The Company is proud of the considerable diversity that exists throughout the organisation’s workforce. The Company strives to create a
culture that embraces the differences of ideas, perspectives and experiences that diversity brings in recognition of the positive impact a
diverse workforce has on the Company’s overall performance.
The Company has in place very comprehensive and well-developed Workplace Diversity Guidelines for Employees, including diversity
criteria in its Recruitment and Selection Guidelines. Further, the Company has had a Diversity Policy in place since May 2010. Both the
Guidelines and the Diversity Policy have since been updated for consistency with legislative changes and to specifically pick up a broader
range of diversity factors such as age, sexual orientation, race, disability, ethnicity and cultural background.
In each of its geographical business units, the Company has in place a Flexible Work Practices Policy to promote balance of work and outside
responsibilities and interests, such as family and carers’, study, community and cultural needs, with the aim of accommodating employees’
needs for flexibility subject to meeting the operational needs of the business. This is exemplified by the fact that a significant number of the
Company’s employees are part time with child and elderly care and other responsibilities and desire to obtain effective work life balance in
order to maintain and progress their careers.
The Company is proud of the strong representation of women throughout the organisation. In 2017 women comprised over 80% of
employees in each of the Company’s operations in Australia, France and the United Kingdom. As at 30 June 2017, women occupied 28.5% of
senior executive1 positions and 38% of the Group’s senior management positions2.
These figures do not reflect the level of female management representation in our hospital facilities, which is generally exceptional. For
example, in both Ramsay Australia and Ramsay UK, more than 50% of hospital and facility CEOs/General Managers are women while in
Ramsay Géneralé de Santé 33% of hospital and facility CEOs are women.
Leadership programmes have also been developed and designed to support and prepare employees for their first move into supervisory
roles through their progression to senior management and leadership positions. The diversity profile of applicants and successful candidates
is informally assessed to ensure that such leadership programmes is broadly reflective of our workforce.
The Diversity Policy provides a Board appointment process that takes diversity of background into account in addition to previous Board and
leadership experience, candidates’ skills and experience in a variety of specified fields, when selecting new directors.
Since 2015, the Company has had two female Board members, now accounting for 22% of Board members. The Board is conscious of the
importance of female representation on the Board, particularly in light of the fact that women represent a substantial proportion of the
Group’s overall workforce, clinicians and patients. The Diversity Policy requires that the selection process for Board appointments must
involve the following steps (including where the Company engages an external recruitment agency to identify and assess candidates):
• a short-list identifying potential candidates for the appointment must be compiled and must include at least one female candidate; and
• if, at the end of the selection process, a female candidate is not selected, the Board must be satisfied that there are objective reasons to
support its determination.
The Diversity Policy also covers senior executive appointments and requires the Managing Director to have reference to the Policy in
assessing and selecting candidates and in presenting recommendations to the Board regarding appointments to the senior executive team
and to assess the application of this Policy to the senior executive recruitment process.
In order to facilitate greater gender diversity in leadership roles, the Diversity Policy requires the Company to:
• implement policies which address impediments to gender diversity in the workplace and review their availability and utilisation;
• monitor the effectiveness of, and continue to expand on, existing initiatives designed to identify, support and develop talented women with
leadership potential; and
• continue to identify new ways to entrench diversity as a cultural priority across the organisation.
The Diversity Policy further provides that each year the Board will set measurable objectives with a view to progressing towards a balanced
representation of women at a Board and senior executive level and performance against these objectives will be reviewed annually by the
Board. Updates on the Company’s progress against those objectives during FY2017 and the measurable objectives set for FY2018 and
adopted by the Board are set out in the table below.
Measurable Diversity Objective Timeframe Progress in FY2017 Relevance for FY2018
1 ‘SENIOR EXECUTIVE’ POSITIONS ARE THOSE REPORTING DIRECTLY TO CRAIG MCNALLY, MANAGING DIRECTOR & CEO
2 ‘SENIOR MANAGEMENT’ POSITIONS IN THIS CONTEXT ARE THOSE DIRECTLY REPORTING TO THE RAMSAY AUSTRALIA, RAMSAY UK & RAMSAY GÉNÉRALE DE SANTÉ CEOS.
ANNUAL REPORT 2017 21
Establish and maintain partnership/
sponsorship/ membership with an
external body promoting a women’s
Ongoing The Company joined the Diversity Council in 2011.
Diversity Council resources continue to be
disseminated to, and used by the HR team, to build
tools and guidelines in a broad range of areas.
The Company plans to maintain its
membership with the Diversity
Council of Australia.
Expand our talent identification,
Leadership Development and
succession planning processes to
ensure high potential females are
encouraged to consider leadership and
management roles and to prepare them
to take on executive management roles.
Ongoing The Company is redesigning its Ramsay Australia
leadership programmes with the first of the new
leadership programmes having commenced in Q2
FY2017 with the first cohort completing in November
2017. Of this first cohort, more than 75% identify as
The revised Leadership
programmes aims to develop
enhanced capabilities for front line
managers, middle managers and