Gender Pay Equity

Gender pay equity is about ensuring women and men performing the same role are paid the same amount, and women and men performing different work of equal or comparable value are paid equitably. This requires a valuing of skills, responsibilities and working conditions in a non-discriminatory way. Unintended gender biases in hiring, promotion, performance and pay decisions can lead to incidences of pay inequity. Any unfairness or perceived unfairness can negatively impact workplace culture and productivity. It can also negatively affect employee engagement and retention. (Source: WGEA, Guide to Gender Pay Equity)

Research shows the main factors contributing to the gender pay gap are:

discrimination and bias in hiring and pay decisions
women and men working in different industries and different jobs, with female-dominated industries and jobs attracting lower wages
high rate of part-time work for women
women’s disproportionate share of unpaid caring and domestic work
lack of workplace flexibility to accommodate caring and other responsibilities, especially in senior roles
women’s greater time out of the workforce impacting career progression and opportunities.

Paying men and women equally for the same work isn't the whole story. Find out more in the short video - The Gender Pay Gap Explained.

Western Sydney University - Gender Pay Gap Employer Statement - 2025

Western Sydney University remains committed to advancing gender equity and closing the gender pay gap. Following significant improvement over the past five years, the University’s gender pay gap remained at 8.3% in 2025.

The University regularly reviews pay equity data to identify areas of concern and implement targeted actions to reduce the gap. Our most recent internal review (as at 4 February 2026) highlights that women hold 59% of Executive and Senior Manager roles at Western, and women represent an equal or greater proportion of employees across each leadership tier. Our data also indicates that, on average, female leaders at these levels are paid more than their male counterparts. These outcomes reflect sustained action to strengthen representation in decision-making roles and reduce the gender pay gap.

Western is committed to improving the representation of women in senior positions and has strengthened supportive measures including the promotion of flexible work practices, gender-neutral parental leave and establishing networks and programs for parents and emerging leaders to support inclusive practice and career progression.

The University recognises that multiple factors influence the gender pay gap, including changing family and workplace structures, the impact of family and carer responsibilities on career progression and the impacts of discrimination, harassment and unconscious bias. The University continues to address areas within its control and remains firm in its commitment to improving gender equity across the workplace.

This commitment is guided by the 2021-2026 Gender Equity Strategy and Action Plan, which supports the recruitment, retention and advancement of female staff. The Vice-Chancellor’s Diversity, Equity and Inclusion Advisory Committee provides leadership and oversight on equity matters, while dedicated networks and programs continue to strengthen inclusive practice and career pathways. Western’s efforts have been recognised globally, ranking seventh in the world in the 2025 Times Higher Education Impact Rankings for its contribution to UN Sustainable Development Goal 5: Gender Equality.

To view the University’s employer gender equity results, including gender pay gaps visit WGEA’s Employer Data Explorer and search Western Sydney University.

The Gender Pay Gap Explained

https://www.youtube.com/watch?v=DSbA5rq8U3A

Online tools to assist women in employment negotiations

WGEA have released the Gender and Negotiation in the Workplace paper. This paper gives insight into existing research on the impact engagement in salary negotiation has long-term impacts on salary differentials. It also reviews the overall processes around workplace negotiation, and provides advice and suggestions for employers and individuals around navigating these situations skilfully.

The Women in Research article Negotiating a Deal explores the gender dynamics of workplace negotiation and why they matter for equity and career progression. It offers practical, research-informed strategies to help women strengthen their negotiation capability and achieve fairer outcomes.

Gender Equity

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