VicPol Corporate

The state of gender equality in Victoria Police

Victoria Police began demonstrating significant leadership in gender equality when it invited VEOHRCExternal Link to uncover the systemic harm and disadvantage experienced by women in our organisation.

Since 2015, we have been transparent in confronting our past mistakes and in reforming the elements of our practice and culture that allowed these to occur. Through an extensive program of work across the organisation3, we have begun to transform into a modern policing organisation that is disrupting a deeply entrenched culture of discrimination and high tolerance for gendered harm4.

The Equal, Safe and Strong strategy and the first Equal, Safe and Strong action plan represent a matured approach to achieving material progress towards sustainable gender equality in our organisation.
Through an outcomes focus, we have shifted from task acquittal as our key measure of success to a fully integrated approach that removes gendered influences from workplace structures, practice and culture.
These outcomes and their associated actions are underpinned by the principles of the Act.

In setting the foundations for the achievement of sustainable gender equality by 2030, this action plan prioritises building the capability of our leaders to create safe, respectful and inclusive workplaces, and strengthening our response to gendered workplace harm.

These two areas of focus emerged as our most pressing issues in our analysis of the current state of gender equality at Victoria Police.

Our data continues to reveal the impact of gendered stereotypes in our organisation. In particular, we are concerned that:

  • women continue to experience gendered workplace harm but the overwhelming majority do not feel safe to report (see Figure 2 and 3)5
  • men are over represented in police leadership positions and opportunities for career advancement (see Figure 4)6
  • only a quarter of our workforce consider that our organisation makes fair recruitment and promotion decisions based on merit (see Figure 5)7
  • there is a significant over-representation of women in lower ranks in flexible and part-time work, with only 42 percent of all employees who believe there is a positive culture within Victoria Police in relation to employees who use flexible work arrangements (see Figure 6)8.

Figure 2: Prevalence of sexual harassment

Chart showing 10% of woman in Victoria Police experienced sexual harassment in the past 12 months.
10% of women in Victoria Police experienced sexual harassment in the past 12 months.
Figure 2: Prevalence of sexual harassment
Download Figure 2: Prevalence of sexual harassment

Figure 3: Reporting of sexual harassment

Chart showing 6% of woman who experienced sexual harassment made a formal complaint.
6% of women who experienced sexual harassment made a formal complaint.
Figure 3: Reporting of sexual harassment
Download Figure 3: Reporting of sexual harassment

Figure 4: Workforce composition by gender

Figure 4: Workforce composition by gender

Current workforce gender percentage by role

Role % Male % Female
Chief Commissioner 100 0
Deputy Commissioner 75 25
Assistant Commissioner 75 25
Commander 76 24
Superintendent 77 23
Inspector 74 26
Senior Sergeant 79 21
Sergeant 78 22
Senior Constable 68 32
Constable/Reservist 69 31
Recruit 70 30

Download Figure 4: Workforce composition by gender

Figure 5: Employee attitudes towards promotion decisions

Chart showing only one in four employees believe our organisation makes fair recruitment and promotion decisions, based on merit.
Only one in four employees believe our organisation makes fair recruitment and promotion decisions, based on merit.
Figure 5: Employee attitudes towards promotion decisions
Download Figure 5: Employee attitudes towards promotion decisions

Figure 6: Workforce gender composition as compared to flexible work arrangements by gender

Two charts, the first showing that men comprise of 65% of the workforce in Victoria Police, and the second showing mend only make up 18% of  flexible work arrangements
Men comprise of 65% of the workforce in Victoria Police but only 18% of flexible work arrangements.
Figure 6: Workforce gender composition as compared to flexible work arrangements by gender
Download Figure 6: Workforce gender composition as compared to flexible work arrangements by gender

Signs of progress

While this data demonstrates that gender inequality persists in our organisation, signs of positive change are emerging:

  • In the twelve months to June 2021, the proportion of women police officers successfully securing promotion reached levels closer to the workforce gender composition than in previous years9
  • The majority of employees agree that Victoria Police’s commitment to gender equality reform has improved in the last year10
  • Sixty-five per cent agree that their manager is active in driving gender equality initiatives in the workplace11.

The benefits of gender equality

There is clear evidence to demonstrate that achieving sustainable gender equality will benefit our people, our organisation and our community.12

Reduced gendered workplace harm

By creating gender equal workplaces, we will disrupt the enabling environment which allows gendered workplace harm to occur. Removing gendered stereotypes, which confine our people to perform according to outdated and narrow understandings of policing, will result in a safer workplace for all genders.

More capable and modern police force

Evidence shows that diverse and inclusive teams are more productive and innovative13. By removing gendered barriers to career advancement, we ensure that we have access to the full talent pool and build a workforce that reflects the capabilities and values of a modern policing organisation.

Enhanced service to the community

Gendered violence, including family violence and sexual offending, is a major threat to community safety and Victoria Police is on the frontline. Achieving gender equality will strengthen community trust that we are a safe organisation to report gendered violence to and that perpetrators will be held to account.

What will Victoria Police look like in 2024

By 2024 our organisation will have strengthened capabilities in achieving gender equality outcomes and responding to gendered workplace harm. In a large, complex law enforcement agency like Victoria Police, building capability requires both centralised and local levers that enhance skills, knowledge and attitudes. In 2024:

  • We will have harnessed innovation in our policies, systems and structures that influence and support gender equality.
  • Our leaders will feel empowered in their response to gendered workplace harm.
  • Workplace behaviours will have begun to reflect a strengthened culture through an increased understanding of the benefits of gender equality.
  • Our employees will demonstrate a stronger understanding of how gender equality in our organisation will enhance our response to gendered violence in the community.

Strengthening our approach using an intersectional lens

Gender inequality can be compounded by other forms of discrimination and disadvantage. Intersectionality acknowledges that a person's characteristics are not mutually exclusive, but rather build upon one another leading to layers of discrimination and workplace harm. Victoria Police recognises that gendered workplace harm is often exacerbated by other systemic barriers, limiting the ability of our people to bring their whole selves to work.

Our first Equal, Safe and Strong action plan is informed by an understanding of the multiple layers of discrimination that our people can experience. Through consultation with our employee networks, we explored opportunities to strengthen our approach to gender equality using an intersectional lens.

The action plan also complements organisational diversity and inclusion strategies and actions plans for:

  • lesbian, gay, bisexual, transgender, intersex and queer employees
  • Aboriginal and Torres Strait Islander employees
  • culturally and linguistically diverse employees
  • employees with disability.

3 For a detailed summary of the progress we have made since 2015, refer to Equal, Safe & Strong Victoria Police Gender Equality Strategy 2020-2030, 8-9.
4 Victorian Equal Opportunity Human Rights Commission (VEOHRC) (2019) Independent Review into sex discrimination and sexual harassment, including predatory behaviour in Victoria Police. Phase 3 audit and review, Victorian Equal Opportunity Human Rights Commission, Melbourne, Australia.
5 People Matter Survey – Victoria Police (2021)
6 Victoria Police (2021) Workplace Gender Audit
7 People Matter Survey – Victoria Police (2021)
8 People Matter Survey – Victoria Police (2021)
9 Victoria Police (2021) Workplace Gender Audit
10 People Matter Survey – Victoria Police (2021)
11 People Matter Survey- Victoria Police (2021)
12 Victorian Equal Opportunity Human Rights Commission (VEOHRC) (2019) Independent Review into sex discrimination and sexual harassment, including predatory behaviour in Victoria Police. Phase 3 audit and review, Victorian Equal Opportunity Human Rights Commission, Melbourne, Australia.
13 Saxena, A. (2014) Workforce diversity: A key to improve productivity. Procedia Economics and Finance, 11(1), 76-85.

Reviewed 05 September 2022

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