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CPA : CPA Sustainability Report 2009
16 | CPA Australia Sustainability Report 2009 EC7 Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation We operate within a competitive recruitment market. That is why we seek to adopt best practice recruitment tools and frameworks to select the best employees for our organisation. We use the Mercer job evaluation methodology for grading our positions and recruit within specified Mercer salary bands for each role which are calculated with regard to market forces. We also utilise behavioural interviewing techniques when interviewing candidates and undertake specialised personality profiling and psychometric assessment for senior and specialist roles within the organisation. During the year we implemented a preferred supplier panel arrangement for recruitment to ensure that we receive the best possible service at the best possible rates. We now have a panel of seven suppliers who support recruitment for all of our offices globally. CPA Australia's recruitment policy covers Equal Opportunity Employment. Our recruitment processes are designed so that we hire people who best fit the role and organisation, free from discrimination. Although most of our recruitment is done at a local level, we do not have a policy around local hiring. Even though 100% of senior management (defined as professional specialist, manager and executive) were hired from the local community at locations of significant operation in 2009, this proportion will fluctuate from time to time as we seek to give staff opportunities to learn first hand about our international operations. In 2009, we were pleased to second the General Manager of our New Zealand office into the role of General Manager Queensland to fill an internal vacancy. Secondments are open to all staff as part of their career development and to further their learning about the business. In December 2009, 5 per cent of our workforce held a role in a secondment capacity, an increase of 2% per cent from last year. Like all vacancies at CPA Australia, all secondments are advertised internally unless the candidate has been identified from our leadership bench (a group of potential leaders that we have identified among our staff), in which case the individual is provided the secondment opportunity as part of the organisation's succession planning strategy. Our aim is to increase the number of international secondments so that staff can share knowledge, learn from each other and have a sense of team. LA2 Total number and rate of employee turnover The total turnover rate for CPA Australia in 2009 was 21.22 per cent, compared with 26.12 per cent in 2008. The 2009 departures by age graph points to the fact that the majority of staff turnover is within the 20-29 age bracket. The departures by gender graph shows us that male and female departures are in proportion to our 2009 gender demographic. The departures by service years graph show that the majority of departures fall within the 1-3 years bracket. LA14 Ratio of basic salary of men to women by employee category The CEO's salary has been excluded so as not to skew the average salary at the two highest levels of employment. This graph is representative of all CPA Australia employees globally and the data has been extracted from the December 2009 pay period. The salaries of staff outside Australia were converted to Australian dollars and averaged by employment category and gender. For the purpose of our reporting, annual salary is classified as base salary exclusive of employer superannuation contributions. We believe that the impact of maternity leave and a greater level of part-time work by female employees has resulted in average salaries being slightly lower for females but our policy remains parity of salary based on experience and market forces regardless of gender. For confidentiality reasons, especially at executive level, we do not intend to report gross average salary information in the 2010 Sustainability Report and instead will report only salary ratios by gender. LA7 Rates of injury, occupational diseases, lost days and absenteeism and number of work related injuries A number of policies and procedures are in place to deal with Occupational Health and Safety (OH&S) issues. We are committed to ensuring the health, safety and welfare of our employees, members and other people who may be affected by our operations. All incidents are recorded, and where necessary Human Resources staff take appropriate action. An OH&S committee provides a forum for joint consultation between management and employees and seeks to help develop safety policies and safe work practices, review accidents and accident statistics, advise of incidents or work practices which employees think are unsafe, and make recommendations on improving the workplace to make it safer. The committee comprises representatives from all major global offices and meets on a quarterly basis. In 2009, there were seven reported OH&S incidents that were classified as injuries but no occupational diseases or work related fatalities. In 2009, the average number of working days lost as a result of sick leave per person was six days. This figure includes extended absences and days lost relating to work related injuries and unpaid sick leave. Below 20 0% 20-29 41% 30-39 33% 40-49 19% 50+ 7% 2009 departures by age Female 67% Male 33% 2009 departures by gender Below 1 13% 1to3 48% 3to5 25% 5to10 11% 10+ 3% 2009 departures by service years Australia 88% China 6% Malaysia 2% Singapore 2% Other 2% Departures by region