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 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
Surface
50%
Springs
34%
Ground
Water
16%
7. 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
9. Results tell us that….
In terms of recruitment:
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
50%
56%
60%
44%
58%
[CELLRANGE]
Equal pay for equivalent work
Recruitment and promotion
Leadership development
training and mentoring
Flexible working
Company culture
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.
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%
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
High 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
High 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
dorupopa@apabrasov.ro
Brașov Water Company
13, Vlad Țepeș street
500092 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. serviced: 350,000 population
water delivered: 18 mil. cm/ year
wastewater: 20 mil. cm/ year
turnover: 25 mil. Euro
no. of employees: 865
Brașov Water Company
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
245 (29%)
614 (71%)
Women Men
29% women | 17% under 38 years | | 58% over 49 years
23. Career transitions and gender balance by level of responsibility
• 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.
Operational junior middle upper top
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 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!
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 2017- December 2017
RWC Prishtina j.s.c
EDGE STRATEGY ASSESSMENT
TOOLTM
30. 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
31. Gender Analysis covered the period Jan 2017 -Dec 2017
Male 463 (87%) - Females 67 (13%)
530 employees
The entire workforce
in 2017
42 women responded
259 employees
Responded to the
questionnaire or 48%
214 men responded
Representing 47% of
male employees
Representing 61% of
female employees
33. ◉ Compensation policy does
not allow for age or gender
discrimination and are clearly
communicated
◉ No significant hiring
discriminations; gender-
diverse recruitment teams
Strengths
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
33
Women more likely to hired at operational level; men more likely to be hired at junior management level
34. Equal Pay for Equivalent
Work
34
Positive perceptions are
above the EDGE
benchmark, but slightly
more pessimistic for
women
35. ◉ Junior and middle managers
with access to training for
leadership or development
◉ 100% retention among women
after maternity leave
Strengths: professional
development and career
patterns
35
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
36
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
37
38. Overall effectiveness of
HR policies and practices
38
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
Action 1:
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
39
Target:
To develop and add these in the new Regulation for Systemization
of Staff (under revision)
