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People

Fostering a health and inclusive workplace

Culture

At ASX, what we do matters. How we do it matters too.

At ASX, we aspire to have a vibrant, inclusive and resilient culture that inspires growth – for our customers, for our organisation and for our people. Our people continue to be deeply connected to our purpose – to power a stronger economic future by enabling a fair and dynamic marketplace for all – with 93% agreeing that the work we do is important. During FY25, we distilled the culture we want to build into six cultural attributes – ensuring they are simple, memorable and support us to continually move towards them. Our cultural attributes are how we want to be described by our people, customers and stakeholders when they engage with us. In essence, they are our ‘One ASX way’. 

 

Three of our cultural attributes connect us to our rich heritage, by cherishing our sources of strength.

Pride

in our unique purpose, rich heritage and exciting new era - what we do matters.
 

Committed

to doing what is right, leaning into challenges and moving forward with strength and perseverance.

Generous

with our expertise and support, genuinely offering compassion and kindness to others.
 

 

Three of our cultural attributes connect us to our new era, by embracing change.

Accountable

for owning and delvering great outcomes, and proactively managing risk every day. 

Curious

to understand customer and stakeholder needs, listening and integrating diverse perspectives.

Connected

together, across ASX, in trusted partnerships built on respect, empathy and constructive challenges.

 

Our values

Our values are a key enabler of our strategy and will help us to fulfil our purpose. 

Our One ASX Awards recognise teams and individuals living our values and helping drive our vibrant culture each quarter. They also help to showcase the work happening across the business to deliver meaningful outcomes for ASX. 

We put the market first 

to benefit all customers
 

We stand up for what's right

proudly protecting market integrity

We achieve more together 

by collaborating with purpose
 

We drive positive change 

by delivering meaningful outcomes

Diversity, equity and inclusion

Building our vibrant and inclusive culture

We recognise that a diverse and connected workforce, underpinned with fairness, safety and respect, makes us a stronger business. Our workforce reflects the market we serve, bringing different perspectives, experiences and ideas to make better decisions, enhance productivity, attract and retain the best talent, boost innovation, resilience, manage risk and drive sustainable growth.

We strive for everyone at ASX to feel seen, supported and safe to be themselves, enabling everyone to reach their full potential.

 

Our strategic approach to diversity, equity and inclusion focuses on three pillars:


Create a culture of inclusion and belonging

Hand holding three people in white outline


Attract and retain a diverse workforce

Person climbing up stairs to a goal in white outline


Reward, develop and promote equitably

Gender equality

We are fully committed to making continued progress towards inclusive gender equality. As a Founding Member of Champions of Change Coalition, ASX supports ongoing practical actions to improve gender equality in our workplace, industry and society.  

Gender balance targets are one indicator of gender equality. Our gender balance targets approach applies a target of 40% female and 40% male representation across the organisation at a minimum. The remaining 20% provides flexibility for female, male and people who identify as non-binary or gender diverse. 

Progress is regularly tracked and reported annually in ASX’s sustainability report. While targets are focused on gender, we strive to take an approach considering other aspects of identity including, but not limited to, cultural and racial diversity, caring responsibilities, disability and sexual orientation.  

While we are considered gender balanced, and we have achieved our senior leadership targets, we recognise we have more work to do at management level which is a key focus moving forward. 

LevelDefinitions for FY28 [1]FY24: % of female representationFY25: % of female representationTarget FY28 [2]
BoardInclusive of CEO50%44%40:40:20
Executive TeamExclusive of CEO27%27% [3]
Senior leadershipSenior Leadership Team (inclusive of Executive Team and CEO)38%42%
ManagementFunctional Leads, Practice Leads, Managers with at least one direct report35%33%
Across ASXAll employees42%40%

Data correct at 30 June 2025.
[1] Definitions of Senior Leadership and management have been updated based on implementation of new human resource information system.
[2] 40% females (minimum), 40% males (minimum), 20% of any gender (inclusive of men, women and people who identify as non-binary or gender diverse).
[3] Executive Team inclusive of Blair Beaton, who retired on 30 June 2025. Metric excluding Blair Beaton is 30%.

ASX ensures equal pay for like roles irrespective of personal characteristics such as gender. An annual review is conducted to identify differences in remuneration that cannot be explained by qualifications, tenure, experience and performance. Any unexplained differences are addressed in the ensuing remuneration review. During FY25, there was no material gap in our gender pay equity.

The gender pay gap (GPG) is just one of many measures that indicate gender equality and inclusivity in the workplace. In the latest WGEA reporting period, our gender pay gap reduced to 7.5%. When we review how we compare to our industry in the most recently available benchmarks, the data is encouraging; on all measures ASX’s gender pay gap remains significantly lower than the industry average. This reflects the concerted effort we have made over recent years to drive gender equality at ASX. As we make progress towards our gender diversity targets, this will further reduce our gender pay gap.

WGEA has released guidance that organisations should be targeting a gender pay gap of between -5% and +5%. ASX is progressing well towards this.

WGEA gender pay gap - ASX Group employer statement (2023-24)
WGEA ASX public questionnaire
WGEA workforce management statistics table
 

ASX data

WGEA reporting period

  
WGEA gender pay gap data [1]2022-232023-24 [2]2024-2025 [3]Industry comparison [4]National data
(private sector)
Average (mean) base salary12.9%8.9%7.1%16.9%15.7%
Average (mean) total remuneration15.2%9.1%7.5%19.2%21.1%
Median base salary9.6%8.1%6.0%19.9%11.9%
Median total remuneration10.8%8.2%7.9%20.6%16.4%

[1] The average GPG is the difference between the average earnings for men and women, expressed as a percentage of men’s average earnings. The median GPG is the difference between the median of what men are paid and the median of what women are paid, expressed as a percentage of the median men’s earnings.
[2] CEO included in 2023-24 data.
[3] All ASX data is correct as at 31 March 2025
[4] Financial & insurance services industry, 1000 - 4999 employees. Data is the midpoint of the comparison group.

Flexible working

As an inclusive organisation, we support flexible working arrangements, and in FY25 84% of employees told us they feel that they have the flexibility to manage work, caring responsibilities, and other commitments.

We aim to balance our flexible working approach with the needs of our employees, stakeholders, customers and partners. We will continue to adapt and evolve our approach to hybrid working to balance organisation requirements with employee wellbeing.

 

Empowering our employee groups

ASX recognises the power and passion of its employees and supports them through our Employee-led Networking Groups (ENGs). These groups – developed, chaired, and run by employees, each with their own executive sponsorship – celebrate differences, raise awareness, and promote our inclusive and respectful culture.

Navigate through the tabs below to find out more about all our ENG groups.

 

WE@ASX

WE@ASX - Dedicated to empowering, supporting and sponsoring women at ASX and fostering a gender equal culture. WE@ASX stands for Women Empowered and the group is for all genders.

FY24 highlights

  • International Women’s Day event with Champions of Change Coalition CEO
  • Dress for Success donation drive
84%

of our employees say they have the flexibility needed to manage work, caring responsibilities and other commitments [1]

QASX

QASX - Employees and allies promoting LGBTIQ+ inclusion through communications, events, peer support and networking.

FY25 highlights

  • Achieved AWEI Bronze for LGBTQ+ inclusion
  • Celebrating Mardi Gras and Wear it Purple Day
81%

of our employees who identify as LGBTIQ+ say they feel a sense of belonging at ASX [1]

Culture & Heritage

 

Culture&Heritage - Organises events and education campaigns that value and celebrate the diversity of cultural attitudes, behaviours, thoughts and work practices at ASX.

FY25 highlights

  • Diwali celebrations and Lunar New Year celebrations
  • ANZAC Day commemoration
  • NAIDOC week cultural experiences
38%

of our people were born outside of Australia diverse cultural backgrounds across our employee base [1]

42%

of our employees speak a language in addition to English [1]

WellBEing

 

Wellbeing – Promoting and facilitating physical and mental wellbeing through employee participation and community connection

Activity highlights

  • R U OK? Day awareness driving event
  • Expert speakers for building listening skills for connection and wellbeing
  • JP Morgan Cup
  • Regular yoga, pilates and meditation throughout the year

 

88%

of employees believe “My direct manager genuinely cares about my wellbeing”  [1]

ASX Giving

 


ASX Giving - Building support for community initiatives through fundraising and volunteering opportunities, supporting the passion and generosity of ASX’s employees

FY25 highlights

  • Increased participation in volunteering 
  • Supporting a range of charitable organisations 
  • Fundraising  
Over 120

days given to charitable work

Focusing on disability, accessibility and neurodiversity inclusion for our people, parents and carers of those with lived experience.

[1] ASX ‘Your Say’ Employee Survey 2025.

 

Accountability

We expect a high standard of behaviour from our people, consistent with the privileged position we hold within Australia’s financial markets. To succeed in an evolving economy, we need to harness our people’s ability to exercise judgement in uncertain situations. We do this by communicating:

  • our values which articulate the principles that drive our people’s behaviours and decisions
  • what is and is not acceptable behaviour through our policies, including:
    • Code of Conduct
    • Whistleblower
    • Anti-bribery and corruption
    • Diversity, Equity and Inclusion
    • Equal Employment Opportunity
    • Appropriate Workplace Behaviour
  • training: All ASX employees must complete mandatory online training on the policies on an annual basis. This includes an assessment to ensure an understanding of the content and intention of these policies. ASX supports the annual renewal of employees’ professional memberships and qualifications.
  • a robust consequence management framework outlines consequences for breaches of behavioural expectations. ASX’s Conduct Review Group monitors and investigates instances where employee behaviour is not consistent with these expectations, to ensure that consequences are consistently applied, fair and appropriate
  • accountability statements for Executives.

 


ASX has a Code of Conduct underpinned by our values. The Code of Conduct applies to all our people, including directors, employees and contractors. It sets the standards for how we work at ASX and outlines the importance of our values to anyone dealing with ASX. The Code requires our people to act in a way that is guided by ASX’s values – including acting in the best interests of ASX and with honesty, integrity and fairness.


ASX’s Anti-bribery and Corruption policy states our requirements for the management of gifts and benefits. It requires employees to report all gifts above a specified threshold. The Audit and Risk Committee receives periodic reports on these disclosures.

To enhance our position of trust and independence, during the annual review of this policy in FY19 the threshold for declaring gifts was lowered from $200 to $100. In addition, gifts over $400 are now prohibited unless approved by the CEO. 


ASX’s Whistleblower Protection policy supports employees who report non-compliant, suspicious or unethical conduct. It formalises ASX’s commitment to protecting the confidentiality and position of employees who wish to raise matters concerning the integrity of ASX.

 


ASX requires staff to complete regular training and attest to their understanding of, and compliance with, ASX’s policies including the Code of Conduct and Anti-bribery and Corruption policy. 

Topics assessed included:

  • Code of Conduct* 
  • Conflicts* 
  • Licence to operate 
  • Data breach 
  • Workplace diversity and inclusion 
  • Workplace health and safety.

 *Included material relating to gifts and entertainment/anti-bribery and whistleblowing.

In addition to undertaking training, ASX's Executive team and General Managers are required to provide a 'policy adherence' attestation in areas including ASX's Code of Conduct, Conflicts Handling, Group Dealing Rules, Use of Social Media and Internet and Email Use.