2. Why Gender Equality?

3. Defining success in gender equality: looking at outcomes and processes

4. Introduction

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

6. Key Facts about Tirana Water Utility
UKT is a joint stock company established as such in
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

7. Information sources for the use of the EDGE STRATEGY ASSESSMENT TOOLTM
Statistics covering the period March 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

8. Gender Balance and Career Transition Chart

9. 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

10. 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

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

12. 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.

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

14. 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%

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

16. 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

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

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

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

20. International context on workforce

21. 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).

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

23. 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.

24. 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)

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

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

27. Key Findings
The 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 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!

28. 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

29. 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 December 2017 RWC Prishtina j.s.c
EDGE STRATEGY ASSESSMENT TOOLTM

30. 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
connections
54 million m3 /year produced
12-13 million Euro annual turnover

31. 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

32. Gender composition across levels of responsibility

33. 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

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

35. 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

36. 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

37. 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

38. 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

39. 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)