A future ready workforce
Aim
To attract, develop and sustain a safe, healthy, capable and engaged workforce
Approach
We strive towards:
- demonstrating our values through our behaviours
- creating a positive work environment that provides development opportunities and is focused on delivering solutions
- creating a safe, healthy supportive workplace for everyone who works with us
- sustaining good workforce planning practices based on equity and inclusion
Target +/-5%
Median Base Salary Gender Pay Gap to March 2024
Target 20%
We did not meet our target percentage for women in leadership positions at Level 7 and above (*)
Target 0
There were zero fatalities
Looking ahead
Projects and activities planned for next financial year, some of which have already commenced, include the following:
- Establish a development program for staff involved with self-performed delivery
- Deliver mental wellness activities and strategies to support managers and employees
- Conduct inaugural Diversity Council of Australia Inclusive Employer Index Survey
- Implement actions identified from the Diversity, Equity and Inclusion framework
- Continue to implement and deliver activities to further Aboriginal employment
- Continue to review all processes, policies, and guidelines to embed the Public Sector Commission Building Leadership Impact – Leadership Expectations approach
- Develop a new strategy for safety, health and wellbeing, utilizing results of the Safety Perception Survey
- Procure and implement a new improved safety system
Commitment to diversity equity and inclusion
- Our Road to Diversity Equity and Inclusion was launched in September 2023
- We created a new DEI Council to oversee delivery and guide our direction
We have released our DEI foundational document - Road to Diversity Equity and Inclusion: Main Roads DEI Framework. The new framework was based on extensive consultation across the organisation that resulted in eight priority diversity groups being identified. This included two areas not previously specifically identified, neurodiverse people and mature people.
Through our framework we are committed “to have a safe workplace that recognises and encourages our diverse skills and perspectives and creates a culture of belonging and respect”
Each diversity reference group (DRGs), has its own advocate drawn from Corporate Executive, a champion who is a senior member of staff and is supported by a group of interested people with lived experience in that area or are keen to make a difference to our workplace culture.
The framework is built around four principles, being:
- designing for diversity
- leading strongly and with accountability
- engaging meaningfully
- celebrating diversity
Part of a transparent approach in developing a framework and supporting action plans is recognising we don't have all the answers. In fact we are not sure if we know the right questions to ask. This was made clear at a kick-off workshop in November, as we set about initially defining roles for each area and discussing the initial suite of actions we would look to implement.
We are committed to increase the representation of diversity groups and foster a truly representative workforce by providing a safe, respectful, and inclusive workplace culture.
Workforce profile
As we have continued the transition of provision of maintenance and some minor capital works to be delivered by our own employees, there have been significant changes in our workforce profile and demographics.
Developing our people
We are focused on developing a high performing workplace that consists of a skilled, professional and ethical workforce. We are looking to find the right people. People with the ability to adapt to changing business, technology and environmental needs; and people who will thrive on help us develop a workplace creating a culture of belonging and respect.
Management skills
A Management Skills Development Program was developed to address issues identified by our wellbeing in the workplace survey. The first three modules build on each other in sequence and have been contextualised to suit the needs of managers. Participants complete a pre-training behavioural assessment and attend a debrief before they attend these modules.
So far 108 managers and supervisors have completed these modules, and we expect to take the program to our regional offices in 2025. A stream for senior managers has been scheduled for later this year.
Module four of this program, ‘Bullying, harassment and discrimination awareness’, is open to all employees. Thirty-one sessions were delivered last year including five regional sessions. To date, more than 550 people have completed this module. Module five of the program is ‘Supervising a skilled wages workforce’. This is also a stand-alone module and is aimed at managers and supervisors of skilled wages workforce. These have been run in four regions and 89 people have completed this module, with more completions planned.
Construction and maintenance training
This Road Construction and Maintenance Training Program continued to deliver training for asset management, maintenance, and project delivery staff along with our development employees. The program provides the underpinning knowledge to support the supervision and management of works and the direct delivery of network maintenance. This program is delivered by industry experts and tailored specifically to Western Australia, focusing on asphalt, spray sealing, granular pavement practices, road drainage design. A new module, ‘Geotechnical investigations’ was added to the program this year. This training program is open to all Transport Portfolio agencies and local government employees.
Learning Management System (LMS)
We have had added several online modules to our learning management system (LMS), helping new and existing staff enhance their skills and reduce knowledge gaps. One of the additions to our LMS is the new ‘external contractor portal’. This has been created for contractors who are working under a direct managed model and are required to be inducted into our safety management system and site. The workforce development team has been working collaboratively with regional site coordinators with onboarding external contractors.
Another upgrade to our LMS is the rebranding of the ‘Career conversation’ module to ‘Performance and development plans’ (PDP). We are working on an enhanced module for new PDPs that will go live in July. Work is also underway on a new portal for training of our heavy vehicle accreditation auditors and pilots.
Regional Leadership Development Program
This program features a combination of personal coaching and group workshops focused on selfawareness and team cohesion. This initiative supports our workforce planning process and supports the goal of creating rewarding regional career pathways for our high-potential future leaders, creating a common language on what good leadership looks like. To date 10 people have completed this program and it will run again in 2025.
Intelligent Transport Systems (ITS) Graduate Scheme
The Scheme now in its third year, offers graduates the opportunity to engage with a diverse array of cutting-edge projects in the Intelligent Transportation Systems (ITS) industry. From pioneering initiatives such as Smart Freeway and traffic control systems to the implementation of Real-Time Operating Platforms and the integration of algorithms and artificial intelligence. As Western Australia gears up for the seamless integration of autonomous vehicles, our scheme ensures graduates are equipped with the necessary skills and knowledge required to manage the new innovations.
Diversity, equity and inclusion
We encourage and recognise that a diverse workforce is integral to our success and we value the unique blend of knowledge, skills and perspectives people bring to the workplace. We have a commitment to have a safe workplace that recognises and encourages our diverse skills and perspectives and creates a culture of belonging and respect.
During the year we released “Road to Diversity Equity and Inclusion, our first framework for DEI”. Development was based on extensive consultation across the organisation that resulted in outlining eight priority diversity groups:
- Aboriginal and Torres Strait Islander people
- Culturally and linguistically diverse people
- Gender equality
- LGBTQIA+ people
- Mature people
- Neurodiverse people
- People with disability
- Youth
We now have reference groups, called diversity reference group (DRGs), for each of these priority groups.
Aboriginal and Torres Strait Islander people
Employment opportunities
Aspects we are working on to continue to increase opportunities include:
- Delivering our Aboriginal Employment and Retention Plan 2024-27 to improve the level of direct and meaningful Aboriginal and Torres Strait Islander employment and training opportunities.
- Successfully recruiting Aboriginal and Torres Strait Islander people, under section 50 and 51 of the Equal Opportunity Act 1984 (WA) for a range of roles across the organisation.
- Continuing to create culturally secure recruitment campaigns.
- Embedding targets into our contracts to ensure Aboriginal participation.
- Enhancing procurement and tendering processes to enable wider access for Aboriginal businesses and supply chains.
- Seeking Aboriginal trainees from the Public Service Commission Aboriginal traineeship program, Solid Futures.
In addition, we look to further opportunities through:
- Our Transport Portfolio Aboriginal Business and Employment Advisory Group exploring innovative, collaborative knowledge-sharing to increase sustainable job opportunities for Aboriginal people.
- Our partnership with North Metropolitan TAFE Engineering Department to deliver Certificate III in Engineering – Technical for our Aboriginal engineering trainees in 2025.
| MEASURE | TARGET | 2022 | 2023 | 2024 |
|---|---|---|---|---|
| % of workforce that self-identify as Aboriginal or Torres Strait Islander | 5% | 2.5% | 3.9% | 5.1% |
| % of people who identify as Aboriginal or Torres Strait Islander in management positions (Level 7+) | 5% | 10.0% | 7.0% | 3.2% |
| Percentage of staff undertaking formal and structured Aboriginal Cultural and Heritage Awareness training (existing and new) | 100% | 84% | 89% | 79% |
Reconciliation action plan
We have successfully delivered initiatives from our Reconciliation Action Plan (RAP) 2021 – 2023 ‘The Road to Jobs and Business Opportunities’ and are seeking to move to a new RAP in the coming year.
National Reconciliation Week 2024
National Reconciliation Week was observed across the organisation and Transport Portfolio with many opportunities to learn, share and join in solidarity with Aboriginal and Torres Strait Islander peoples, re-affirming the meaning of this year’s theme: Now More Than Ever. At our head office a corporate event was held and live streamed to all our regional offices, where we welcomed our guest speaker Gerry Matera, the founder and owner of Gather Foods, Eon Protection and Indigenous Defence Services. Gerry is a proud Noongar man who shared his journey while providing some personal insights on challenges he has experienced and the work he sees ahead in reconciliation.
Representatives from the Transport Portfolio Aboriginal Engagement Team participated in the Walk for Reconciliation Boorloo (Perth) at Langley Park, while people from our Office Major Transport Infrastructure Delivery and METRONET offices observed National Reconciliation Week with a Welcome to Country and keynote speech from Professor Len Collard, a Whadjuk Noongar Elder and researcher of Aboriginal studies.
NAIDOC celebration
We celebrated NAIDOC Week and recognised the history, culture and achievements of Aboriginal and Torres Strait Islander peoples. The 2024 theme ‘Keep the Fire Burning! Blak, Loud and Proud’ honours the enduring strength and vitality of First Nations cultures. NAIDOC Week is an opportunity to foster a deeper understanding and appreciation of Indigenous cultures among our staff, contractors and the wider community.
Culturally and linguistically diverse people
A diverse and multicultural workforce brings a greater range of skills, knowledge, experiences, backgrounds and capabilities into our organisation. This environment leads to higher performing teams and better outcomes for our customers. Our training programs help staff develop cross cultural understanding to improve communications with people from all backgrounds regardless of cultural, religious or social differences. Training assists us to:
- deliver a better service to diverse communities
- create a competitive advantage
- minimise prejudices in systems, policies, processes and practices
- ensure there is cultural diversity in the workplace
- develop inclusion and equity promotional strategies
- increase innovation
| MEASURE | TARGET | 2022 | 2023 | 2024 |
|---|---|---|---|---|
| % of CaLD people employed (PSC target) | 15.5% | 16.2% | 16.8% | 18.2% |
| % of CaLD people employed in management positions (Level 7+) | 20% | 19.0% | 16.0% | 13.1% |
Gender equality
During the year our Managing Director John Erceg became a member of CEOs for Gender Equity, strengthening our commitment to gaining greater representation in our workforce. Currently we have 31% of the workforce identifying as female which is a reduction on previous years. This reflects an increase of men in our workforce as we have reintroduced delivery of in-house maintenance services across the state.
Across the organisation working with our Gender Equity Diversity Reference Group we are pursuing actions including
- reviewing the recruitment process to identify and address barriers or unconscious bias
- promoting part-time opportunities, coaching, and mentoring, as well as unconscious bias awareness training
- utilising Work180 to provide advice and support around attracting women applicants
- undertaking an annual equity audit to improve provisions and inclusivity
- using the gender decoder to analyse job role statements and advertisements
- promoting awareness of and support for people impacted by family domestic violence through a webpage, safety plan and training
- launching information around menstruation and menopause support guidelines
- conducting workshops with executives using an independent diversity consultant
Gender pay gap
We have calculated, for the first time our gender pay gap based on median base salary at 30 June 2023 which came in at 9.1% in line with the industry average for heavy and civic engineering organisations with less than 5,000 employees. At the time of preparing this report the figures were only available until March 2024 and had risen slightly to 10.2% reflecting changes in our overall workforce. Overall, this shows that we are performing better than the national median base salary at 14.5% and consistent with the average for the national median base salary in heavy and civil construction employing less than 5,000 people. Further work is being done to understand how we can continue to reduce the rate and effect change.
| MEASURE | TARGET | 2022 | 2023 | 2024 |
|---|---|---|---|---|
| Median Base Salary Gender Pay Gap Main Roads Result | ||||
| National Median Base Salary Gender Pay Gap Result – 14.5% | +/-5% | 9.6% | 9.1% | 10.2% 1 |
| Heavy and Civil Eng (<5,000 emp) industry result 9.5% | ||||
LGBTQIA+ people
We continue to make strong advances in respect of LGBTQIA+ inclusion across the organisation demonstrated with our Ally Network now exceeding 100 trained supporters. Over the last twelve months we have:
- participated in Fair Day and marched in the Pride Parade as part of the Transport Portfolio
- conducted our second Australian Workplace Equity Index (AWEI) Survey and used it to identify actions and gaps that we are now focusing on
- progressing an AWEI Foundation Assessment seeking to achieve a Bronze rating
- promoting the short film Choice to raise awareness of transgender youth suicide prevention
- taking part in Pride in Diversity state-based roundtable sharing and networking events and participating in the National Executive Allies Forum
- producing short video pieces for internal use, which address use of pronouns, gender versus sexuality, what it means to be an ally and other topic areas and celebrated significant days of importance
| MEASURE | Source | TARGET | 2023 | 2024 |
|---|---|---|---|---|
| % of survey respondents who feel they can be themselves at work | AWEI | 80% | 75% | 75% |
| % of survey respondents who believe we are committed to LGBTQIA+ diversity and inclusion | AWEI | 80% | 75% | 79% |
| % of survey respondents who know active allies in their area | AWEI | 80% | 59% | 62% |
Neurodiverse people
Neurodiversity is a term used to describe variation in how people experience and interact with the world around them. Neurological variations include ADHD, autism and dyslexia. Individuals with these neurological variations can find communication, self-expression, and interactions with others particularly challenging and the environments in which they learn, work and live can either facilitate or inhibit growth and development. To help people who already work with us or may wish to join us in the future, the Neurodiverse People Diversity Reference Group aims to raise awareness about neurodiversity and progress actions that will create a work environment supporting neurodiverse people to grow and achieve their full potential.
People with disability
Our People with Disability Diversity Reference Group has been very active in developing its action plan and identifying actions for the coming 12 months. In October 2023 we became one of 30 organisations nationally, and the first transport agency in Australia accredited as a Disability Confident Recruiter by the Australian Network on Disability. This recognises that we are seeking to make it easier for people with disability to join our workforce. With accreditation, we demonstrated we meet stringent criteria – making us part of a select group of Australian public and private organisations to achieve this recognition. We can now display the ‘Disability Confident Recruiter’ logo on our website and job advertisements with the aim of encouraging more candidates with disability to apply for our vacancies. The learnings from the accreditation process have supported the internal recruitment team and key hiring managers to improve their attraction and selection techniques to promote best practice in promoting inclusivity. We also engaged the Centre for Accessibility Australia to undertake an accessibility audit of our corporate branding templates, with a particular focus on those that are external facing. The purpose of the accessibility assessment was to highlight barriers some users may encounter accessing documents.
| MEASURE | TARGET | 2022 | 2023 | 2024 |
|---|---|---|---|---|
| Representation of people with disability employed at Main Roads (PSC target) | 5% | 3.5% | 3.1% | 3.6% |
Youth
Ensuring our employees under the age of 30 are supported and have what they need to thrive and stay with the organisation is the aim of our Youth Diversity Reference Group. A Youth Day Event is planned for August – focusing on providing a platform to discuss career journeys, experiences in the workplace and how youth can shape the future of our organisation. Key speakers will focus on sharing their experiences on taking ownership of a career, and success, skills for the future, and leadership for young people. Outcomes will guide future actions.
| MEASURE | TARGET | 2022 | 2023 | 2024 |
|---|---|---|---|---|
| % Youth (<30) representation of total workforce | 21% | 14% | 18% | 18% |
Target is based on ABS labour force data <30.
