{ "entity_id": "S-VIC-041", "folder": "Victorian-Institute-of-Sport", "name": "Victorian Institute of Sport", "type": "Statutory Authority", "jurisdiction": "VIC", "portfolio": "", "website": "https://vis.org.au/", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": false, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 10, "n_kpi_targets": 2, "n_kpi_results": 0, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "The VIS is committed to embedding sustainability into our pursuit of success in sport and life. Our mission is to foster a greener, healthier future for all by actively contributing to a climate-resilient Victoria.", "official_site_url": "https://vis.org.au/", "source_documents": [ { "type": "strategie", "title": "Download", "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Strategic-Plan-2025-2032.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "Download", "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "Download", "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-First-Nations-Strategic-Plan-2023-2026.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "Download", "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "Download", "url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-Statement-2024.pdf", "period": "2025", "confidence": "medium" } ], "purpose": null, "vision": null, "strategic_priorities": [], "values": [ { "name": "sustainability", "description": "", "source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf", "source_page": null }, { "name": "resilience", "description": "", "source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf", "source_page": null }, { "name": "innovation", "description": "", "source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Fostering a greener, healthier future", "description": "The VIS is committed to embedding sustainability into our pursuit of success in sport and life. Our mission is to foster a greener, healthier future for all by actively contributing to a climate-resilient Victoria.", "activities": [ "Measure Carbon Baseline", "Set reductions targets", "Develop Climate Action Plan", "Establish climate action reporting platform", "Promote sustainable practices", "Educate athletes, staff, and community" ], "source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf", "source_page": 9, "source_deep_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf#page=9" } ], "performance_measures": [ { "code": "GHG01", "measure": "20% reduction in GHG emissions", "target": "20% reduction in GHG emissions by 2026", "latest_result": "", "status": "", "target_source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf", "target_source_page": 9, "result_source_url": "", "result_source_page": null }, { "code": "GHG02", "measure": "50% reduction in GHG emissions", "target": "50% reduction in GHG emissions by 2030", "latest_result": "", "status": "", "target_source_url": "https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf", "target_source_page": 9, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [], "watch_terms": [ "20% reduction in GHG emissions", "50% reduction in GHG emissions" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": null, "purposes_source_page": null, "how_we_deliver": null, "how_we_deliver_source_page": null, "government_priorities": [], "outcomes": [ { "name": "Outcome 1: Fostering a greener, healthier future", "description": "The VIS is committed to embedding sustainability into our pursuit of success in sport and life. Our mission is to foster a greener, healthier future for all by actively contributing to a climate-resilient Victoria.", "key_activities": [ "Measure Carbon Baseline", "Set reductions targets", "Develop Climate Action Plan", "Establish climate action reporting platform", "Promote sustainable practices", "Educate athletes, staff, and community" ], "source_page": 9 } ], "values": [ "sustainability", "resilience", "innovation" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "GHG01", "measure": "20% reduction in GHG emissions", "target": "20% reduction in GHG emissions by 2026", "source_page": 9 }, { "code": "GHG02", "measure": "50% reduction in GHG emissions", "target": "50% reduction in GHG emissions by 2030", "source_page": 9 } ], "kpi_results_2024_25": [], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 19]\n1 ORGANISATIONAL CULTURE & DIVERSITY\nStrategic Action Indicator Measure Accountability Timeline\n1.1 Establishing quality and systematic data 1.1 Report on measures and progress of 1.1 Director of\ncollection systems and strengthening the implementation of a completed HR People and\npre-existing systems to capture system incorporating diversity measures Community\nintersectionality data (i.e. diversity data) to complete the data set for future (DPC)\nwithin both the permanent and casual audits and provide better insight into VIS\nworkforce workforce intersectionality\n1.1.1 Include diversity questions as part of the 1.1.1 Report on incorporated diversity measures 1.1.1 Twelve months\nonboarding/recruitment process for new such as capturing data on cultural identity,\nstaff gender identity, sexual orientation,\ndisability\n1.1.2 Disseminate a mini survey to permanent/ 1.1.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 19]\n1 ORGANISATIONAL CULTURE & DIVERSITY\nStrategic Action Indicator Measure Accountability Timeline\n1.1 Establishing quality and systematic data 1.1 Report on measures and progress of 1.1 Director of\ncollection systems and strengthening the implementation of a completed HR People and\npre-existing systems to capture system incorporating diversity measures Community\nintersectionality data (i.e. diversity data) to complete the data set for future (DPC)\nwithin both the permanent and casual audits and provide better insight into VIS\nworkforce workforce intersectionality\n1.1.1 Include diversity questions as part of the 1.1.1 Report on incorporated diversity measures 1.1.1 Twelve months\nonboarding/recruitment process for new such as capturing data on cultural identity,\nstaff gender identity, sexual orientation,\ndisability\n1.1.2 Disseminate a mini survey to permanent/ 1.1.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "Approach To Meaningful Gender Equality Working Group & Workforce\nEngagement & Consultation Employee Representative Engagement Consulation &\nEngagement\nCOMMUNICATION VIRTUAL WORKSHOPS\nRegular email communications from the VIRTUAL WORKSHOPS\nWorkshop 1\nGender Equality Working Group were sent\n75% attendance from the Gender Equality Working Group Workshop 1\nout to staff and included an overview\nA total of 50 staff members\nof the work being undertaken and the Workshop 2\nattended, representing 66%\nopportunities for staff to be involved in the 75% attendance from the Gender Equality Working Group\nof the workforce\ndevelopment of the GEAP.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "Approach To Meaningful Gender Equality Working Group & Workforce\nEngagement & Consultation Employee Representative Engagement Consulation &\nEngagement\nCOMMUNICATION VIRTUAL WORKSHOPS\nRegular email communications from the VIRTUAL WORKSHOPS\nWorkshop 1\nGender Equality Working Group were sent\n75% attendance from the Gender Equality Working Group Workshop 1\nout to staff and included an overview\nA total of 50 staff members\nof the work being undertaken and the Workshop 2\nattended, representing 66%\nopportunities for staff to be involved in the 75% attendance from the Gender Equality Working Group\nof the workforce\ndevelopment of the GEAP.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "Approach To Meaningful Gender Equality Working Group & Workforce\nEngagement & Consultation Employee Representative Engagement Consulation &\nEngagement\nCOMMUNICATION VIRTUAL WORKSHOPS\nRegular email communications from the VIRTUAL WORKSHOPS\nWorkshop 1\nGender Equality Working Group were sent\n75% attendance from the Gender Equality Working Group Workshop 1\nout to staff and included an overview\nA total of 50 staff members\nof the work being undertaken and the Workshop 2\nattended, representing 66%\nopportunities for staff to be involved in the 75% attendance from the Gender Equality Working Group\nof the workforce\ndevelopment of the GEAP.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "Approach To Meaningful Gender Equality Working Group & Workforce\nEngagement & Consultation Employee Representative Engagement Consulation &\nEngagement\nCOMMUNICATION VIRTUAL WORKSHOPS\nRegular email communications from the VIRTUAL WORKSHOPS\nWorkshop 1\nGender Equality Working Group were sent\n75% attendance from the Gender Equality Working Group Workshop 1\nout to staff and included an overview\nA total of 50 staff members\nof the work being undertaken and the Workshop 2\nattended, representing 66%\nopportunities for staff to be involved in the 75% attendance from the Gender Equality Working Group\nof the workforce\ndevelopment of the GEAP.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "Tina De Young and she is currently a Director at the Richmond Football Club, a member of the Finance Audit & Risk 2016\nCommittee and a Consultant to the Bendigo and Adelaide Bank.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "Tina De Young and she is currently a Director at the Richmond Football Club, a member of the Finance Audit & Risk 2016\nCommittee and a Consultant to the Bendigo and Adelaide Bank.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/2022-23-VIS-Annual-Reviews.pdf (https://vis.org.au/wp-content/uploads/2025/12/2022-23-VIS-Annual-Reviews.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "2024-2026 Join Sports Environment SSCT Tennant Sustainability\n2024-2026 Alliance Roundtable\n2024-2026\nPlastic-free Open Day\nSupport the Girls (sports bra Food Waste Lunch’n’Learn Publish Climate Action Plan\nMeasure Carbon Baseline\ndonations) Staff Habits Survey\n(Scope 1, 2, & 3) (commuting) Carbon Literacy training Promote VIS initiatives and\nClean Up Australia Day projects on socials\nBusiness Team to complete\nProcurement Strategy\nCarbon Accounting short Beyond…\nImpact checklist for catering collaborative project\ncourse to ensure accurate Beyond…\nongoing reporting Ride to Work incentives\nBeyond… Beyond… Promote Climate Action\nEstablish reporting platform Athlete experience reels Plan review, setbacks and\nReview and update policies Lighting upgrades to LED achievements\n(travel, procurement, energy\nBeyond… efficiency) Renewable energy sourcing Promote athlete ambassadors", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "2024-2026 Join Sports Environment SSCT Tennant Sustainability\n2024-2026 Alliance Roundtable\n2024-2026\nPlastic-free Open Day\nSupport the Girls (sports bra Food Waste Lunch’n’Learn Publish Climate Action Plan\nMeasure Carbon Baseline\ndonations) Staff Habits Survey\n(Scope 1, 2, & 3) (commuting) Carbon Literacy training Promote VIS initiatives and\nClean Up Australia Day projects on socials\nBusiness Team to complete\nProcurement Strategy\nCarbon Accounting short Beyond…\nImpact checklist for catering collaborative project\ncourse to ensure accurate Beyond…\nongoing reporting Ride to Work incentives\nBeyond… Beyond… Promote Climate Action\nEstablish reporting platform Athlete experience reels Plan review, setbacks and\nReview and update policies Lighting upgrades to LED achievements\n(travel, procurement, energy\nBeyond… efficiency) Renewable energy sourcing Promote athlete ambassadors", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/VIS-Climate-Action-Plan-2025-2030.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Climate-Action-Plan-2025-2030.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 7]\nOUR COMMITMENT SO FAR\nVIS Leadership VIS Policy In Support of\n71% Female Board Members Equal Employment Gender representation on interview panels\n(quota 40%)3 Opportunity Policy\nFemale Athlete Health and Performance\nFemale Chair of the Board Sexual Harassment Policy initiatives\nFemale CEO Whistleblower Protection Policy Females in Sport ‘This Girl Can’ campaign4\nFlexible Working Policy Females in Leadership development\nopportunities\nParental Leave policy\nConfidential Employee Assistance Program (EAP)\nOUR WORK CONTINUES\n2021 2022\n• Reconciliation Action Plan Working Group established • Reconciliation Action Plan underway\n• Gender Equality Working Group established • Gender Equality Action Plan underway\n• Salary benchmarking process completed • Essential Skills professional development workshops:", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-VIC-041", "entity_name": "Victorian Institute of Sport", "folder_name": "Victorian-Institute-of-Sport", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 7]\nOUR COMMITMENT SO FAR\nVIS Leadership VIS Policy In Support of\n71% Female Board Members Equal Employment Gender representation on interview panels\n(quota 40%)3 Opportunity Policy\nFemale Athlete Health and Performance\nFemale Chair of the Board Sexual Harassment Policy initiatives\nFemale CEO Whistleblower Protection Policy Females in Sport ‘This Girl Can’ campaign4\nFlexible Working Policy Females in Leadership development\nopportunities\nParental Leave policy\nConfidential Employee Assistance Program (EAP)\nOUR WORK CONTINUES\n2021 2022\n• Reconciliation Action Plan Working Group established • Reconciliation Action Plan underway\n• Gender Equality Working Group established • Gender Equality Action Plan underway\n• Salary benchmarking process completed • Essential Skills professional development workshops:", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/VIS-Gender-Equality-Action-Plan-2022-25.pdf (https://vis.org.au/wp-content/uploads/2025/12/VIS-Gender-Equality-Action-Plan-2022-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] } ], 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