SUPER RETAIL GROUPWGEA PUBLIC REPORT 2021

Submission Approval

signed by Anthony Heraghty Group Managing Director and Chief Executive Officer

SUPER RETAIL GROUP

WGEA PUBLIC REPORT 2021

Data from 1 April 2020 to 31 March 2021

Workplace Gender Equality Agency | www.wgea.gov.au

Workplace Gender Equality Agency

2020–21 Compliance Program

Submission approval

I, the CEO (or equivalent), confirm that the data provided in the 2020-21 Compliance Program submission is

complete and correct, as reported in the full data appendices:

Appendix: Workplace Profile

Appendix: Workforce Management Statistics

Appendix: Questionnaire

Appendix: Confidential Data.

I approve the submission of this data to WGEA.

I also confirm that the organisation/s covered by this submission will meet the notification and access requirements as detailed below.

Name of CEO (or equivalent)

________________________

CEO (or equivalent) signature

________________________ ________________________

What next?

The contact nominated for the submission of this report must complete the declaration and consent process

in the WGEA Portal. The Agency does not require physical evidence of the CEO’s signature.

To comply with the notification and access requirements, your organisation/s must:

inform its employees and members or shareholders that it has lodged its report with the Agency and

advise how the public data may be accessed

provide access to the public data to employees and members or shareholders

inform employee organisations with members in its workplace that the report has been lodged

inform its employees and those employee organisations with members in its workplace of the opportunity

to comment on the report to the employer or the Agency.

For more information on the notification and access requirements, read here.

Anthony Heraghty

Date of signature

11 July 2021

https://client-portal.wgea.gov.au/s/article/What-are-the-notification-and-access-requirements

WORKPLACE PROFILE This outlines the gender split for WGEA'soccupational categories as at 31 March 2021

Workplace Profile Table

Occupational category* Employment status

No. of employees

F M

Managers Full-time permanent

Full-time contract

Part-time permanent

Part-time contract

Professionals Full-time permanent

Full-time contract

Part-time permanent

Part-time contract

Clerical And AdministrativeWorkers

Full-time permanent

Full-time contract

Part-time permanent

Part-time contract

Casual

Sales Workers Full-time permanent

Full-time contract

Part-time permanent

Part-time contract

Casual

Machinery Operators AndDrivers Full-time permanent

Labourers Full-time permanent

Part-time permanent

1

5

12

1,044

2

29

2

672

0

6

3

145

3

15

4

112

8

0

2

3

41

20

1

35

7

125

3,761

3

1,144

3

551

3,015

6

1,465

1

524

80

8

157

11

63

Number of apprentices andgraduates (combined)

F M

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

00

0

0

0

0

Totalemployees**

3

34

14

1,716

3

21

7

257

28

1

37

10

166

6,776

9

2,609

4

1,075

8

19

220

Industry: *

* Categorised using ANZSCO major group codes (this means Professionals who are also Managers are categorised asProfessionals)** Total employees includes Gender X


Manager category Level to CEO Employment status

No. of employees

F M Total*

KMP -2 Full-time permanent

KMP/HOB -1 Full-time permanent

HOB -2 Full-time permanent

Full-time contract

-3 Full-time permanent

Part-time permanent

GM -2 Full-time permanent

Full-time contract

Part-time permanent


SM -1 Full-time permanent



Full-time contract

Part-time permanent

Part-time contract


Part-time permanent

Part-time contract


OM -2 Full-time permanent



Full-time contract

Part-time permanent


Full-time contract

Part-time permanent

Part-time contract


Full-time contract

Part-time permanent


532

963

1

3

1

2

0

1

2

24

1

16

1

8

2

1

31

0

1

25

2

0

6

211

202

220

1

4

2

108

1

0

2

64

0

4

0

44

1

1

80

0

0

55

1

1

25

431

101

23167

7

4

272

2

3

189

5

1

83

1

17

4

682

0

2

4

402

1

15

0

280

1

2

446

0

1

250

1

1

196

221012

* Total employees includes Gender X

Industry: *


Occupational category* Employment status

No. of employees

F M

Managers Full-time permanent

Full-time contract

Part-time permanent

Part-time contract

Professionals Full-time permanent

Part-time permanent

Clerical And AdministrativeWorkers

Full-time permanent

Full-time contract

Part-time permanent

Sales Workers Full-time permanent

Full-time contract

Part-time permanent

Part-time contract

Casual

0

4

7

529

1

22

2

345

0

11

2

28

1

0

2

2

1

15

2,522

2

754

0

335

2,412

6

1,025

1

352

Number of apprentices andgraduates (combined)

F M

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Totalemployees**

1

26

9

874

2

39

3

1

17

4,934

8

1,779

1

687

Industry: Other Store-Based Retailing

* Categorised using ANZSCO major group codes (this means Professionals who are also Managers are categorised asProfessionals)** Total employees includes Gender X


Manager category Level to CEO Employment status

No. of employees

F M Total*

KMP -2 Full-time permanent

KMP/HOB -1 Full-time permanent

HOB -3 Full-time permanent

GM -2 Full-time permanent

SM -3 Full-time permanent

Part-time permanent


Part-time permanent


OM -3 Full-time permanent


Full-time contract

Part-time permanent


Full-time contract

Part-time permanent

Part-time contract


Full-time contract

Part-time permanent


431

110

101

330

2

41

0

24

2

17

1

21

0

16

1

5

220

1073

7

4

242

2

3

167

5

1

75

1

15

3

363

0

2

3

212

1

13

0

151

1

2

165

0

1

85

1

1

80

21912



WORKFORCE MANAGEMENT STATISTICS

This outlines the gender split for promotions, internal and external appointments, resignations, parental leave for the 12 month period ending 31 March 2021

Question Contract Ty..Employment..Manager Category Female Male Total*

1. How manyemployeeswerepromoted?

Full-time Permanent CEO, KMPs, and HOBs

Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers

Part-time Permanent CEO, KMPs, and HOBs

Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers

N/A Casual CEO, KMPs, and HOBs

Managers

Non-managers

2. How manyemployees(includingpartners withanemploymentcontract)wereinternallyappointed?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

3. How manyemployees(includingpartners withanemploymentcontract)wereexternallyappointed?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

56

218

0

29

132

0

27

86

0

0

1

0

0

1

0

0

0

0

2

4

0

0

2

0

2

2

0

1

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

0

0

98

90

0

55

51

0

43

39

0

1

0

0

1

0

0

0

0

0

12

3

0

4

0

0

8

3

0

0

0

0

0

0

0

0

0

0

193

0

0

96

0

0

97

0

0

208

167

0

125

104

0

83

63

0

16

6

0

7

6

0

9

0

0

261

1

0

123

0

0

138

1

0

4

2

0

1

1

0

3

1

0

4,599

0

0

2,737

0

0

1,862

0

0

Workforce Management Statistics Table

Industry: *



4. How manyemployees(includingpartners withanemploymentcontract)voluntarilyresigned?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

5. How manyemployeeshave takenprimarycarer'sparentalleave (paidand/orunpaid)?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

6. How manyemployeeshave takensecondarycarer'sparentalleave (paidand/orunpaid)?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

171

145

1

98

96

0

73

49

1

2

5

0

1

1

0

1

4

0

355

4

0

150

1

0

205

3

0

1

0

0

1

0

0

0

0

0

3,363

2

0

1,922

0

0

1,441

2

0

63

73

0

4

1

0

59

72

0

0

0

0

0

0

0

0

0

0

169

14

0

1

0

0

168

14

0

2

0

0

0

0

0

2

0

0

9

0

0

0

0

0

9

0

0

43

76

0

43

75

0

0

1

0

0

0

0

0

0

0

0

0

0

19

0

0

19

0

0

0

0

0

0

0

0

0

0

0

0

0

0

7

0

0

7

0

0

0

0

0


Industry: *



7. How manyemployeesceasedemploymentbeforereturning towork fromparentalleave,regardless ofwhen theleavecommenced?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers

2

1

0

1

0

0

1

1

0

0

0

0

0

0

0

0

0

0

2

0

0

0

0

0

2

0

0

0

0

0

0

0

0

0

0

0


Industry: *



1. How manyemployeeswerepromoted?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

2. How manyemployees(includingpartners withanemploymentcontract)wereinternallyappointed?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

3. How manyemployees(includingpartners withanemploymentcontract)wereexternallyappointed?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

17

104

0

9

68

0

8

36

0

0

1

0

0

1

0

0

0

0

0

3

0

0

1

0

0

2

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

26

38

0

7

18

0

19

20

0

0

0

0

0

0

0

0

0

0

5

1

0

2

0

0

3

1

0

0

0

0

0

0

0

0

0

0

182

0

0

87

0

0

95

0

0

67

77

0

35

40

0

32

37

0

1

1

0

0

1

0

1

0

0

137

0

0

66

0

0

71

0

0

1

0

0

0

0

0

1

0

0

3,427

0

0

1,981

0

0

1,446

0

0





4. How manyemployees(includingpartners withanemploymentcontract)voluntarilyresigned?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

5. How manyemployeeshave takenprimarycarer'sparentalleave (paidand/orunpaid)?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

6. How manyemployeeshave takensecondarycarer'sparentalleave (paidand/orunpaid)?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

84

76

1

43

41

0

41

35

1

0

3

0

0

1

0

0

2

0

247

3

0

102

1

0

145

2

0

1

0

0

1

0

0

0

0

0

2,720

2

0

1,517

0

0

1,203

2

0

25

34

0

1

0

0

24

34

0

0

0

0

0

0

0

0

0

0

72

11

0

0

0

0

72

11

0

2

0

0

0

0

0

2

0

0

2

0

0

0

0

0

2

0

0

12

29

0

12

29

0

0

0

0

0

0

0

0

0

0

0

0

0

12

0

0

12

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2

0

0

2

0

0

0

0

0





7. How manyemployeesceasedemploymentbeforereturning towork fromparentalleave,regardless ofwhen theleavecommenced?


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers


Managers

Non-managers

Fixed-TermContract

CEO, KMPs, and HOBs

Managers

Non-managers

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0




QUESTIONNAIRE This is a diversity questionnaire about SRG'scurrent strategies, policies, programs and workforce profile

2020 - 21 Compliance Program

Submitted by:

Rebel Sport Limited (ABN:78003283823)

Super Cheap Auto Pty Ltd(ABN:64085395124)

Super Retail Group Limited(ABN:81108676204)

Super Retail Group Services Pty Ltd(ABN:75093167107)

Macpac Retail Pty. Ltd. (ABN:98129716025)

Srg Leisure Retail Pty Ltd(ABN:51110667411)

Ray'S Outdoors Pty Ltd (ABN:28142927642)

FPC PTY LTD (ABN:68635984628)

#Workplace overview

Policies and strategies

1: Do you have a formal policy and/or formal strategy in place that specifically supports genderequality in the following areas?

…Recruitment Yes( )Select all that apply

…YesPolicy Strategy

…Retention Yes( )Select all that apply

…Yes Strategy

…Performance management processes Yes( )Select all that apply

…Yes Policy Strategy

…Promotions Yes( )Select all that apply

…Yes Strategy

…Talent identification/identification of highpotentials

Yes( )Select all that apply

…Yes Strategy Policy

…Succession planning Yes( )Select all that apply

…YesStrategy Policy

…Training and development Yes( )Select all that apply

…Yes Strategy Policy

…Key performance indicators for managersrelating to gender equality


…Yes Strategy

2: Do you have formal policy and/or formal strategy in place that support gender equality overall?Yes( )Select all that apply


3: If your organisation would like to provide additional information relating to your gender equalitypolicies and strategies, please do so below.

Governing bodies

Rebel Sport Limited

Yes, same as local ultimate parent organisation(The local ultimate parent's governing body

1: Does this organisation have a governingbody?

details must be reported against the localultimate parent. The information is not requiredto be entered again for subsidiary organisationseven if it is reported in a different submission

)group.

11.1: Confirm how the ultimate parent'sgoverning body/ies are being reported: It is reported as part of this submission group.

Super Cheap Auto Pty Ltd


Yes, same as local ultimate parent organisation(The local ultimate parent's governing bodydetails must be reported against the localultimate parent. The information is not requiredto be entered again for subsidiary organisationseven if it is reported in a different submission

)group.

11.1: Confirm how the ultimate parent'sgoverning body/ies are being reported:

It is reported as part of this submission group.

Super Retail Group Limited


Yes(Provide further details on the governing)body(ies) and its composition

1.1: What is the name of your governing body? Board of directors

1.2: What type of governing body does thisorganisation have?

Board of directors

1.3: How many members are on the governingbody and who holds the predominant Chairposition?

…Chairs

…Female (F) 1

…Male (M) 0

…Gender X 0

…Members

…Female (F) 2

…Male (M) 4

…Gender X 0

1.4: Do you have a formal selection policyand/or formal selection strategy for thisorganisation's governing body members?


1.5: Has a target been set to increase therepresentation of women on this governingbody?

Yes( )Provide further details on your target

10.6: What is the percentage (%) target? 50.00%

10.7: What year is the target to be reached(select the last day of the target year)?

30-Jun-2025

Super Retail Group Services Pty Ltd



)group.


Macpac Retail Pty. Ltd.



)group.



Srg Leisure Retail Pty Ltd



)group.



Ray'S Outdoors Pty Ltd



)group.



FPC PTY LTD



)group.


2: If your organisation would like to provide additional information relating to governing bodies andgender equality in your workplace, do so below.

Super Retail Group has a gender equality leadership target of 50:50 by 2025. This definition of leadershipincludes the governing body, executive leadership team and senior leadership team.

#Action on gender equality

Gender pay gaps

1: Do you have a formal policy and/or formal strategy on remuneration generally?Yes( )Select all that apply


1.1: Are specific pay equity objectivesincluded in your formal policy and/or formalstrategy?


…Yes

To achieve gender pay equity To ensure no gender bias occurs at any point inthe remuneration review process (for example atcommencement, at annual salary reviews,out-of-cycle pay reviews, and performancereviews) To be transparent about pay scales and/orsalary bands To ensure managers are held accountable forpay equity outcomes

2: Did your organisation receive JobKeeper payments?Yes

2.1: Please indicate which months in thereporting period your organisation receivedJobKeeper payments:

.. April 2020

Yes

…May 2020 Yes

…June 2020 Yes

…July 2020 Yes

…August 2020 Yes

…September 2020 Yes

3: What was the snapshot date used for your Workplace Profile?29-Mar-2021

4: If your organisation would like to provide additional information relating to gender pay gaps inyour workplace, please do so below.

“Super Retail Group received $1.7 million in JobKeeper payments which the Group electedto refund to the Australian government”

Employer action on pay equity

1: Have you analysed your payroll to determine if there are any remuneration gaps betweenwomen and men (e.g. conducted a gender pay gap analysis)?

Yes(Provide further details on the most recent gender remuneration gap analysis that was)undertaken.

1.1: When was the most recent genderremuneration gap analysis undertaken?

Within the last 1-2 years

1.2: Did you take any actions as a result ofyour gender remuneration gap analysis?


1.2: Did you take any actions as a result of yourgender remuneration gap analysis?

.. Yes

Created a pay equity strategy or action plan Identified cause/s of the gaps Reviewed remuneration decision-makingprocesses Analysed performance pay to ensure there is nogender bias (including unconscious bias) Analysed performance ratings to ensure there isno gender bias (including unconscious bias) Set targets to reduce any organisation-wide gap

Reported pay equity metrics (including genderpay gaps) to the governing body Reported pay equity metrics (including genderpay gaps) to the executive Reported pay equity metrics (including genderpay gaps) to all employees

2: If your organisation would like to provide additional information relating to employer action onpay equity in your workplace, please do so below.

Employee consultation

1: Have you consulted with employees on issues concerning gender equality in your workplace?Yes( )Provide further details on the employee consultation process.

1.1: How did you consult employees?Survey Focus groups Performance discussions

1.2: Who did you consult?

Management Diversity committee or equivalent Women and men who have resigned while onparental leave Other (provide details) Human resources managers Employee representative group(s)

…Other (provide details) Team members leaving the business via exitsurveys.

2: If your organisation would like to provide additional information relating to employeeconsultation on gender equality in your workplace, please do so below.

#Employee work/life balance

Flexible working

1: Do you have a formal policy and/or formal strategy on flexible working arrangements?Yes( )Select all that apply


…A business case for flexibility has beenestablished and endorsed at the leadershiplevel

Yes

…Leaders are visible role models of flexibleworking

Yes

…Flexible working is promoted throughoutthe organisation

Yes

…Targets have been set for engagement inflexible work

No( )Select all that apply

…No Other (provide details)

…Other (provide details)

Due to system limitations, tracking flexible workarrangements is difficult and therefore we havenot set a target. A number of team members areon informal flexible work arrangements andtherefore this is not measurable.

…Targets have been set for men'sengagement in flexible work




Due to system limitations, tracking flexible workarrangements is difficult and therefore we havenot set a target. A number of team members areon informal flexible work arrangements andtherefore this is not measurable.

…Leaders are held accountable for improvingworkplace flexibility


…NoCurrently under development(Select the

)estimated completion date.

…Currently under development 30-Jun-2025


…Manager training on flexible working isprovided throughout the organisation

Yes

…Employee training is provided throughoutthe organisation

Yes

…Team-based training is providedthroughout the organisation

Yes

…Employees are surveyed on whether theyhave sufficient flexibility

Yes

…The organisation's approach to flexibility isintegrated into client conversations

Yes

…The impact of flexibility is evaluated (e.g.reduced absenteeism, increased employeeengagement)



…Other (provide details)System limitations do not allow flexibilityreporting

…Metrics on the use of, and/or the impact of,flexibility measures are reported to keymanagement personnel


…NoCurrently under development(Select the

)estimated completion date.

…Currently under development 30-Jun-2025

…Metrics on the use of, and/or the impact of,flexibility measures are reported to thegoverning body

Yes

2: Do you offer any of the following flexible working options to MANAGERS in your workplace?…Flexible hours of work Yes( )Select one option only

…YesSAME options for women and men(Select all

)that apply

…SAME options for women and menFormal options are available Informal options are available

…Compressed working weeks Yes( )Select one option only

…Yes SAME options for women and men(Select all)that apply

…SAME options for women and men Formal options are available Informal options are available

…Time-in-lieu Yes( )Select one option only


)that apply

…SAME options for women and menInformal options are available Formal options are available

…Telecommuting (e.g. working from home) Yes( )Select one option only

…Yes SAME options for women and men(Select all)that apply

…SAME options for women and men Formal options are available Informal options are available

…Part-time work Yes( )Select one option only

SAME options for women and men(Select all

…Yes )that apply

…SAME options for women and men Formal options are available

…Job sharing Yes( )Select one option only


)that apply


…Carer's leave Yes( )Select one option only


)that apply


…Purchased leave Yes( )Select one option only


)that apply


…Unpaid leave Yes( )Select one option only


)that apply


3: Are your flexible working arrangement options for NON-MANAGERS the same as the optionsfor managers above?

Yes

4: Were managers in your organisation allowed to make INFORMAL flexible workingarrangements with their team members in response to the COVID-19 pandemic?

Yes, SOME managers

5: Did you see an increase, overall, in the approval of FORMAL flexible working arrangements foryour workforce compared to pre-COVID-19?

Yes, for both women and men

6: If your organisation would like to provide additional information relating to flexible working andgender equality in your workplace, please do so below.

#Employee support

Paid parental leave

1: Do you provide employer funded paid parental leave regardless of carer's status (i.e.primary/secondary) in addition to any government funded parental leave scheme?

Yes, we offer employer funded parental leave (without using the primary/secondary carerdefinition)

1.1: Please indicate whether youremployer-funded paid parental leave isavailable to:

All, regardless of gender

1.2: Please indicate whether youremployer-funded paid parental leavecovers:

Birth Adoption Surrogacy Stillbirth

1.3: How do you pay employer funded paidparental leave?

Paying the employee's full salary

1.4: Do you pay superannuationcontribution to your carers while they are onparental leave?

Yes, on employer funded parental leave

1.5: How many weeks (minimum) ofemployer funded paid parental leave isprovided?

2

1.6: What proportion of your total workforcehas access to employer funded paidparental leave, including casuals?

41-50%

2: If your organisation would like to provide additional information relating to paid parental leaveand gender equality in your workplace, please do so below.

In Australia, eligible team members who are the primary carer for their newbornchild(ren),either biological or through surrogacy arrangement or newly adopted child(ren)are entitled to;

Eight weeks’ pay by Super Retail Group upon commencement of parental leave; and

Two weeks’ pay by Super Retail Group upon completion of one month of continuous serviceafter returning to work in a permanent capacity.

Eligible team members who are the secondary carer for their newborn child(ren),eitherbiological or through surrogacy arrangement or newly adopted child(ren) are entitled to 2weeks pay by Super Retail Group upon commencement of parental leave.

Support for carers1: Do you have a formal policy and/or formal strategy to support employees with family or caringresponsibilities?



2: Do you offer any of the following support mechanisms for employees with family or caringresponsibilities?

…Employer subsidised childcareNo(You may specify why the above support

)mechanism is not available to your employees.

…No Not a priority

…On-site childcareNo(You may specify why the above support



…Breastfeeding facilities Yes(Please indicate the availability of this)support mechanism.

…Yes Available at SOME worksites

…Childcare referral servicesNo(You may specify why the above support



…Internal support networks for parentsNo(You may specify why the above support



…Return to work bonus (only select if thisbonus is not the balance of paid parentalleave)

Yes(Please indicate the availability of this)support mechanism.


…Information packs for new parents and/orthose with elder care responsibilities


…Yes Available at ALL worksites

…Referral services to support employeeswith family and/or caring responsibilities



…Targeted communication mechanisms(e.g. intranet/forums)



…Support in securing school holiday careNo(You may specify why the above support



…Coaching for employees on returning towork from parental leave



No(You may specify why the above support

…Parenting workshops targeting mothers )mechanism is not available to your employees.


…Parenting workshops targeting fathersNo(You may specify why the above support



…Other (provide details) No

3: If your organisation would like to provide additional information relating to support for carers inyour workplace, please do so below.

Sex-based harassment and discrimination

1: Do you have a formal policy and/or formal strategy on sex-based harassment and discriminationprevention?


…Yes Policy

1.1: Do you provide a grievance process inany sex-based harasssment anddiscrimination prevention formal policyand/or formal strategy?

Yes

2: Do you provide training on sex-based harassment and discrimination prevention to the followinggroups?

…All managers Yes(Please indicate how often is this training)provided (select all that apply):

…Yes At induction At least annually

…All employees Yes(Please indicate how often is this training)provided (select all that apply):

…Yes At induction At least annually

3: If your organisation would like to provide additional information relating to sex-basedharassment and discrimination, please do so below.

Training is also provided on an Ad hoc basis in response to specific cases or identified themes throughout theyear.

The Company is undergoing a review of the Code of Conduct and other relevant policies, as well as reportingand training, in response to the Respect@Work national inquiry report and recommendations.

Family or domestic violence

1: Do you have a formal policy and/or formal strategy to support employees who are experiencingfamily or domestic violence?


…Yes Policy

2: Other than a formal policy and/or formal strategy, do you have the following supportmechanisms in place to support employees who are experiencing family or domestic violence?

…Employee assistance program (includingaccess to psychologist, chaplain orcounsellor)

Yes

…Training of key personnel Yes

…A domestic violence clause is in anenterprise agreement or workplaceagreement

Yes

…Workplace safety planning No( )Select all that apply


…Other (provide details)The Company will look to expand on currentresources and strategy in the future. Currentlymanaged on a case by case basis.

…Access to paid domestic violence leave(contained in an enterprise/workplaceagreement)



…Other (provide details)The Company makes personal/carer’s leaveavailable, this is not a leave type specific to apaid domestic violence leave benefit.

…Access to unpaid domestic violence leave(contained in an enterprise/workplaceagreement)

Yes

…Access to paid domestic violence leave(not contained in an enterprise/workplaceagreement)



…Other (provide details)The Company makes personal/carer’s leaveavailable, this is not a leave type specific to apaid domestic violence leave benefit.

…Access to unpaid leave Yes

…Confidentiality of matters disclosed Yes

…Referral of employees to appropriatedomestic violence support services forexpert advice

Yes

…Protection from any adverse action ordiscrimination based on the disclosure ofdomestic violence

Yes

…Flexible working arrangements Yes

…Provision of financial support (e.g.advance bonus payment or advanced pay)

Yes

…Offer change of office location Yes

…Emergency accommodation assistance No( )Select all that apply


The needs of team members are assessed on a

…Other (provide details) case by case basis, in some cases there maybe funding via other internal benefits to providesupport such as emergency accommodation.

…Access to medical services (e.g. doctor ornurse) No( )Select all that apply



The needs of team members are assessed on acase by case basis, in some cases support maybe provided to find appropriate medicalservices.

…Other (provide details) No( )Select all that apply

3: If your organisation would like to provide additional information relating to family and domesticviolence affecting your workplace, please do so below.

SUPER RETAIL GROUPWGEA PUBLIC REPORT 2021

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