YARRA VALLEY WATER DIVERSITY AND INCLUSION STRATEGY 2019-2021
CONTENTS Acknowledgement
3
Our Diversity and Inclusion Vision
4
INTRODUCTION
5
Our 2020 Strategy Our journey to strengthen diversity and inclusion at Yarra Valley Water WHAT DO WE MEAN BY DIVERSITY AND INCLUSION?
8
Diversity Inclusion Supporting diversity and inclusion GUIDING VALUES
9
A ‘whole of self’ focus within a ‘whole of organisation’ approach A journey of continuous action, refection and improvement A commitment to learning through training and awareness A leader and advocate in the water industry Transparency and communication PRINCIPLES FOR OUR FOCUS AREAS
11
Refecting the community Gender balance Aboriginal and Torres Strait Islander participation Workforce fexibility 2019 - 2021 TARGETS
17
Conclusion
YARRA VALLEY WATER • DIVERSITY AND INCLUSION STRATEGY 2019
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ACKNOWLEDGEMENT OF TRADITIONAL OWNERS We proudly acknowledge the Traditional Owners of the land and waterways on which we work and live, and pay respects to the Elders past, present and emerging. We recognise and value their traditional responsibility for the water and land. We also recognise and value the continuing rich cultures and the contribution of Aboriginal and Torres Strait Islander peoples and communities to the Victorian community. We would like to acknowledge all employees that contributed their ideas in focus groups to inform the development of this strategy. We would also like to acknowledge the ongoing efforts of all members of Yarra Valley Water Diversity Working Groups.
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OUR DIVERSITY AND INCLUSION VISION WE STAND FOR A FAIR AND EQUITABLE SOCIETY. WE EMBRACE DIVERSITY AND INCLUSION IN EVERYTHING WE DO, AS WE STRIVE TO REFLECT THE COMMUNITY WE SERVE.
YARRA VALLEY WATER • DIVERSITY AND INCLUSION STRATEGY 2019
Fostering diversity and inclusion is an ongoing process for any organisation and a key part of that process is to defne expectations and approaches to incorporating diversity and inclusion into the organisation. The Diversity Policy articulates Yarra Valley Water’s vision and guiding principles for diversity and this Strategy outlines the next stage for diversity at Yarra Valley Water.
Our approach to diversity and inclusion is to incorporate the wonderfully diverse community that Yarra Valley Water services and acknowledge and understand that Yarra Valley Water must embrace a ’whole of person‘ and ’whole of organisation‘ approach to truly beneft from, and embrace, diversity and inclusion.
This Diversity and Inclusion Strategy moves beyond diversity as a process of demographic measurement and creates a strategy that recognises that diversity drives business performance.
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OUR FOCUS AREAS ► FOCUS AREA 1:
REFLECTING THE COMMUNITY Our customers come from diverse backgrounds and cultures; have diverse identities, abilities, lifestyles and needs. Attracting and retaining a diverse, gender-balanced workforce is key to enhancing organisational responsiveness and connection to the communities we serve.
► FOCUS AREA 2:
GENDER BALANCE Gender equality within the workforce is a community expectation and recognised as a baseline feature of well-managed organisations in Australia. We are proud that the proportion of women in management roles at Yarra Valley Water has increased from 35.2% in 2016 to 43.69% in 2018. At present women make up 32.7% of STEM roles. However, to achieve gender equality, we have further to go both in terms of increasing the percentage of women in leadership and ensuring a gender balance across the organisation.
YARRA VALLEY WATER • DIVERSITY AND INCLUSION STRATEGY 2019
► FOCUS AREA 3:
ABORIGINAL AND TORRES STRAIT ISLANDER PARTICIPATION Our vision for Reconciliation is to have enduring, proactive and respectful relationships with Traditional Owners and Aboriginal and Torres Strait Islander communities. Aboriginal and Torres Strait Islander employees currently make up 0.7% of our workforce. Although we have made some progress to achieve cultural competence, with a quarter of our staff completing cultural awareness training, we still have work to do to increase the number of Aboriginal and Torres Strait Islander employees in the organisation.
► FOCUS AREA 4:
WORKFORCE FLEXIBILITY We recognise that the individual employee experience goes beyond their experience of work; it extends to their family and home life. It is through a holistic approach to the employee experience that we can consider all contributors to employee satisfaction, including engagement, wellness and alignment. Workplace fexibility is a key enabler of a holistic approach to the employee experience. This Strategy outlines our commitment to refecting the community we serve and creating positive outcomes for all employees. We will create a more inclusive workplace where employees feel empowered to make their best contribution at work.
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INTRODUCTION OUR 2020 STRATEGY The Diversity and Inclusion Strategy supports and presents opportunities to expand and develop the pillars of Yarra Valley Water’s 2020 Strategy. People are diverse in their values, thinking, learning and communication styles. They have diverse experiences, insights, views, skills and capacities. They require different supports and opportunities to make their best contributions at work. People are diverse in the way they like to work, socialise and interact with each other. We are committed to an inclusive workplace that embraces and promotes diversity. It is through an active focus on ‘inclusion’ that we create the conditions and environment to enable: • everyone in our diverse workforce to thrive and make their best contributions at work • our organisation to remain responsive and accessible to the whole of the community to make the most of diversity as an organisational asset. Understanding and acknowledging the diversity of people who work for Yarra Valley Water, those who use our assets and services and the community in which we operate, ensures we respect and incorporate all aspects of the people that make up our organisation. It is this understanding that allows us to continue to perform and develop against the key strategic pillars.
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OUR JOURNEY TO STRENGTHEN DIVERSITY AND INCLUSION AT YARRA VALLEY WATER This is our second Diversity Strategy. Our frst Diversity Strategy (for the period 2015–2018) built a strong foundation of diversity, making signifcant progress in the areas of gender imbalance in leadership and technical roles, training staff, and ensuring the correct policies and processes are in place. Key initiatives delivered include:
all people managers completed unconscious bias training
2015
2015
a revised recruitment strategy with a greater inclusion focus
The Diversity Strategy 2015–2018 was delivered alongside a renewed organisational focus to have a measurable impact on the liveability of our community and on the health and wellbeing of the people we serve.i A number of complementary actions demonstrating our organisation-wide commitment to strengthening accessibility, diversity and leading to greater focus on inclusion have taken place at Yarra Valley Water since 2015.
2016
2017
launch of mandatory online diversity training for all staff
COMMUNITY INCLUSION
establishment of the Community Inclusion Division within Yarra Valley Water
2018
FINANCIAL INCLUSION ACTION PLAN launch of our frst Financial Inclusion Action Plan
2016
THRIVING COMMUNITIES establishment of diversity working groups and gender equity groups
2017
2020 strategy was updated to include a commitment to support Thriving Communities and establishment of Thriving Communities Partnership
2018
PLANET PEOPLE PROSPERITY REPORT launch of the Planet People Prosperity report 2018 advancing the Sustainable Development Goals
ADVANCING THE
SUSTAINABLE DEVELOPMENT GOALS
2017 Reconciliation Action Plan actions including Aboriginal and cultural awareness training for all employees
RECONCILIATION ACTION PLAN
2017
2017
family violence training run for all staff
YARRA VALLEY WATER • DIVERSITY AND INCLUSION STRATEGY 2019
launch of the Reconciliation Action Plan 2017–2019
It is important to understand that the Diversity and Inclusion Strategy co-exists with other complementary artefacts in place within the organisation. These artefacts and a broader community alignment as well as the health and wellbeing of our people form part of an important ecosystem of diversity. The Diversity and Inclusion Strategy 2019-2021 outlines the next steps on our journey towards strengthening diversity and inclusion at Yarra Valley Water.
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WHAT DO WE MEAN BY DIVERSITY AND INCLUSION? DIVERSITY
INCLUSION
SUPPORTING DIVERSITY AND INCLUSION
We take a broad view of diversity and recognise diversity takes shape in a myriad of ways including: culture and religion; ethnicity and language; the spectrum of gender; socioeconomic status; geography and access to resources and opportunities.
It is through an active focus on ‘inclusion’ that we create the conditions and environment to enable:
Measures to support diversity and inclusion span a range of individual, social and cultural factors and require that we both:
• everyone in our diverse workforce to thrive and make their best contributions at work
• understand and respect our individual employees
Family structures, social traditions and communities are diverse. Individuals have diverse roles and responsibilities within their families and communities. People are diverse in their thinking, learning and communication styles. They have diverse experiences, insights, views, skills and capacities. They require different supports and opportunities to make their best contributions at work.
YARRA VALLEY WATER • DIVERSITY AND INCLUSION STRATEGY 2019
• our organisation to remain responsive and accessible to the whole of the community • our organisation to realise the benefts of diversity and recognise it as an asset.
• recognise the reality of inequity, social exclusion, and discrimination within our community and actively work to ensure they are not replicated within our organisation or through the work we do.
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GUIDING VALUES A ‘WHOLE OF SELF’ FOCUS WITHIN A ‘WHOLE OF ORGANISATION’ APPROACH This strategy is seeking positive outcomes for all employees by continuing our development of a more inclusive workplace in which staff can participate fully and make their strongest contributions. This is achieved through a ‘whole of self’ approach, recognising that the employee experience goes beyond the workplace and extends to our roles within family, home and community. Options such as fexible working not only enhance the appeal of the workplace, they recognise that the various, diverse components of an individual’s life can strengthen their offering at work. The successful implementation of diversity and inclusion approaches requires the whole organisation to acknowledge and understand their importance, then drive and embed initiatives ensuring accountability through leadership and the valued participation of staff at all levels. A 2017 report on Global Human Capital Trends by Deloitte identifes that to: ‘consider diversity and inclusion as part of the corporate infrastructure, just like compliance, IT, and security; it must be practised by everyone and owned by all line leaders. Diversity and inclusion is a business responsibility, not an HR responsibility.’ii The diversity and inclusion lens applies to all work undertaken across Yarra Valley Water. It enables us to strengthen people management and staff development processes; our approach to customer service; our supply chain, and our engagement with the community. We also embrace the specifc diversity and inclusion responsibilities we have as a statutory authority, as outlined by the Victorian Government. Inclusive workplaces are created for everyone, by everyone. Everyone has a role to play.
Alongside our continued commitment to ensure that staff at all levels of the organisation undertake Aboriginal and Torres Strait Islander cultural awareness training and family violence awareness and response training, we will incorporate new opportunities for staff learning and development.
A JOURNEY OF CONTINUOUS ACTION, REFLECTION AND IMPROVEMENT Diversity and inclusion is a continuous journey. Diversity within the community is in a state of constant change and remaining responsive to that change is a continuous task. Inclusion is a process, not an end-point. As such, we will engage in a journey of continuous action, refection and improvement to strengthen diversity and inclusion at Yarra Valley Water.
A COMMITMENT TO LEARNING THROUGH TRAINING AND AWARENESS ACTIVITIES Awareness and understanding are key components for inclusion. Through participation in training and activities that raise awareness of diversity, disadvantage and discrimination, we are better equipped to play our role in creating an inclusive workplace and providing inclusive services.
IMAGE: We have a commitment to staff at all levels of the organisation undertaking Aboriginal and Torres Strait Islander cultural awareness training. YARRA VALLEY WATER • DIVERSITY AND INCLUSION STRATEGY 2019
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A LEADER AND ADVOCATE IN THE WATER INDUSTRY We are committed to building enduring and proactive relationships with our counterparts in the water industry. To maximise our contribution to the community we will share our experiences and collaborate to lead both from within and outside our industry.
TRANSPARENCY AND COMMUNICATION Creating opportunities for dialogue about diversity and inclusion will tap into staff knowledge and experiences and provide opportunities to improve understanding around issues of inclusion. Transparency and communication about the Diversity and Inclusion Strategy will enable the engagement of staff across the organisation and assist in our efforts to strengthen diversity and inclusion. Recognising our achievements, being transparent about our challenges and communicating our learnings will also support continuous improvement.
A diverse and inclusive workforce generates tangible benefts, such as increased effciency, productivity, innovation, creativity and improved employee engagement.
IMAGE RIGHT: Staff participating in a workshop on accessability organised by the Disability and Accessibility working group
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FOCUS AREA 1:
PRINCIPLES FOR OUR FOCUS AREAS
REFLECTING THE COMMUNITY RECRUIT AND RETAIN A CULTURALLY DIVERSE AND GENDER-BALANCED WORKFORCE A diverse workforce is an organisational asset. Research conducted through a partnership between Deloitte and the Victorian Equal Opportunity and Human Rights Commission on the role of diversity and inclusion in improving business performance found that ‘inclusion not only infuences perceptions of business performance but is correlated to actual business performance as well.’iii They reported that when Deloitte ‘modelled the relationship between diversity and inclusion and business performance, we identifed an “uplift” of 80% when both conditions were high.’ iv
People with a disability aged between 15 and 64 years were signifcantly less likely to be participating in the labour force (53.4%) compared with those without disability (83.2%)ix The labour force participation rate for carers of people with a disability were also signifcantly lower (77.2%) and ‘primary carers’ (those providing the most informal assistance to a person with disability) experienced similar employment rates to those with a disability (56.3%).x Improving employment outcomes for people with a disability has signifcant social impact and economic beneft.xi Research has identifed a number of barriers to inclusion in the workforce for people with a disability, with ‘non-inclusive workplace environments’ a signifcant hurdle.xii Benefcial approaches to addressing this barrier include ensuring a context of organisational fexibility (including a willingness to make adjustments in the workplace in order to be more inclusive for people with a disability) and encouraging disclosure of disabilities by staff through formal processes.xiii
Improving the gender balance of an organisation makes good business sense. Increasing female workforce participation has positive impacts on culture and on operations. The Australian Workplace Gender Equality Agency notes that in 2016, the female workforce participation rate in Australia was 59.3% and 70.4% for men. The Australian Government has committed to reducing the female-male workforce participation gap by 25% by 2025.v
A WORKPLACE THAT IS INCLUSIVE OF DISABILITY In 2015, almost one in fve Australians reported living with disability (18.3% or 4.3 million people)vi and almost 2.7 million people were caring for someone with a disability (11.6%).vii Prevalence rates are expected to increase as our population ages. Research indicates that within Australia, people with disabilities fare worse than people without a disability on a broad range of indicators, including education, income, employment and housing.viii YARRA VALLEY WATER • DIVERSITY AND INCLUSION STRATEGY 2019
IMAGE: Staff participating in A Taste of Harmony – celebrating workplace cultural diversity by dressing up in culturally signifcant clothing. PAGE 11
AN LGBTIQ+ INCLUSIVE WORKPLACE While progress has been made in terms of inclusion and antidiscrimination of LGBTIQ+ people within the community and workplace, a 2016 survey conducted by Pricewaterhouse Coopers in partnership with the Midsumma festival found that homophobia was still a signifcant factor in the workplace, with ‘53% of respondents having seen or heard homophobia (including jokes, harassment and discrimination) in the past year.’ xiv The vast majority (85%) of survey respondents considered ‘inclusion to be more important to them than other elements of work, including pay and promotion.’ xv
The creation of inclusive workplaces is an ever-evolving process. The Australian Workplace Equality Index provides the national benchmark for LGBTIQ+ workplace inclusion. The results of the index are analysed annually in order to ensure up-to-date benchmarking of leading inclusion practice nationally (and internationally at three-year intervals). Alongside this process, the annual AWEI employee survey provides critical insights to gauge the effectiveness of inclusion measures. The report of the 2017 survey found that the outcomes ‘validate that the work of LGBTI inclusion within Australian workplaces positively and directly impacts the health and wellbeing, engagement, productivity and loyalty of LGBTI employees.’xvii
“Working in an organisation that values diversity and creates a safe and inclusive space for our LGBTIQ+ staff to thrive is very important to me.” JACQUIE MOON GRAPHIC DESIGNER
IMAGE: Staff celebrating IDAHOBIT – the International Day against Homophobia, Biphobia, Intersexism and Transphobia organised by the LGBTIQ+ diversity working group in 2018 by dressing up in rainbow colours. YARRA VALLEY WATER • DIVERSITY AND INCLUSION STRATEGY 2019
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FOSTER INCLUSIVENESS ALONG THE AGE SPECTRUM, FROM YOUNG PEOPLE EARLY IN THEIR CAREER THROUGH TO EMPLOYEES AGED OVER 55 YEARS Diversity of age within a workforce can ensure a rich mix of life experience among employees and is an important component of succession planning. Supporting the inclusion of employees along the age spectrum requires an approach that is sensitive to the changing needs of individuals as they move through the life-course, while at the same time ensuring that workplace practices are not infuenced by age-bias and stereotypes. While surveys and research report changing expectations of the workplace across generationsxviii, other evidence suggests that there are also signifcant similarities in employees across the age-spectrum. An extensive international survey seeking to measure how employees across a wide age spectrum (from 24 to 80 years) were responding to profound changes taking place in the workplace, found results that overturned many of the prevalent age-based assumptions about employees. The survey found that
most people keep maintaining their skills across the age spectrum; that levels of positivity about work were similar across the age spectrum and that there was no signifcant difference about people’s excitement about exploring options such as taking time out for learning or travel.
xix
The report warns against ‘the over-simplicity of age and generational labels.’ xix A focus on individual employee needs, sensitivity to the changing nature of those needs over the lifecourse and a culture of fexibility are key tools in supporting retention across life-stages.
and falling birth-rates, the impending mass retirement of employees of the ‘baby-boomer’ generation, and a labour market in which millennials will be in high demand, ‘the water industry will need to encourage a new generation of talent.’ xix Evidence suggests that a strong culture of diversity and fexibility are key features of attractive workplaces for young people. The Millennial Survey 2018 reveals that organisational capacity to attract and retain millennials ‘is enhanced when businesses and their senior management teams are diverse, and when the workplace offers higher degrees of fexibility.’ xxii
It is important to be tuned in to the impact of changing workforce demographics. Within the context of Australia’s ageing population
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FOCUS AREA 2:
GENDER BALANCE GENDER EQUALITY Gender equality in the workplace ‘is achieved when all employees are able to access and enjoy the same rewards, resources and opportunities regardless of whether they are a woman or a man.’ xxiii A clear, demonstrated commitment to gender equality, ‘enables an organisation to attract and maintain the best talent to build a high-performance workforce and to reduce the cost of employee turnover.’xxiv The Australian Government Workplace Gender Equality Agency, describes addressing gender equality in the workplace as a journey ‘because the ‘end-state’ or ‘destination’ (i.e. a workplace which is genuinely and sustainably equitable to both women and men) can only be achieved over time, and through a series of stages, which are cumulative in their impact.’xxv A strong focus on gender equality must be maintained over time, to build upon the gains as they are made and ensure sustainable change into the future.
“Having been at Yarra Valley Water for 15 years, I’ve found it a really supportive workplace through different stages of my life, including parenthood. More importantly, I’m surrounded by wonderful colleagues who take an interest in who I am – my heritage, beliefs and aspirations.” RITA NARANGALA INNOVATION DELIVERY MANAGER
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FOCUS AREA 3:
ABORIGINAL AND TORRES STRAIT ISLANDER PARTICIPATION The Yarra Valley Water Reconciliation Action Plan contains the following underpinning commitment: ‘we are committed to providing a workplace that is culturally safe, free from discrimination, provides equal opportunities and recognises the unique rights of Aboriginal and Torres Strait Islander peoples.’xxvi Building cultural competence as an organisation will strengthen our capacity to provide an inclusive workplace and to meet our various responsibilities under our Reconciliation Action Plan. Central to this is recognising the inextricable link between culture and wellbeing. As is explained in the Aboriginal Cultural Competence Framework developed for the then Victorian Department of Human Services: ‘There is much to grasp in understanding the concept of culture and its impact on all of us; but particularly on Aboriginal peoples who live in a dominant culture that is very different to their culture. Aboriginal peoples must straddle both cultures in their day-to-day experiences.’xxvii A culturally competent organisation is responsive to this reality and operates in ways that respect and value Aboriginal culture. Increasing the percentage of Aboriginal and Torres Strait Islander staff at Yarra Valley Water is a key mechanism for strengthening our organisational capacity to be culturally responsive. Our ongoing commitment to cultural awareness training for staff at all levels of the organisation is another important step along the path to cultural competence.
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FOCUS AREA 4:
WORKFORCE FLEXIBILITY Research examining global human capital trends tells us that having a strong understanding of the employee experience is critical to attracting and retaining skilled staff and that ‘employees look at everything that happens at work as an integrated experience that impacts daily life in and outside the workplace, including overall physical, emotional, professional and fnancial wellbeing.’xxviii In response to this need for a holistic approach companies are actively shaping the characteristics of their workplace ‘seeking a fexible, collaborative, and humanistic environment.’xxix Yarra Valley Water has developed an approach to enhancing the employee experience that ‘considers the end-to-end proposition offered by employers including the method and process of recruitment, fexibility and positive working arrangements, the opportunity to provide meaningful work with growth opportunities, alignment of values with supportive management, trust in leadership, transparent change process that aligns and improves the culture and rewards beyond the fnancial.’xxx Current activity to map employee experience will inform a growing understanding within Yarra Valley Water of the opportunities to enhance employee experience into the future. Staff training in areas such as Family Violence, also play a role in the development of a workforce context that enables a holistic approach to staff engagement.
UNCONCIOUS BIAS Unconscious bias is a very real issue for any business. The beliefs and values we gain from family, culture and experiences heavily infuence how we see the world. These infuences can impact our recruitment decisions and the employee experience. At Yarra Valley Water, we acknowledge that these biases exist among our employees and understand it takes constant education and calling out when these biases occur.
SNAPSHOT AS AT 01 DECEMBER 2018
► 65% of YVW staff are YVW customers. ► 50% of General Managers reporting to the Managing Director are women. ► 44% of women are in people leadership roles. ► 33% of women are in STEM roles. ► 0.7% of employees identify as Aboriginal or Torres Strait Islander. ► 8% of our workforce speak a language other than English.
“In 2015 I became a victim of crime and lost my brother as a result. Not only did Yarra Valley Water support me through this diffcult time but also recommended arrangements to help me continue my studies and get back to working full time. I never felt alone during this time nor that my experience would be detrimental to my future growth.” MOHAMAD ABOUHASNA INTEGRATION OFFICER
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2019 – 2021 TARGETS ► FOCUS
AREA
► ► FOCUS
AREA 1:
REFLECTING THE COMMUNITY ► TARGET
1. Achieve a 50% gender-balanced workforce. 2. 20% of our workforce speak a language other than English. 3. Achieve Disability Confdent Recruiter Accreditation. 4. Develop and implement inclusive practices for the LGBTIQ+ community and a Pride Action Plan. 5. Recruit and retain a culturally diverse workforce by partnering with the community to recruit local talent and provide opportunities to those marginalised or at risk of marginalisation.
► FOCUS
AREA 2:
GENDER BALANCE 1. Increase the percentage of women in people leadership roles, achieving a target of 50%. 2. Address gender imbalances across the organisation and achieve a target of 40% women in STEM roles. 3. Develop and implement a Gender Equality Plan.
► FOCUS
AREA 3:
ABORIGINAL AND TORRES STRAIT ISLANDER PARTICIPATION 1. Increase our workforce representation to 2.5% for Aboriginal and Torres Strait Islander employees. 2. Develop and launch a Leadership Program to develop our future Aboriginal and Torres Strait Islander employees. 3. Implement actions from the 2017– 2019 Reconciliation Action Plan and ensure diversity and inclusion efforts align with the actions identifed in the next iteration of the Reconciliation Action Plan, beyond 2019.
► FOCUS
AREA 4:
WORKFORCE FLEXIBILITY 1. Implement a Flexible Working Guide and Toolkit for Managers to facilitate fexible working arrangements for all staff at all levels. 2. Implement a Senior Leadership Parental Leave Coaching Program. 3. All staff are trained to promote their understanding of violence against women and the role we can all play in prevention and support. 4. Develop and deliver an inclusive leadership and unconscious bias training program.
6. Address the age imbalance in our workforce as to be inclusive of young people early in their career and people over 55 years.
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CONCLUSION This strategy outlines our strong commitment to diversity and inclusion at Yarra Valley Water and the approach we will take in working to realise that commitment. Annual Action Plans will outline a range of specifc activities against measurable outcomes in relation to each of the priority areas for the life of this Strategy. In realising our commitments made within this Strategy we will enhance our business performance, strengthen our workplace culture, harness the full capabilities of our workforce and improve our responsiveness to the communities we serve.
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DIVERSITY SNAP SHOT FINANCE & CORPORATE SERVICES / OFFICE OF MD
BUSINESS TECHNOLOGY SERVICES FTE (EXCL. CAS) CASUALS (HEADCOUNT)
PEOPLE, PERFORMANCE & CULTURE
SERVICE FUTURES
RETAIL SERVICES
STRATEGY & COMMUNITY
GROWTH FUTURES
DISTRIBUTION SERVICES
GRAND TOTAL
%
Female
17.60
15.49
19.74
12.00
141.64
16.70
18.26
25.92
267.34
Male
50.80
12.90
40.60
2.00
68.05
13.00
50.20
78.94
316.48
45.79 54.21
Total
68.40
28.39
60.34
14.00
209.69
29.70
68.46
104.86
583.83
100.00
Female
0.00
0.00
7.00
0.00
8.00
0.00
1.00
2.00
18.00
50.00
Male
2.00
0.00
4.00
0.00
3.00
0.00
7.00
2.00
18.00
50.00
Total
2.00
0.00
11.00
0.00
11.00
0.00
8.00
4.00
36.00
100.00
HEADCOUNT (EXCL. CASUALS) GENDER (EXCL. CAS)
Female
18.00
18.00
23.00
12.00
158.00
18.00
21.00
29.00
297.00
Male
51.00
13.00
41.00
2.00
69.00
13.00
51.00
80.00
320.00
51.86
Total
69.00
31.00
64.00
14.00
227.00
31.00
72.00
109.00
617.00
100.00
F
AGE (EXCL. CAS)
15-24
0
25-34
6
35-44
5
45-54
7
55-64
0
65+ TOTAL
M Total
0
0
8
14
0
2
27
32
6
2
9
16
9
7
7
3
0
0 51 M 14 8 24 2 3 51
M Total 1 1 1 2 25 31 9 15 0 0 0 0 0 0 0 0 2 0 9 12 4 4 0 0 51 69
YEARS OF SERVICE (EXCL. CAS)
0-1.99 2-4.99 5-9.99 10-14.99 15+ TOTAL
LEVEL (EXCL. CAS)
EXEC DIV MGR SEN MGR SO SNR ENG ENG 2 ENG 1 OL 5 OL 4 OL 3 OL 2 OL 1 TOTAL
F 0 1 6 6 0 0 0 0 2 3 0 0 18
M Total
0
0 18 F 7 2 6 2 1 18
F
0
0
69 Total 21 10 30 4 4 69
YARRA VALLEY WATER • DIVERSITY AND INCLUSION STRATEGY 2019
F
M Total
F
M Total
1
0
1
2
9
13
22
8
10
13
23
3
12
2
9
11
5
8
1
5
6
0
0
12 F 2 5 1 2 2 12
2 M 2 0 0 0 0 2
1
0
1
18 F 4 2 4 3 5 18
13 M 2 2 3 2 4 13
F 2 1 1 2 0 0 0 1 1 3 5 2 18
M Total 1 3 3 4 4 5 2 4 0 0 0 0 0 0 0 1 2 3 0 3 1 6 0 2 13 31
31 Total 6 4 7 5 9 31
1
0
1
23 F 3 4 8 6 2 23
41 M 6 5 11 8 11 41
F 0 0 6 0 3 7 1 1 1 2 1 1 23
M Total 1 1 4 4 16 22 3 3 3 6 9 16 0 1 0 1 3 4 1 3 1 2 0 1 41 64
64 Total 9 9 19 14 13 64
F
M Total
0
3
1
4
53
32
85
3
6
0
6
40
10
50
10
3
1
4
37
12
49
4
0
0
0
17
8
25
1
0
2
2
14 158 Total F 4 29 5 40 1 48 2 19 2 22 14 158
69 M 16 16 23 3 11 69
F 1 1 3 1 0 0 0 0 1 3 0 2 12
9
M Total F 0 1 0 0 1 2 1 4 8 0 1 7 0 0 0 0 0 2 0 0 0 1 1 0 0 1 2 0 3 20 0 0 26 0 2 89 2 14 158
5
14
F
0
0
4 227 Total 45 56 71 22 33 227
M Total 1 1 3 5 2 10 4 11 0 0 1 3 0 0 0 0 2 4 15 35 12 40 29 118 69 227
0
M Total
F
M Total
0
0
2
2
2
5
8
18
26
6
16
8
11
19
1
5
4
6
10
3
4
1
10
11
0
1
0
1
18 F 3 5 4 2 4 18
13 M 3 2 2 0 6 13
F 0 1 4 1 0 0 0 0 6 4 1 1 18
M Total 1 1 3 4 5 9 0 1 0 0 0 0 0 0 0 0 3 9 0 4 1 2 0 1 13 31
31 Total 6 7 6 2 10 31
4
0
4
21 F 5 4 6 4 2 21
51 M 5 12 16 7 11 51
F 0 1 4 0 4 8 0 0 2 1 1 0 21
M Total 1 1 3 4 10 14 0 0 6 10 17 25 1 1 0 0 2 4 10 11 1 2 0 0 51 72
72 Total 10 16 22 11 13 72
F
M Total
Grand total
48.14
%
0
0
17
7
21
28
186
30.15
12
15
27
181
29.34
5
18
23
130
21.07
5
21
26
87
14.10
0
5
0
5
29 F 8 4 5 5 7 29
80 M 21 9 19 11 20 80
F 1 1 4 0 4 3 0 0 3 7 5 1 29
M Total 0 1 3 4 12 16 0 0 4 8 5 8 0 0 4 4 16 19 14 21 21 26 1 2 80 109
109 Total 29 13 24 16 27 109
2.76
16
2.59
617 Grand total 130 120 180 76 111 617
100.00 % 21.07 19.45 29.17 12.32 17.99 100.00
Grand total 10 28 111 35 24 52 2 7 48 92 82 126 617
% 1.621 4.538 17.990 5.673 3.890 8.428 0.324 1.135 7.780 14.911 13.290 20.421 100.00 PAGE 19
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FOR FURTHER INFORMATION: Julie Mouka Divisional Manager - People Services T. +61398722501 E. julie.mouka@yvw.com.au