1. A Modern utility……. a Modern and inclusive Workforce
Smart policies, strong utilities, sustainable services

2. Taking a closer look at gender equality and Youth employment
Overall persistent gender gaps in the Easter Europe and Central Asia (ECA) region: endowments, economic opportunities & job, voice & representation
ECA region shows low share of women graduating from STEM education
Unfavorable conditions for women: occupational segregation, lower wages, limited access to child care and informal care for elderly parents
Youth unemployment and female labor participation problematic in the region
Utility workforce maybe facing challenges in terms of succession planning and gender equalities…but scarce data

3. TRAIL BLAZING UTILITIES AND A VISION for the future
Pilot Age and Gender Diagnostic with large utilities using State of the Art approach
Develop Work force Diagnostic for medium-sized utilities Implement 2018/2019
If interest exists: Replicate as a module under DWP Regional capacity building program (DLEAP) 2019 onwards
Trail Blazers:
Albania: Tirana Utility
Romania: Brasov utility
Kosovo: Prishtina Utility

4. PERSPECTIVES OF Tirana UTILITY (TWUU)
TWWU has around 1200 full time employees
Governance: Administrative Council and Shareholder’s Assembly; HR strategic decisions approved by these bodies
HR Plan linked to 5 year Business Plan; Organization Structure has changed twice since 2015: downsizing to increase efficiency and reorganization of service area. Objective by 2021 – 2.45 staff/1000 connection.
Lack of test based certification program (recruitment)
Youth unemployment and changing demographics
Poor retention policies and succession plans
There could exist pay gap compared to similar industry (energy)
For 2). This means that pay gap between men and women could exist, but is explained by factors such as level of education, time at the job, jo grade etc., but – if accounting for these factors, no pay gap is found. This means Equal Pay for Equivalent Work

5. Tirana UTILITY HR Chart
GENERAL DIRECTOR
(CEO)
Human Resource Director
Legal Director
Transport Director
Department of Supporting Services - Director

6. Defining success in gender equality
Quantitative and qualitative measurements, both processes and outcomes
Strong gender balance at all levels of the organization
No gender pay gap
A solid framework of effective policies and practices to ensure equitable career flows for both women on pay equity, recruitment and promotions, leadership development training & mentoring, flexible working and organizational culture
An inclusive culture as reflected in employees’ high ratings in terms of career development opportunities

7. COMPANY POLICIES AND PRACTICES
The ASSESSMENT FRAMEWORK USES THREE SOURCES OF INFORMATION
COMPANY POLICIES AND PRACTICES
COMPANY HR STATISTICS
EMPLOYEE EXPERIENCE
Assessment
Framework of EDGE Foundation
EDGE is the leading global assessment methodology and business certification standard for gender equality

8. Certification can help to introduce accountability on commitments
MEASURE
An assessment looking at the gender mix, pay equity, effectiveness of policies and practices and inclusiveness of the culture.
2. BENCHMARK
Against the EDGE Standard (absolute) and/ or against peers (relative). The benchmark serves as the basis for an impactful action plan.
3. GET CERTIFIED
Following a successful independent audit, one of three Certification levels against the EDGE Standard awarded.
4. COMMUNICATE
Display of the EDGE Seal sends a clear message of commitment to employees, potential employees, investors and consumers.

9. Global perspective

10. PERSPECTIVES OF Brasov UTILITY
Facing challenges:
Aging staff (average= 48 years old)
Unbalanced structure on gender/ age/ skills
Attracting and retaining talented young professionals
Non-efficient payment system
Better knowledge about our staff
Improving the work environment

11. MEASUREMENT IS DONE USING THREE Instruments
10 DATA TABLES
By gender, and by level of responsibility
POLICIES & PRACTICES
29 questions for HR department
EMPLOYEE SURVEY
20 questions, 5 min for employees to complete

12. Gathering company statistics is currently a work in progress
ASSESSMENT AREAS using STATISTCS
Statistical data from Jan – Dec 2017 covering entire workforce, disaggregated by levels of responsibility, gender and age looking at:
Recruitments, promotions from one level of responsibility to another, and exits
Use of the leadership training programs
Use of the mentoring programs
Top talent / high performers pool
Core versus support responsibility roles
Gender composition of the non-Executive Board (if applicable)
Results from gender pay gap analysis (optional)
Part-time vs. full time employment
Use of flexible work arrangements
Use of paternity and parental leave and retention rate 12-months after return from maternity leave
Gathering company statistics is currently a work in progress

13. STAFF structure

14. Gender and age balance

15. CAPTURING POLICIES AND PRACTICES AND EMPLOYEE VIEWS
Policies and practices in place during the period Jan – Dec 2017 to ensure equitable career flows for men and women
Employee survey asking all employees questions that mirror the statistical data and policies and practices

16. Example of capturing views of employees through anonymous survey

17. Example of capturing views of employees through anonymous survey
For Pristina thus far:
17% response rate overall
43% response rate of employees with addresses

18. next steps of the initiative
Finalize age and gender diagnostic
Assessment team makes utility visits to discuss results and high-level Action Plan
Utilities to decide what measures to implement in discussion with Management and Boards
Communicate to staff about results and next steps

19. Thank you
There is a high degree of heterogeneity among countries in gender outcomes, however, despite such diversity, countries in the region face persistent gender gaps in terms of human endowments, economic opportunities and jobs and agency and voice (World Bank, 2012). The dismantling of public services such as child care and the contraction of public employment eroded the relatively high women’s labor force participation in the region. In many ECA countries, lack of access to child care and informal care for elderly parents is a key constraint to women’s labor force participation, For example, in the Western Balkans, female labor participation is just 39 percent, as compared to male participation at 61 percent, with the highest gender gap in labor participation in Turkey (42 percent). Among Roma populations these gender gaps are found to be even more pronounced. Women continue to be affected by three unfavorable conditions: occupational segregation, lower wages, and limited involvement in entrepreneurship.
The ECA region has a low share of women graduating from STEM fields in tertiary education, which affects occupational segregation and wage gaps. On average in ECA only 28% of graduates in engineering & manufacturing domains are female and women earn 30 percent less than men, on average, regardless of age, educational attainment, urban/rural location and choice of industry and occupation.
World Bank, Opportunities for men and women in emerging Europe and Central Asia. Washington DC