Macquarie Community College, including its subsidiary entities, is committed to promoting equity and fairness across all operations. We recognise the importance of equitable remuneration and are dedicated to fostering a workplace culture that values work/life balance, diversity and inclusion. Our aim is to address gender pay disparities proactively and transparently. We acknowledge that any gender pay gap, regardless of size, requires continuous action and vigilance to ensure ongoing equity and fairness.
Current Gender Pay Gap Performance:
The Workplace Gender Equality Agency (WGEA) Industry Benchmark Report 2024-25 identified our average total remuneration gender pay gap as 11.4%, which is behind the industry comparison group’s average of 5.7%. The average gap reflects workforce composition and role mix (who works where and how), not unequal pay for the same job.
Our median gender pay gap stands at 0%. A zero median indicates typical pay for men and women at similar levels is equivalent;
What factors drive our average and median results each year?
We have a relatively small workforce so small changes such as change from a female manager can drive large changes. The majority of our teaching and training staff are paid under an Award system so our default settings are that equal work gets equal pay. Factors such as years of experience, relevant qualifications and the scope of duties in those awards influence final pay rates.
We have a small cohort of permanent full‑time roles, quite a few permanent part-timers, and a large casualised mostly female workforce; part‑time/casual earnings are annualised to Full Time Equivalent for the Gender Pay Gap calculations, which amplifies compositional effects.
Like many employers, a higher share of women in lower‑paid quartiles and men in upper quartiles can elevate the average gap even when the median is zero. The appointment of a male to a role formerly held by a female (and vice versa) makes a difference to the annual average outcomes.
Our large casual cohort and part-time options reflect what many of our workforce value with respect to flexibility (workload choice, variable hours, other commitments) and is an important part of our workforce structure and strategy. All staff can request a review of their employment mode and we assess that in light of demand for programs, funding for programs and whether the requests enable us to meet our business needs. We will retain flexibility while ensuring pay settings and progression are equitable for casual and part‑time staff.
Analysis and Understanding:
We are continuously working to analyse and understand the factors contributing to the gender pay gap within our organisation.
The largest gap sits in clerical/administrative non‑manager roles 17.8%, professionals ~3.2% and all non‑managers 7.5%. A higher share of women in lower pay quartiles also elevates the average gap. These findings shape our action priorities.
The disproportionate representation of women in part-time, casual, and non-management roles within our traditionally female-dominated industry contributes to this gap We are committed to continue our focus on examining and addressing the various elements influencing pay differentials, including:
- Occupational Segregation: We will review the distribution of male and female employees across different roles within the organisation to identify any patterns of occupational segregation that may contribute to the gender pay gap.
- Hours of Work: We will assess the impact of part-time and casual employment on overall remuneration, recognising that women may be disproportionately represented in part-time roles.
- Career Progression: We will evaluate opportunities for career advancement and professional development to ensure that all employees, irrespective of gender, have equal access to growth opportunities within the organisation.
Action Plan:
We are committed to implementing an action plan to address the gender pay gap. This plan will include the following key initiatives:
- Pay Equity Reviews: Conduct regular reviews of remuneration to identify and rectify any unjustified pay disparities based on gender.
- Flexible Work Arrangements: Enhance and promote flexible work arrangements to support work-life balance, for all employees.
- Training and Development: Implement training programs to promote equal opportunities for career advancement and skill development.
- Transparent Communication: Maintain open and transparent communication with employees regarding our efforts to address the gender pay gap, ensuring that all staff members are informed and engaged in the process.
Progress Monitoring:
We are committed to regularly monitoring and reporting on the progress made in addressing the gender pay gap. We will provide updates on our initiatives, share successes and challenges, and remain accountable for our commitment to achieving pay equity.
Conclusion:
By addressing the gender pay gap, we are taking a proactive stance toward creating a workplace that upholds the principles of equality and fairness. We are dedicated to fostering an inclusive environment where all employees, regardless of gender or employment status, can thrive and contribute to the success of our organisation.
The Board endorsed this Statement and Action Plan on 23 February 2026. The CFO and CEO are accountable for delivery; progress is reviewed annually.