Why Gender Equality?

Defining success in gender equality: looking at outcomes and processes www.edge-cert.org

Introduction

Gender Assessment Tirana Water Supply and Waste Water Utility Evis Gjebrea General Deputy Director Tirana, Albania EDGE STRATEGY ASSESSMENT TOOLTM EDGE PAY TOOLTM

Key Facts about Tirana Water Utility UKT is a joint stock company established as such in 12.05.2000. Management of the Company: 1. Shareholders Assembly 2. Administrative Council 3. General Manager (CEO) Population served: 1,000,000 inhabitants Water Supply coverage – 97% Sewerage Coverage – 84 % Water production: 95 million m³/year 250,000 water connections

Information sources for the use of the EDGE STRATEGY ASSESSMENT TOOLTM Statistics covering the period March 2017 - March 2018 and covering the entire workforce of 1181 employees – 70% male and 30% female The responses from 499 surveyed employees representing an overall 42% response rate: 241 women representing 77% of the total number of women 258 men representing 30% of the total number of men Answers from Tirana Water Utility Human Resource unit to a gender equality policies and practices questionnaire

Gender Balance and Career Transition Chart

Results tell us that…. In terms of recruitment: In terms of exits: Men were more likely to be hired at the operational functions and junior management level, while women were more likely to be hired at the middle management level. In terms of exits: Men were more likely to leave the company at the operational functions and junior management levels In terms of promotion: Only for men, promotions only took place from operational level to junior management level In terms of staying in same position/lateral move: Men and women were equally likely to stay in the same position or make a lateral move across

Gender Balance: Some retention of women in the top and good representation of women in core manager roles Overall 30% of female employees in the company

Some effective policies and practices in place… Formalization and/or systematic implementation required for meeting EDGE standard

Measuring Effectiveness – Summary Results UKT has a policy regarding equal pay for equivalent work as demanded by law and therefore has not formulated a specific policy in this regard. UKT has not conducted a pay gap assessment yet and implements ad-hoc corrective measures only in certain cases. UKT does openly communicate on the principles of its compensation practices to all levels of responsibility. UKT has not formulated a specific policy on recruitment and promotion. Non-discrimination with regards to professional development is demanded by law, but UKT has not formulated a specific policy in this regard. Some practices exist to ensure equal access to career critical assignments for employees, mostly ad-hoc or at the discretion of individual managers. UKT work’s environment values face time and does not have a formalized menu of flexible work options, although informal practices exist. Gender equality is not reflected in performance measures and the UKT has not a dedicated person for gender equality and diversity.

Inclusive Culture: Employees ratings on gender equality for recruitment and promotion

Inclusive Culture: Employees ratings on equal pay for equivalent work Younger employees (below 28 years) are much less optimistic about equal pay (64%) than older employees (above 59 years) with 88%

Leadership and development A mentoring programming is currently under review. For all employees For managers

Priority Measures and Actions Taken Rationale Proposed actions Impact Action taken by UKT The company has an extensive menu of flexible work options and the employees' perceptions are optimistic in this respect, but this is not reflected in the statistical data Design a menu of flexible work options based on the specific needs of the employees High Ongoing by Technical Directory The candidates for some management positions (from junior to top management) are interviewed by both male and female managers Ensure that all candidates for management positions (from junior to top management) are systematically interviewed by both male and female managers Medium to high Ongoing The company does not conduct any gender pay gap assessments Conduct yearly gender pay gap assessments which cover base salaries, but also bonuses and other cash benefits by using a regression analysis, and proactively communicate on the company’s commitment to ensure gender pay equity Planned to do with support of statistical expert The company does not set targets or objectives for the gender composition at any management level Set targets or objectives for the gender composition by management level and have an action plan in place on how to meet the targets/objectives Planned to be included in the ongoing revision of the 5 year Business Plan

Gender and Age Assessment and Pay Gap Analysis COMPANIA APA BRAȘOV S.A. Teodor Popa Financial Manager dorupopa@apabrasov.ro Brașov Water Company 13, Vlad Țepeș street 500092 Brașov, Romania EDGE STRATEGY ASSESSMENT TOOLTM EDGE PAY TOOLTM

Brașov Water Company Trading company with the following shareholders: 42% Brasov County Council; 42% Brasov Local Council; 16% other 6 localities.

Brașov Water Company water delivered: 18 mil. cm/ year serviced: 350,000 population water delivered: 18 mil. cm/ year wastewater: 20 mil. cm/ year turnover: 25 mil. Euro no. of employees: 865

International context on workforce

Why conduct an workforce assessment? Better knowledge of the staff; What is the place of the young talented people and the women? How are they represented within the company? Do they have the lead? Are they paid accordingly? Facing challenges: Aging staff (average= 48 years old); Unbalanced structure on gender and age (58% of employees are over 49 years old).

Staff structure on age and gender 29% women | 17% under 38 years | | 58% over 49 years

Career transitions and gender balance by level of responsibility Operational junior middle upper top Most of the movements took place at the operational level Numbers of recruitments, promotions and exits were very low at every management level; slow rate of career transitions makes it very difficult to change in the short to medium term the current gender composition at different levels.

Perception survey among employees showed very negative views of female employees 859 employees in the reference year: 245 women (29%) and 614 men (71%) 416 (48%) answered the survey: 189 women (77% of women) and 227 men (37% of men)

EDGE Pay ToolTM was used (regression analysis) to understand whether there is an unexplained gender salary gap * Performance rating was not included

A second analysis is performed that includes bonuses and benefits to determine unexplained gender pay gap * Performance rating was not included

Key Findings The 29-38 years old age group has the largest share of women across age groups with 34% of women and 66% of men Women in core roles are notably underrepresented across age groups, exception of the age group 29-38 years old; Women are underrepresented in the management roles; Few recruitments, promotions and exits across management levels and men were more likely to be promoted than women; Perception of female employees is rather pessimistic; Few open comments were filled signaling low levels of engagement with the topic; Perception on equal pay contradicted by reality!

Interpretation and Actions going forward Insufficient and incoherent communication on the principles of compensation practices, only on some aspects, or only for some levels of responsibility; Low involvement of women in decision making; Low promotion of female employees in management positions; Priority actions identified: Refine the pay analysis using performance criteria too Better internal communication More inclusive policy to be implemented toward young and female employees

World Bank in Cooperation with the Danube Water Program Strengths and Weaknesses from a Gender Assessment by EDGE Strategy Ms. Anita Hajredini – Project Coordinator for Edge Assessment - coordinator CEO Office Period Covered January 2017- December 2017 RWC Prishtina j.s.c EDGE STRATEGY ASSESSMENT TOOLTM

Regional Water Company “Prishtina” j. s Regional Water Company “Prishtina” j.s.c is the largest water company in Kosovo. It provides water supply and sewer services to 8 municipalities including the capital Prishtina. Currently it has 573 Employees. About 600,000 people served 130 000 connections 54 million m3 /year produced 12-13 million Euro annual turnover

Gender Analysis covered the period Jan 2017 -Dec 2017 Male 463 (87%) - Females 67 (13%) 530 employees The entire workforce in 2017 259 employees Responded to the questionnaire or 48% 214 men responded Representing 47% of male employees 42 women responded Representing 61% of female employees

Gender composition across levels of responsibility

Strengths Compensation policy does not allow for age or gender discrimination and are clearly communicated No significant hiring discriminations; gender- diverse recruitment teams Example flexible working 31% women and 29% men make frequently or always use of flexible working practices Best practice : Laboratory 11 F – 2 M using flexible shifts Women more likely to hired at operational level; men more likely to be hired at junior management level

Equal Pay for Equivalent Work Positive perceptions are above the EDGE benchmark, but slightly more pessimistic for women

Strengths: professional development and career patterns Junior and middle managers with access to training for leadership or development 100% retention among women after maternity leave

Weaknesses No women in upper and top management (retention of women in junior management not yet reflected in the top) No specific policy or targets on gender equality Promotion: men more likely to be promoted than women internally Note: only promotions from Operations to Junior level in the reference year; no promotions in middle and higher levels

Composition of the Board of Directors 100% Board Members - Men 0% Board Members - Women Note: 30% is the minimum percentage of women on the Board required to fulfill EDGE Standard

Overall effectiveness of HR policies and practices Challenges going forward Adapt internal HR regulations and implementation Implementation of recommendations needs resources and further support Break of stereotypes and company culture

Top Three Priority Actions Formally design and promote flexible working options Action 2: Improve transparency of promotion criteria and process Action 3: Implement systematic procedure for performance review and talent identification Target: To develop and add these in the new Regulation for Systemization of Staff (under revision)