Case study: How ARUP's gender equality targets work together

ARUP says their 3 gender equality targets will help them to prioritise, allocate resources and track progress on gender equality over time.

The engineering company is one of around 2,000 large employers covered by legislation requiring employers to select and meet gender equality targets from 2026. 

Arup’s Managing Principal, Liam O’Donohue told ABC AM radio, that gender equality, broader diversity objectives and teams within the organisation create better outcomes for their business. 

As a Workplace Gender Equality Citation-holder ARUP was well positioned and supported to select targets that would make a real difference to employees. The company's selected targets work together, each one contributing to progression on the others. They chose: 

• reducing the median gender pay gap
• improving women's progression into leadership
• strengthening parental leave flexibility 

Mr O’Donohue said ARUP chose parental leave flexibility "so caring responsibilities don't derail careers". This observation is backed by WGEA data on age and the gender pay gap, which shows the gap accelerates rapidly from the age where people are most likely to start a family. 

ARUP's focus on leadership is also backed by WGEA data showing that reduced access to higher paying leadership roles is a key driver of the gender pay gap. 

From intention to measurable action

In every industry in Australia, gender pay gaps still favour men. 

Progress is happening, but it’s slow.

This has signalled a need for change in the way that we think about gender equality action.

For some employers, this means tackling big questions executives are now grappling with: how do we move from aspiration to action?

Targets focus employer actions 

In ARUP's experience, clear, measurable gender equality targets provide focus. Rather than treating gender equality as an HR initiative, ARUP has embedded the expectation of equality into its business strategy and leadership accountability. This approach aligns closely with the new national requirements, which centre on outcomes, not just policies.

To achieve the targets employers, need clear expectations, strong leadership and meaningful accountability. 

ARUP says measurement and reporting on progress has supported more informed decision‑making and encouraged shared responsibility across the organisation. 

Progress on gender equality happens when leaders are focused, data‑driven and prepared to be held accountable.

Recognition built on sustained leadership

ARUP's experience shows gender equality is not a side project – it’s core business. When pursued seriously, it strengthens culture, supports talent attraction and retention, and positions organisations to perform better in a changing environment.

This approach, and their commitment to continuous improvement is a key reason why they were recognised with the Workplace Gender Equality Citaiton. 

WGEA’s Citation recognises organisations that demonstrate sustained progress, transparency and leadership in advancing gender equality across 6 key areas. It considers leadership accountability, measures employee satisfaction with workplace culture and actions that are being taken to embed fairness through flexible work or equal access to parental leave for women and men.

For executives, the Citation recognition signals a willingness to deliver a fairer, equal experience for women and men. It shows that gender equality has been prioritised, consistently, even as expectations and workforce dynamics evolve. It also reinforces that meaningful progress is achievable in complex, global organisations when leaders stay engaged and accountable.  

A new framework, launched in 2026 added a second category of citation: Employer Committed to Gender Equality. This category provides an option for organisations who are building strong policies, systems and leadership capability, and steadily improving outcomes, but that don’t yet meet requirements for the Employer of Choice level of recognition.