b'BACK TO NAVIGATION2019 AusLSA Member PerformanceThe 2019 member results reinforced findings from our previous reports that a very high proportion of AusLSA members are takingpositive steps to improve the gender equity in their workplaces. Eighty eight percent of respondents have a gender equity policy, which is similar to last years result, and remaining firms are implementing a Diversity and Inclusion policy which address many common issues. This year an additional ten percent of firms decided to publish their gender equality policies signifying an increasing level of policy commitment and transparency. For the last two years all reporting firms had allocated key responsibility for overseeing the implementation of this policy to either a partner, manager or committee which increased from ninety-seven percent in 2017. There is strong evidence that leaders and leadership teams are taking greater public responsibility for their firms performance on pay equity with fifty-nine percent who had Managing Partners who were WGEA Pay Equity Ambassadors, up from forty-nine percent in 2016. Sixty-nine percent of AusLSA members are also WGEA Employers of Choice for Gender Equity which increased from fifty nine percent last year. Gender ratios for female partners improved again this year increasing from 26 percent in 2016 to 34% in 2019. This increase translates to thirty-two more female partners than male partners being promoted and in the last twelve months and 254 since 2016 (based on an estimate of partners at member firms). The proportion of female lawyers amongst AusLSA members also continues to rise and is now sixty-one percent of legal staff.These results for the legal profession remain stronger in comparison to similar professions such as the accounting services sector which also has an equal representation of women and men across their employee base but with fewer women appointed to senior management levels, with only eighteen percent in key management positions. Challenges and Opportunities The 2019 results show another year of improvement in the balancing of women in partnership and also that law firms continue to lead similar industries in Gender Equality. However female representation has now grown to sixty-one percent of the legal staff, yet they still only occupy thirty-four percent of partner positions. While this may be explained by the effect of lags between the growth in female numbers and the building of required experience and seniority for promotion, there is little doubt historical imbalances in equality of opportunity are also a significant factor. We continue to see continued improvement in these numbers over time which supports the hypothesis that the imbalance due to a historical legacy. The continues to be positively affected by member firms equity policies and that we should see a continued improvement in these numbers over time.Law Council of Australia survey National Attrition and Reengagement Survey found a higher rate of attrition of women in law firms and highlighted the need to focus on a range of priority changes to address the causes including Career path transformation Workplace safetyLeadership and role modelling Transparency and measures of success.Relationships and supportThe Workplace Gender Equality Agency also addressed opportunities for change, teaming up with the Business Council of Australia and McKinsey & Company to research the Women in Leadership: Lessons from Australian companies leading the way. The report identifies the ten common features of leading organisations who are dismantling barriers to womens participation at senior levels.The process recommended by the Work Place Gender Equality Agency and detailed in their Gender Strategy Toolkit:1.AnalyseUnderstand the firms gender equality status - Conduct a gender pay gap analysis and understand gender pay gapsAssess barriers to women progressing to leadership roles2.DesignIdentify the best interventions and set targets to address the identified inequalities3.ImplementDevelop and deliver action plans - Measurable effectiveness against. 4.ReviewRegularly assess the effectiveness of actions against targets and review the impacts ion the identified barriersModify and update the design and implementation of the strategy to respond and consider new opportunitiesTARGETS GENDER PROFILE 90%80%70%60%50%40%30%20%10%0%Female Female FemaleNon-Legal Staff Legal Staff PartnersYes 64% No 30%Not Reported 6%21'