Data#3 Employer Statement


Data#3 recognises that we work within a diverse community, and this diversity is reflected in our workforce. We see the many unique perspectives, skills, and experiences of our people as a strength to be nurtured. This is why we are committed to fostering a workplace which promotes equity, so our people feel included and develop a sense of belongingness, as we understand that this helps them contribute their fullest.

Through the WGEA gender pay gap reporting process, it’s evident there are gaps between how males and females are remunerated at Data#3. However, it is important to consider our organisations specific operating context, as there are a number of factors which influence and contribute to our gender pay gap.

 


Factors Influencing Data#3 Pay Gap

1. Resourcing Business

One of the services Data#3 delivers is an in-house people resourcing business; Data#3 People Solutions. Our People Solutions business helps manage our customers IT resource requirements through sourcing, placing, and helping them retain IT professionals. Due to the fast-paced nature of the IT landscape, we assist with a variety of our customers resourcing needs from, one off or short-term projects to long-term contracts.

The employees hired through our People Solutions business are classified as Data#3 employees despite working for our customers, and account for approximately 30% of our total workforce. However, our customers both select and set the remuneration package and contract length for these employees, and this is not something that Data#3 has an ability to control or influence.

As per WGEA’s reporting requirements, if an organisation has a labour hire business within their corporate structure, then that organisation is required to include these employees within their gender pay gap reporting. By complying with this requirement, Data#3’s reported pay gap is impacted by the resourcing services we provide through our People Solutions business.

2. Pay Structures

Our pay structures are based on market rates, and we benchmark these against the IT industry and adjust accordingly to ensure we remain competitive and fair.

Due to the competitive nature of the IT industry and sales businesses, we provide a variety of pay incentives to attract top talent. As a result, selected roles across our business are also rewarded based on their performance outcomes, which are measured by objective and transparent criteria.

Through offering commissions, variability exists between our staff’s actual and total reported remuneration. For instance, while Data#3 may offer all our people performing a certain role the same base salary, depending on their performance and by how much they exceed their annual targets, their total annual remuneration can vary.

It should also be noted that the total annual remuneration for employees who receive commissions is also likely to vary year-on-year as a result of changes to their; territory size, specific targets and contract renewal cycles.

Data#3 also proudly reports an average employee tenure of over 5 years, however this has a cascading impact on remuneration, as longstanding employees often have greater experience which can assist their performance. As Data#3 pays for performance, the added capability of our more experienced workforce impacts the remuneration packages provided.


Data#3 Gender Equity Focus

The above factors are not provided to justify the existence of Data#3’s gender pay gap, but rather to provide insight and context into our organisations specific operating environment and the factors which influence our reported figures.

Data#3 is committed to fostering a workplace which promotes diversity, equity and inclusion so our people feel a sense of belonginess. We recognise that the gender pay gap is a universally recognised metric of workplace gender equality, however as cited by the WGEA, it is only one measure of an employer’s commitment to achieving gender equality in the workplace.

Our industry is characterised by a low representation of women. But over the last 5 years Data#3 has made a concerted effort to attract, develop and retain top female talent to our workforce. This has been difficult in recent times, considering the challenges brought on by the pandemic and the “war for talent”, however we are proud that despite these challenges we have been able to grow our workforce, whereby 32% of our staff are female, which is higher than the Australian industry average of 29%.

Additionally, we have continued to review our policies and practices to ensure that equity is supported across all elements of our operations, and we’ve invested into programs that help support the development of our female workforce. Data#3 believes that this has been a worthwhile investment evidenced through having 33% of our Key Management Personnel (KMPs) being female (Australian industry average 23%), and 30% of our Managerial team being female (Australian industry average 23%).

While we’ve made positive progress over the last 5 years, Data#3 recognise that we still have a significant gender pay gap that needs to be addressed. We are committed to fostering a workplace that promotes diversity, equity and inclusion for all our employees and are determined to close our gender gap. In moving forward we will continue to take actions to mature our policies and practices so we can take meaningful steps towards achieving gender parity. This includes:

  • Reviewing our pay structures and incentives to ensure they are aligned with our diversity and inclusion goals and reflect the value and contribution of all our employees,
  • Diversifying our talent pipeline and recruitment strategies to attract and retain more female talent, and
  • Delivering targeted development and networking events to provide more opportunities for our people to grow their professional skills and careers.

We are confident that by taking these actions and initiatives, we will be able to work towards reducing our gender pay gap. We will continue to monitor and report on our progress and performance, and to seek feedback and input from our employees and stakeholders. We appreciate the support and guidance of the WGEA in helping us achieve our gender equality goals.

 


Gender Equality Indicators

Workforce Gender Composition

Data#3 Objective:

Be recognised as leading diverse and inclusive Australian IT company.

Current Actions:

  1. Annually measures, evaluates, and analyses gender workforce composition
  2. Annually evaluates and analyses staff movements (including promotions and appointments) by gender.
  3. Success stories from both our male and female senior leadership team members are promoted across our business highlighting career success and development opportunities.
  4. Provide education, training, and development opportunities along with memberships, that support women overcome barriers associated with their access to suitable work opportunities and role growth.
  5. The responsibility for fostering a diverse, fair, and inclusive workplace culture is spread across all levels of Data#3’s leadership teams.
  6. Data#3 works with vendors, partners, and various education institutions to offer internship opportunities to support female graduates enter the IT workforce.
  7. Continually review recruitment processes and practices to reduce bias and mitigate risks.

Future Actions:

  1. Increase transparency and internal reporting
  2. Track and analyse data (by gender) across entire employee lifecycle including; recruitments, promotions, and resignations by gender
  3. Develop and expand the internship opportunities Data#3 offer in combination with our vendors, partners, and education institutes, so we can offer these opportunities nationally.
  4. Conduct a gender-neutral review on our job advertisements to ensure we are positioning our roles to attract a broad range of candidates.

Board Gender Composition

Data#3 Objective:

Maintain or increase the proportion of women on our board to at least 30%.

Current Actions:

  1. Data#3 set a gender metric for our Board, targeting 30% female representation. We have maintained this gender split (as a minimum) since March 2022.
  2. Non-executive directors are appointed to the board by shareholders for a 3 year term.

Future Actions:

  1. Create a formal strategy to support gender equality in our board.

Equal Renumeration

Data#3 Objective:

To ensure fair remuneration practices across all levels at Data#3 to foster a culture of recognition, fairness, and equity.

Current Actions:

  1. Annually measures, evaluates, and analyses Data#3’s organisation-wide gender pay gap?
  2. Annually reports gender pay gap to Data#3’s shareholders, governing body, executive and senior leadership team, all employees and externally.
  3. All identified staff are placed on an appropriate award classification scale/level in accordance with their skills and experience.
  4. Conducted an organisation-wide gender pay gap analysis in 2023 to identify areas of discrepancy / inequality.

Future Actions:

  1. Conduct an organisation wide gender pay gap analysis every two years
  2. Review and formalise a remuneration policy
  3. Provide superannuation contributions to staff on paid and unpaid periods of parental leave

Equal Availability & Utility of Employment Terms

Data#3 Objective:

To create and implement policies which support the diverse needs of all our employees, so they can effectively balance and fulfill their professional and personal responsibilities.

Current Actions:

  1. Data#3 enables all staff access to flexible work and hybrid arrangements through providing required technology and training.
  2. All staff are encouraged to use flexible work arrangements and hybrid work options
  3. Our Executive and Senior leadership team members role model flexible work arrangements and hybrid work options.
  4. Success stories from both our male and female staff are promoted across the business to highlight access and use of our flexible work arrangements and hybrid work options.
  5. All staff have access to leave entitlements including compressed hours, flexible work arrangements and various leave types (i.e. parental, wellness, carers, volunteer, study etc.)
  6. All staff have access to workplace facilities to support caring (i.e. breastfeeding areas etc.)
  7. Data#3 offers keep-in-touch days for staff on parental leave.
  8. Data#3 offers a support through our Family, Carer & Wellbeing Hub to assist all staff who are carers, manage their personal and professional responsibilities.

Future Actions:

  1. Formalise Data#3’s flexible work policy
  2. Review, track, and analyse data (by gender) across entire employee lifecycle including; flexible work arrangements (including reduced days, compressed hours, and part time options).
  3. Apply a gender and diversity lens when reviewing all policies and strategy documents

Employee Consultation Relating to Gender Equality

Data#3 Objective:

Establish safe and reliable employee communication channels whereby feedback provided is integrated and used to shape actions that support gender equality at Data#3.

Current Actions:

  1.  Twice yearly Data#3 conducts a companywide survey to understand the experiences of our people. Insights gained shape our people strategy and the supports delivered to the business. This includes questions on flexibility, fairness, diversity, employee benefits etc.
  2. Collect feedback from staff through scheduled surveys sent throughout initial 6-month onboarding, on their annual anniversary, and at exit interviews.

Future Actions:

  1. Increase internal reporting and communications to enhance employees understanding of Data#3’s position and actions
  2. Undertake staff consultations annually across all branches to collect feedback and understand their experiences at work.

Sexual Harassment

Data#3 Objective:

Data#3 is recognised as an employer that prioritises and protects all employees from harassment, discrimination and bullying so every employee feels safe in the workplace.

Current Actions:

  1.  Data#3 has a formal harassment, discrimination and bullying policy and formal grievance process in place
  2. All staff complete a workplace training on harassment, discrimination, and bullying prevention at induction and at least every two years thereafter.
  3. Data#3 records and reports monthly to our Board on harassment, discrimination, and bullying incidents.
  4. Data#3 has a formal family and domestic violence policy in place (which includes additional paid leave entitlements and guidance on dealing with perpetrators).
  5. Data#3 communicates the support available to employees in relation to domestic and family violence

Future Actions:

  1. Provide training to managers around domestic and family violence and supports available every 2 years.
  2. Review Data#3’s gender-based harassment and discrimination, sexual harassment, and bullying prevention strategies and processes to identify opportunities to enhance our practices.

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