Addressing the gender pay gap and gender equity at Moose Toys 2025

Workplace Gender Equality Agency (WGEA) Gender Pay Gap - Moose Public Services Trust

Employer Statement: Addressing the gender pay gap and gender equity at Moose Toys

1. Overall commitment and approach to achieving gender equity

Moose Toys recognises that addressing the gender pay gap is a key driver in creating gender equity, and strengthening social and economic outcomes for women. We are aiming to build and embed a consistent and equitable approach to pay transparency and gender equity in Australia, as well as our international operating regions. This is in line with our Diversity, Equity, and Inclusion (DEI) goals and our broader purpose of contributing to make a positive difference for children and their communities.

2. Our gender pay gap 2022-23 v 2023-24

Our median total remuneration gender pay gap for Moose Toys in Australia in 2022/23 was 21.5% and the median base salary gender pay gap was 18.6%. In 2023-24, we have reduced our median total remuneration gender pay gap by 4.2% to 17.3%, and our median base salary gender pay gap to 18.0%.

This result does not mean that women performing the same role as men are paid less, or being paid less in general. Reducing our gap by 4.2% indicates in the past year we have made some positive progress towards reducing our gender pay gap, however there are still some underlying systemic factors that need to be addressed to close the gender pay gap.

At an industry level, due to our corporate structure, we report to WGEA as Moose Services Pty Ltd atf The Moose Services Unit Trust, where Moose Toys provides services to a number of our business entities, including design, manufacturing, distribution, sales etc. We are therefore included in the WGEA industry category of ‘Office Administrative Services’. The 2022-23 Office Administrative Servicesnational gender pay gap results published by WGEA in February 2024, were 13.4%. In 2023-24 this reduced by 1.4% to 12.0%. Our reduction is 3 times greater than the industry average. We will continue to work to understand our gender pay gap better in relation to the specific companies included in the WGEA industry we’re being compared to, as well as the other types of industries we operate in such as manufacturing and retail.

3. Drivers of the gender pay gap

It’s important to understand what continues to cause our gender pay gap. The results of our WGEA gender composition by pay quartile shows a disproportionate concentration of men in the upper quartiles (who earn more), which together with more women in the lower quartiles is driving our positive gender pay gap.

To help us work towards a more gender-balanced workforce, Moose Toys has implemented a 40-40-20 approach to setting a gender balance target for our workforce (including leadership). This means that at all levels of our organisation we are aiming to employ 40% women, 40% men and with 20% open to either gender, including those who identify as non-binary. This will take time, however, as we have a flat organisational structure and low turnover of roles, particularly at senior levels. We have commenced this process and in the past year have increased our proportion of women in our upper quartiles from 43.5% to 47%, and reduced it in the lower quartiles from 69% to 65.5%.

We have already been acting on reducing our gender pay gap as part of the evolution and growing maturity of our global DEI strategy. To better understand the key drivers and areas for improvement, Moose engaged AON to assess pay transparency and gender equity in October 2023. This included a review of our global workforce gender composition, gender pay gap, and policies and processes that impact gender pay outcomes.

We have identified several positive indicators around gender equity and DEI at Moose Toys including:

• There isn’t a gender skew towards either women or men leaving our business. This is an important indicator to ensure that there isn’t a gender equity-related reason for employee turnover.
• Overall, we are hiring and promoting more women than men. We recognise that a focus on hiring and promotion at higher-paying and more senior roles is a priority to close the gender pay gap.
• Our June 2024 Employee Culture survey showed that 89% of employees feel they belong at Moose Toys, 89% feel that they can be their authentic self, and 86% feel respected at work. These results underpin our DEI vision of: ‘No matter who you are, or where you’re from, or what your beliefs, at Moose… All are welcome.’

Some initiatives in place that support pay and gender equity include:

• We have a robust job architecture and classification process that helps ensure our people are paid the same for performing the same role, taking into account variables such as their level of experience. This is complemented with standardised performance rating definitions and goal setting guidelines which are applied consistently across the company.
• All employees have access to variable pay and benefit entitlement opportunities based on their and the company’s performance. Our pay-band structure is reviewed every two years to continue to ensure it is fit for purpose and includes a specific budget to remediate any identified pay gaps, including gender-based pay gaps.
• To mitigate bias in career progression, our organisational capability framework underpins our promotion and career and development framework, and links to our attraction and hiring guidelines. This creates consistency in hiring and promotion decisions based on skills and behaviours.
• We have provided inclusive leadership training to all people leaders covering the attributes of being an inclusive leader and being aware of the impacts of unconscious bias. We are rolling this out to all of our employees, including through learning channels such as LinkedIn Learning.

4. Gender pay gap remediation strategy and supporting actions

We recognise that closing the gender pay gap requires ongoing focus and will take time. We are committing to tracking our gender pay gap quarterly and sharing progress to close it with our Board, Co-owners and Senior Leadership Team, as part of our DEI dashboard.

Due to the size and gender composition of our employee population even minor employee movements can have a noticeable impact on our gender pay gap. Therefore, we acknowledge that we may not achieve 0% ongoing and are managing it as a trend over time, aiming that both our median and mean gender pay gaps are less than the national average total remuneration gender pay gap of 21.8%, by FY26.

We’re working to address the root causes of our gender pay gap through a targeted, multi-faceted program of work in Australia and globally, driven by our People and Culture team. It forms part of our global DEI strategy under the pillar of: ‘Consistently embed DEI principles into the employee lifecycle’.

Included in our gender pay gap action plan is a broad collection of interventions including:

• Having a gender balanced workforce and leadership representation target, as well as for reducing the gender pay gap.
• Regular data analysis and tracking of our gender pay gap.
• Investing in career pathways for women at all levels of the workforce.
• Working with divisions with the largest gender pay gaps to better understand and remediate the contributing drivers to the imbalance.

This approach is integrated into our broader DEI action plan that will enhance inclusion and gender equity through actions such as:

• Generating diversity-balanced shortlists for promotion and advancement.
• Reviewing our talent framework and people policies for inclusion enhancements.
• Refreshing awareness of our commitment to DEI at performance reviews and succession planning.
• Engaging with a Remuneration and Benefits consutant to review our policies and frameworks from an equity perspective and to provide further recommendations for enhancements for application in 2025/26 and beyond.