-time basis.
Arts Talk in Victoria has employed, in a temporary capacity, a producer of non- English speaking background for Books and Writing.
Music programs on Radio National continue to broadcast the work of Australian musicians of a wide variety of cultural backgrounds throughout the year. Music Deli and Multicultural Arts of Western Australia collaborated on two Fremantle concerts featuring - among others - a Thai string trio, a Russian singer, a Scottish Gaelic choir and Maori performers.
Radio Drama commissioned a wide range of women writers for original work. Indigenous writers also have radio drama commissions.
Young Brisbane writer Michael Russell, institutionalised since birth and able to manifest communication skills in a limited way through his writing, has been commissioned by Radio Drama to develop his remarkable autobiographical radio text The Glass Cage.
Radio Drama further developed links with the Multicultural Theatre Alliance of NSW to produce audio versions of three theatre works by new writers from the 1998 10 x 6 season at Sydney’s Belvoir Street Theatre for broadcast in Airplay. Radio Drama covered the Festival of the Dreaming Wimmin’s Business season exclusively, recording live performances for broadcast by both AWAYE! and Soundstage.
58 In the 1998 AWGIES, presented in Melbourne in July, three women won the three radio drama prizes. The production of Merlinda Bobis’s award-winning script Rita’s Lullaby was selected as the ABC’s entry into the Radio Fiction category of the 1998 Prix Italia.
Poetica on Radio National continued to present a broad range of poets and performers from many cultures both within Australia and from around the world.
The Australia Council’s New Media Arts residency with The Listening Room was awarded to Sphea Lerner, who created an audio work exploring her grandmother’s early life in Finland.
The Listening Room on ABC Classic FM also celebrated The Festival of the Dreaming with Lyrebird, a performance work with Indigenous composer, performer and musician Matthew Doyle, who also featured in Crosscurrents with Dutch improvisor Michael Fahres. Dreaming in the World of Spirits was a performance feature on the Korean woman shaman Madame Kim, with Chinese-Australian performance artist Chim Yoke. Hong Kong City in Between was a cross-cultural radio composition involving collaboration between composer Robber Iolinin and Chinese-Australian Philip Ma. Cantata of a Woman Warrior was a performance work for radio by Filipina-Australian writer Merlinda Bobis, exploring traditional mythmaking and storytelling.
Radio Australia
EEO objectives:
• ensure all staff are aware of EEO policies and practices;
• provide more opportunities for broadcasters of non-English speaking background;
• provide more career and professional training for women and broadcasters of non-English speaking background; and
• foster a more multicultural working environment.
Radio Australia is the ABC’s international network focusing on Asia and the Pacific. It has re-defined its role as a leading international and national provider of information and knowledge on and in the Asia-Pacific.
Radio Australia broadcasts daily on shortwave, satellite and on the internet. Its programs are relayed by 40 stations in the Asia-Pacific region and through the World Radio Network in Europe, North America and South Africa.
The network has restructured to accommodate its reduced funding base and broadcasts daily in English, Pidgin, Indonesian, Chinese, Khmer and Vietnamese.
Radio Australia has pooled resources with Radio National to produce the daily current affairs program Asia-Pacific, and with ABC Multimedia and Monash University to produce an innovative education series.
59 EEO developments over the past year:
• appointment of a Network Manager and three new Executive Producers from a non-English speaking background;
• appointment of a woman as Executive Producer of the News and Current Affairs program unit;
• recruitment of a woman as Operational Broadcast trainee;
• successful restructuring through fair process and minimal stress to redundant staff;
• continued coverage of Aboriginal and Torres Strait Islander issues through regular programming; and
• increased coverage of social and cultural issues in the Asia-Pacific region.
ABC Multimedia
ABC Multimedia manages the ABC Online network which includes, among other services, major gateways such as The Lab (science), Drum (youth), Learn Online (education), and the newly-published Arts gateway, The Space. ABC Multimedia is also responsible for the infrastructure and policy development of the ABC’s multimedia activities, and for the management of a range of multimedia projects.
ABC Multimedia consists of a core team of staff which draws together the various skills required to undertake multimedia production and management. As projects and events dictate, additional staff are transferred into the unit for short periods. This suits the unit’s workflow demands, and assists the ABC by broadening the skills base and nurturing multimedia talent within the organisation.
At August 1998, of the 27 staff working in the unit (full/part-time) 16 were women (59%). Women hold senior positions within the unit such as Gateway Producers, Business Manager and Senior Developer. Although the age range of the unit is wide, there is a high proportion of young people. ABC Multimedia hires people with the appropriate talents for the tasks, and does not discriminate by age, gender or background.
ABC Multimedia has, by nature, assumed a training role within the organisation. Multimedia staff often supply web publishing advice to program units and other areas, and ABC staff come into the unit for hands-on training. To formalise and consolidate the organisation’s multimedia training strategy, ABC Multimedia, in conjunction with ABC Training and Development, commissioned in May a report on Multimedia training for the ABC. The report and its recommendations are currently under review by the two departments.
The Multimedia Office in Melbourne has commenced an internal secondment program which is aimed at developing staff skills in the area of online publishing. The first secondee was a female staff member from the Natural History Unit.
ABC Multimedia provided training and placement support for an Indigenous trainee and a female media trainee during this period. ABC Multimedia also supports the Science traineeship program, in conjunction with Radio National.
60 ABC Multimedia played a significant role in the make-over of Radio Australia’s website. A key feature is the development of language services from each of RA’s regional program departments. Radio Australia currently broadcasts Indonesian audio on the internet and it is expected that the other languages will follow. Feedback from a University in Western Australia has indicated that these programs are being applied to their Indonesian language courses.
ABC Multimedia has commenced development on a major Federation Project that will see the creation of a community publishing network that will allow people throughout the country to publish an account of their own communities and their place in Australian society. Part of the project’s development is the creation of alliances with key institutions which will assist in creating support at the local level. Multimedia has approached the Council for Aboriginal Reconciliation to form part of the alliance.
ABC Multimedia has reviewed production standards to ensure that people with disabilities (specifically people with visual impairment) have access to ABC Online.
Future EEO objectives:
• to continue to incorporate EEO values in future online programming;
• to extend EEO objectives into all aspects of multimedia training and development within the Corporation;
• to continue to provide development opportunities for other ABC staff by supporting placement and secondments;
• to provide ABC Multimedia staff with maximum training and staff development opportunities.
61 NEWS AND CURRENT AFFAIRS
ABC News and Current Affairs and Radio Sport continued its commitment to EEO principles during this period through recruitment, selection, training and acting opportunities.
During this period News and Current Affairs took over the management of resources staff in Sydney and Melbourne. Excluding the administrative support staff this group incorporates editors, graphic artists and field crew and consists of eighty-four males and twenty-two females. Of the women, five are graphic artists, eleven are editors, five are sound recordists and one camera operator. The sole female camera operator won the 1997 Walkley Award for Best Cinematography.
Two new traineeships for production journalism were established when News and Current Affairs assumed the management of resources staff in Sydney and Melbourne. These positions are held by one male and one female.
In 1997 the inaugural Andrew Olle Scholarship awarded to a person under twenty-five with less than three years experience at the ABC was given to a female News and Current Affairs reporter who had just completed a cadetship. The 1998 Andrew Olle Scholar is also a female News and Current Affairs reporter who completed a cadetship at the end of 1997.
The cadet program continued with an intake of nine cadets - two males and seven females including one male and one female of Aboriginal descent. In addition there are eleven Aboriginal trainees who have either completed cadetships or are in the final stages of completion in the period.
There are twenty-two senior journalists positions in the ABC’s foreign bureaux - fourteen held by men and eight by women. One male is from a non-English speaking background.
National Rounds reporters are evenly split between males and females. These are not bi-media rounds. In Radio there are five males and five females and in television, four males and four females.
The department now has thirty-two male on-air presenters and twenty-three female on-air presenters. This figure includes Radio Sport broadcasters and commentators but does not include the many radio journalists (male and female) who read hourly news bulletins and headlines as part of their normal duties.
62 PROGRAM PRODUCTION
During the last year, there has been a definite commitment from management within the Program Production Portfolio to ensure the following ABC global commitments:
• awareness, acceptance and accountability of EEO principles and practices;
• provision of a more comprehensive EEO service;
• development and implementation of EEO programs; and
• improved liaison with external EEO organisations.
In addition to these ABC global commitments to EEO, the Program Production Portfolio also reconfirmed its commitment to a number of specific EEO policies mentioned in the 1996-97 EEO Annual Report. These include:
• ensuring that EEO is an integral part of day-to-day program production functions;
• identifying opportunities for people with disabilities;
• providing career development paths for women to progress in management and program production areas; and
• reviewing the Aboriginal employment strategy as part of a corporate- wide review.
The Portfolio has taken account of these global and specific EEO approaches and policies and has accordingly implemented a number of EEO activities, practices and initiatives.
EEO Activities, Practices and Initiatives Activities The ABC has provided a number of EEO strategic visions for the Corporation to strive towards. One such vision was to ensure that the Corporation is responsive and relevant to all sectors within the Australian community and valued by them. In an effort to fulfil this vision, the Program Production portfolio continually provides the Australian community with scheduled tours of the Gore Hill studios and ancillary production resources.
Many sectors of the Australian community attend these tours with EEO groups frequently utilising the service. EEO community groups such as the Macarthur Migrant Resource Centre, the Australian Arabic Welfare Council, the Milton Language Centre and the Hornsby and Campbelltown TAFE classes - which teach English as a Second Language - attend the tours. Saint Edmond’s School - originally a school for the blind but now accessible to other students with disabilities - has also scheduled tours.
63 Another activity the Portfolio provides is a work experience program for students. The work experience programs usually run for approximately a week and operate from March until November. Around 200 students participate in this program, many from EEO groups.
Practices The Program Production Portfolio is committed to supporting and encouraging employees in supervisory positions to undertake EEO training. The Portfolio has attempted to ensure education and relevant training are provided to supervisors on conflict resolution and EEO information. The Portfolio’s aim is to ensure that employees are aware of the policies and responsibilities necessary to provide a fair and equitable workplace.
The Portfolio’s practice of ensuring supervisors are adequately trained in EEO policies is to ensure that key employees are being made aware of EEO groups and associated community issues. This is particularly beneficial for ensuring that program making and program material for archiving and production making purposes, are selected, catalogued and/or researched appropriately.
To further support the awareness of EEO within the Portfolio, the Archives and Library Services department has undertaken measures to establish an ongoing position for an Indigenous person within the Reference Library. To ensure the Portfolio remains active in increasing awareness of Indigenous groups, this position will be required to provide information to ABC program makers about the Indigenous resources currently available.
To further facilitate this ongoing awareness of Indigenous groups, a web page is also being developed as part of the Archives and Library Services Intranet site. This is another initiative to encourage the use of Indigenous resources by program makers and journalists.
The Portfolio has also been active in facilitating career development opportunities within EEO groups, acknowledging where possible, any areas of particular interest to the employee. An Indigenous employee who worked in the Archives and Library Services department for five years, for example, was given the opportunity to further their career development by temporarily working in the Indigenous Programs Unit (IPU). As a result of the employee’s specific interest in this area, a placement was made in the IPU for the employee on a permanent basis.
The ABC’s Disability Action Plan has been actively communicated to key staff within the Portfolio and a number of potential opportunities were created for people with disabilities. A number of production pilots involving people with disabilities in leading roles are being considered by the Portfolio.
The Program Production Portfolio has also been instrumental in ensuring the career advancement of women, with two women appointed to senior management positions.
Additionally, to assist employees with family commitments, the Portfolio has made available flexible working hours for parents to assist with child care commitments as well as the introduction of several part-time work arrangements. Extended leave without pay has also been made available to employees where possible.
64 Initiatives As an initiative to foster the career development of new production staff, the Portfolio budgeted for the recruitment of six trainees for 1999. Program Production management are committed to ensuring that EEO groups are actively considered for trainee appointments. The trainee will acquire practical skills over a proposed two year period and will have exposure to the full ambit of pre-production, production and post-production activities.
Program Production’s IPU has been noticeably active in implementing a significant amount of initiatives and opportunities for Aboriginal and Torres Strait Islander people. The IPU features work produced, directed and researched by both internal and external Aboriginal and Torres Strait Islanders. Consequently, the IPU is instrumental in providing:
• Indigenous employment, training and career development;
• Indigenous programs; and
• assistance to Indigenous Media Associations.
The IPU provides training and career development from a hands-on production basis whereby the emphasis on program making is to actively communicate Aboriginal customs and practices to the Australian community.
The IPU is a leading Indigenous program maker and was responsible for providing the first ever documentary series completely written and directed by Aboriginal film makers only. The National Indigenous documentary series broadcast eight half hour television programs during the last reporting period.
Indigenous Media Associations involved in the production of the National Indigenous documentary series included, the Central Australian Aboriginal Media Association (CAAMA) and the Townsville Aboriginal Islander Media Association (TAIMA). It was the first time CAAMA had been the Series Producers on a National documentary series and the first time TAIMA had produced and directed a documentary for national broadcast. The IPU ensured the success of these Indigenous programs by acting as the Executive Producers to the series and providing necessary training and support.
Another initiative involving an external Indigenous Media Association was the televising of the Stompem Ground - Two concert. This initiative provided for a live 90 minute televised outside broadcast from Broome, Western Australia, during the National Aboriginal and Islander Day of Celebration. This program was a co-production between the IPU and the Broome Aboriginal Media Association. The theme of the concert focused on the stolen generation and customary stories associated with Indigenous music.
65 FINANCE AND BUSINESS SERVICES
The Finance and Business Services (FBS) Portfolio continues to implement the EEO policy, particularly in the areas of work practices and access to staff with disabilities. The National EEO Manager has spoken at the Portfolio managers’ meeting to report on EEO activities and to encourage further EEO practices within the Portfolio.
Future objectives are to continue staff training, encourage part-time work wherever practicable and to continue to apply EEO principles.
Legal & Copyright
Solicitors attend seminars in order to renew Practising Certificates. This is achieved by accumulating points through continuing Legal Education by attendance at external seminars.
Our librarian/paralegal has been granted leave for 12 months to pursue her Law Degree. Part-time employment is encouraged - three lawyers, a copyright officer and a paralegal, work part-time. Staff members have been given opportunities to act in higher duties and have attended Computer Training courses.
Property Services
During the year the Corporation’s Property Services Group developed a Regional Five Year Property Plan which was based on the principles of Total Asset Management. The Plan also addressed the issues of access and use in the Disability Discrimination Act (DDA) and implementation of the Plan, in the Corporation’s properties throughout the country is, underway. New facilities incorporate the principles of the DDA from the start.
Finance Group
The advertising of positions in the FBS restructure ensures that EEO is applied in determining selection of suitable applicants. One example is that an Aboriginal/Torres Strait Islander trainee Financial Accountant position has been established in Shared Services Centre in Adelaide.
A senior executive from the FBS Portfolio participated as a mentor in the Springboard program. Two staff attended this program.
Two positions are currently filled on a part-time basis to allow for flexible working arrangements for the occupants within the Broadcasting section of Finance. One of these employees has also been equipped with a PC at home and dial-in facilities to allow her to work from home.
Broadcasting staff have attended Train the Trainer courses and one staff member has attended an external management development course. These courses are aimed at increasing the participant’s confidence and expertise in training, presenting and management.
66 Staff without basic PC skills were given training on basic Windows and Excel courses. PCs have also been progressively upgraded and now all staff have at least a Pentium PC.
A Financial Basics course was developed and delivery will commence in the next financial year. This course is aimed at increasing the awareness and skills of financial management within the ABC. The course is open to all staff.
Information Technology Services Computing Services
Information Technology Services conducted a workshop in June 1998 to address the issue of part-time work as they applied primarily to staff with family care responsibilities. The workshop evolved to cover a range of ideas and options on enabling and managing more flexible working arrangements that could be applied to all staff. ITS is committed to examining options for new work practices that suit the needs of individual employees and the ABC. ITS will be trialing new initiatives that are considered feasible during the second half of the year.
ITS have staff from all the EEO target groups - women, people with disabilities, Aboriginal and Torres Strait Islander people and people from non-English speaking backgrounds. There is also a solid representation of women and NESB at senior levels.
67 TECHNOLOGY STRATEGY AND DEVELOPMENT
A number of objectives and strategies for the Technical/Engineering areas have been achieved in the EEO Management Plan 1993-97.
The Women in Engineering Scholarships program continued and three scholarships were awarded in Sydney. The program has been extended nationally and a total of seven scholarships are planned to be issued throughout Australia by the end of 1998.
Two women were appointed to Senior Executive positions in the portfolio.
A female Senior Executive is a committee member of Network 99, the ABC’s discussion/network group for women.
The National Communications Unit (NCU) continued to provide technical advice to the National Indigenous Association of Australia, on establishing an Indigenous broadcasting and communications service. The resulting draft document, prepared by the Aboriginal and Torres Strait Islander Commission is currently being reviewed and should be published by the end of 1998. The NCU has been able to offer advice on a range of issues, including planning for a radio network, satellite links, bandwidth, licences, training, and funding processes.
The inaugural Technology Strategy and Development (TS&D) Direction Setting Conference was held in August 1998, under the One ABC structure. The Conference was an opportunity to initiate strategic planning for the new-look portfolio. TS&D is currently establishing methods of monitoring training needs, skills and career development for all Portfolio staff.
Employment and training opportunities were provided by the NCU for an ABC female staff member of non-English speaking background for a three month period.
68 ABC ENTERPRISES
During the year Enterprises planned a new initiative with the ABC Aboriginal Unit consultant to fund an Indigenous Book Editor Traineeship. The traineeship will be funded partly by ABC Enterprises and partly by the Government Department of Education Employment and Training. The traineeship will be for two years and will include on the job training and a six months accredited training course in book editing and publishing. It is expected that the trainee will be selected and commence by the beginning of 1999.
ABC Enterprises has a high percentage of women in senior roles: five out of ten departments within Enterprises are headed by women (50%) and nineteen of the twenty-eight Shop Managers are women (68%).
Training this year has focused on computer skills as a result of the purchase of new computer equipment and software programs. Staff were generally encouraged to act in higher duties with Enterprises and on secondment to other ABC Divisions.
69 CORPORATE MANAGEMENT
At the end of 1996, as part of the One ABC restructuring, a number of existing corporate functions were brought together as a portfolio group, reporting to the Chief of Staff in the Managing Director’s Office.
These functions include Corporate Strategy, Corporate Affairs and Corporate Policy, along with the management of day to day operations of the Managing Director’s Office, liaison with the ABC Board Secretariat and Chairman’s Office and the corporate media function.
Achievements for 1997-1998
Work was completed on the comprehensive review of the ABC Editorial Policies begun the previous reporting year and, following approval by the ABC Board, a new edition of the Editorial Policies handbook was published in April 1998. Copies were distributed to program makers and other affected staff throughout the organisation and an extensive briefing and training program undertaken with staff groups around the country.
The ABC Editorial Policies continue to advocate EEO principles and provide guidance for staff on issues including cultural diversity, Indigenous programming, cultural sensitivity in reporting from overseas, the use of language, the avoidance of discrimination and stereotyping, the portrayal of women and people with disabilities, the use of non-discriminatory and gender neutral language, religious programming and closed captioning for the deaf or hearing impaired.
A new version of the ABC Code of Practice pamphlet was published at the same time. Consistent with the ABC Editorial Policies provisions, the Code of Practice pamphlet details the general and program specific codes which are required to be observed in ABC programs, sets out the television program classification system, and explains the processes for making complaints about ABC programs. It has been distributed widely in the community for public information including to the offices of all federal parliamentarians.
In line with a Government-wide initiative aimed at achieving a more open and customer-focused public sector the Corporation also published the ABC Service Commitment, a plain English statement of what ABC audiences are entitled to expect in their dealings with the ABC. In particular, the Service Commitment outlines the standards of service the ABC is committed to providing to audiences. This pamphlet has also been distributed widely under the ABC’s EEO Management Plan, EEO principles are integrated as appropriate into policy documents, reports and other printed materials issued and circulated within and beyond the Corporation.
Staffing arrangements
Within the corporate management group one Senior Executive woman works on a part time basis to assist the balancing of work and family commitments. A second, woman member of staff works on a part time basis.
70 people
People of Australian Broadcasting Corporation Subsidiaries
This section deals separately on the EEO statistics and activities for the ABC network of orchestral services which includes the following:
Symphony Australia Holdings Pty Ltd (combining a national office, the Queensland Symphony Orchestra and the Tasmanian Symphony Orchestra);
Sydney Symphony Orchestra Holdings Pty Ltd;
Adelaide Symphony Orchestra Pty Ltd;
Melbourne Symphony Orchestra Pty Ltd; and
West Australian Symphony Orchestra Pty Ltd
The remaining ABC subsidiary companies, including Australia Television International Pty Ltd and AIM Holdings Australia Pty Ltd do not separately employ staff.
71 SYMPHONY AUSTRALIA AND THE ORCHESTRAL NETWORK
Background Symphony Australia and the Orchestral Network now consists of five wholly owned subsidiary companies of the Australian Broadcasting Corporation. On 8 January 1998, the West Australian Symphony Orchestra became a wholly owned subsidiary company of the ABC. It is hoped that the process of corporisation will be completed by all the State Orchestras by the year 2000. This report specifically covers:
• Symphony Australia Holdings Pty Ltd (combining a national office, the Queensland Symphony Orchestra and the Tasmanian Symphony Orchestra);
• Sydney Symphony Orchestra Holdings Pty Ltd;
• Adelaide Symphony Orchestra Pty Ltd;
• Melbourne Symphony Orchestra Pty Ltd; and
• West Australian Symphony Orchestra Pty Ltd
The Symphony Australia national office continues to provide specialist advice on matters such as policy, programming and artistic administration to the orchestras. The General Managers of the Symphony Australia orchestras (QSO and TSO) are responsible for the day to day operation of their respective orchestras. The General Managers of the individual orchestras (SSO, MSO, ASO and WASO) are responsible to their respective Board of Directors.
It should be noted that the selection of musicians occurs through a behind the screens audition process and is merit based.
EEO Objectives
• to ensure that Symphony Australia and the network orchestra managers actively embrace the principles of EEO and the cultural diversity in everyday decision making;
• to provide an on-going commitment to the development of women in non management positions;
• to continue efforts to expand audience reach to include those in remote localities and non-traditional areas; and
• to look for opportunities to encourage Aboriginal and Torres Strait Islander involvement in orchestral music and educational programs.
72 Achievements for 1997-98
• A significant achievement for Symphony Australia, in collaboration with the Adelaide Symphony Orchestra, was the recently presented Orchestra Dreaming at the 1998 Adelaide Festival. Orchestra Dreaming could be claimed as the first concert to take as its theme the meeting between Aboriginal and European orchestral music.
• Each of the works on the program focused on this issue of musical engagement in some manner, tracing the way European composers have engaged with Aboriginal Australian music over time - from relatively early techniques of quotation and utilisation (Peter Sculthorpe - Kakadu); to a slightly more venturesome (Richard Mills’ Earth Poem/Sky Poem) which combines orchestral music with songs taken from the repertoire of the Galpu clan of Elcho Island, whose dancers were brought to Adelaide for the performance by Symphony Australia.
• The highlight of the program was Music is our Culture, the first work for a symphony orchestra written by Indigenous Australians, and commissioned by Symphony Australia from four Adelaide based Aboriginal musicians (Jardine Kiwat, Grayson Rotumah, Kerry McKenzie and Jensen Warusam), working in collaboration with composer Chester Shulltz.
• Music is our Culture, was devised through a process of workshops and regular sessions with the Adelaide Symphony Orchestra, designed to help non-orchestral musicians come to terms with the orchestra and with orchestral composition. Both orchestral and Symphony Australia staff time, constituted a huge commitment to this project, rewarded by an audience response described by the Australian critic, Stephen Whittington as rapturous, and from the assurance from Indigenous performers that many of the goals of reconciliation can be achieved through cultural collaborations such as this.
• Music is our Culture, will be telecast later this year, making this important work available to a broader audience.
• The Sydney Symphony Orchestra in collaboration with the Aboriginal Islander Dance Theatre presented Peter Sculthorp’s (Tasmanian composer) Major Orchestral Work - from Uluru, Earth Cry & Kakadu, as part of the 1997 Cultural Olympiad, Festival of Dreaming. The program was also incorporated in the Symphony’s Meet the Music, education program aimed at students aged 14-18 years.
• The Sydney Symphony Orchestra appointed an Audience Development Officer to extend the audience reach into a wider range of ethnic communities.
• The Sydney Symphony Orchestra has demonstrated a firm commitment to the development of women in non-management positions by promoting several women into operational and middle management positions.
• The Sydney Symphony Orchestra toured regional NSW including Mittagong, Armidale and Lismore.
• The Tasmanian Symphony Orchestra once again presented the Aboriginal dream-time story The Kookaburra Who Stole the Moon.
73 • The Adelaide Symphony Orchestra as part of the great classics series toured the Barossa Valley.
• The Melbourne Symphony Orchestra, travelled to remote localities including Warragul, Ballarat, Mildura, Swan Hill and Bendigo.
• The EchO (Education Chamber Orchestra) consists of players from the West Australian Orchestra. This year EchO toured several outlying areas providing a marvellous opportunity to reach Indigenous children and those who do not have ready access to live orchestral music.
• The Queensland Symphony Orchestra travelled to several remote localities including Townsville, Cairns, Mackay, Rockhampton and Gladstone.
Progress Towards Achieving Targets
The objective of targeting audiences in remote localities and non traditional areas is to develop an awareness and interest from groups of people who would otherwise have less opportunity to be exposed to live orchestral music.
The orchestras have adopted policies of targeting non-traditional audiences in remote and outlying areas. These areas are not well serviced by classical music and this creates the opportunity for non-traditional audiences to witness live quality classical orchestral music.
Of the 648 employed in Symphony Australia and the network of orchestras, 329 are women (50.8%). The proportion of Senior Executive women at June 1993 was 45.5%, which equalled the target; it has now decreased slightly to 42.1%. There are 96 people from a non-English speaking background which represents 14.8% of staff and there are two staff of Aboriginal or Torres Strait Islander descent which represents 0.3% of staff.
Symphony Australia Holdings Pty Ltd and Orchestral Network REPRESENTATION OF WOMEN AND DESIGNATED GROUPS BY OCCUPATION (AUGUST 1998) (figures based on total non-casual staff) Occupational Group Total Staff Women NESB1 PWD2 ATSI3 No. No. % No. % No. % No. %
Senior Executives 19 8 42.1 1 5.3 - - - - Administrative Officers 144 96 66.7 11 7.6 - - 1 0.7 Musicians 485 225 46.4 84 17.3 - - 1 0.2 Total 648 329 50.8 96 14.8 - - 2 0.3
1 NESB - People of non-English Speaking Background 2 PWD - People with Disabilities 3 ATSI - Aboriginal and Torres Strait Islander People
74 EQUAL EMPLOYMENT OPPORTUNITY Annual Report EEO1997-1998