 Welcome to everyone and to our speakers. Thank you for making the time to discuss this important topic. Welcome everyone. This webinar is available in two languages in Bahasa and in English. In your webinar controls click interpretation. Then click the language that you'd like to hear to hear Bahasa please make sure you click Japanese we don't have a Bahasa option so to hear Bahasa click the option Japanese. To hear the imprinted language only click mute original audio. And then if you want to go to hear the original audio just go to unmute original audio. This webinar is is one of the webinars in a series of such as part of the new initiative of IWA inclusive urban sanitation. There's a link on this slide that you can find more information about the initiative and there's also a QR code that you can scan to get to the page there will be more information that will be posted on the webinar chat. This event will be recorded and made available on demand on the IWA website with presentation slides and other information. The speakers are responsible for securing copyright permissions for any work that they will present on which they are not the legal copyright holders. And the opinions, hypothesis conclusions or recommendation contained in the presentation and other materials are the sole responsibility of the speakers and do not necessarily reflect the IWA opinion. We have chat box where you can please use this for general request and for interactive activities. If you have questions for our panelists please put those in the Q&A box. We'll answer those questions during the discussions we have a special Q&A sessions towards the end of the webinar. And then these microphones are muted and unfortunately we cannot respond to the option raise hand. This is the agenda for our webinar today which is going to start with housekeeping rules which I'm just doing one inclusive inclusion matters and we have few polls over the webinar. We have three presentations to be made and four panelists that will be able to answer your questions. Once again for whoever hasn't heard and hasn't joined in the very beginning, the webinar is available in two languages, Bahasa in English, please go to the webinar controls and click the option interpretation. Click the language that you'd like to hear if you want to hear Bahasa select Japanese and to hear the interpreted language only please mute the audio. Just a little bit of background to the webinar globally there's a growing attention and recognition of the need of water and sanitation organization to improve their attention to gender diversity and equity. This webinar represent a collaboration between Water for Women, International Water Association and World Bank Equal Aqua. Water for Women is a multi-country fund supporting inclusive water sanitation and hygiene in Asia and the Pacific. University of Technology Sydney has led several collaborative research grants under this fund including one focus on gender equality in water and sanitation partnerships, workforce and impact measurements. International Water Association is a member network for leading water and sanitation professionals in science, research, technology and practice. There are at least 10,000 individual and 400 corporate members spread across over 130 countries. World Bank Equal Aqua is a collaborative platform that aims to deepen the dialogue on gender diversity and inclusion in the water sector, convening different acts or benchmarking gender inclusion in water organizations. Together we're all working towards a common goal to make a more inclusive gender equal sector that support diverse people to thrive and contribute to water and sanitation workplaces, and the services they provide to broader society. Effort in this area is much needed. A reason World Bank report highlighted that on average women represent less than 18% of the utilities workforce, less than one in four managers and engineers in water utilities are female. Moreover, female engineers live utilities at nearly twice the rate of their male counterparts. In order to find out what is the current status of your institution in terms of gender equality and diversity, I would like to invite you for the first poll. We have two questions here. I invite all the participants in the webinar to answer those questions. First of them is how gender equal is your organization just now? You have few options here. Very gender equal, somewhat gender equal, not very equal, and not at all gender equal. And there's a second question. How diverse is your organization workforce in terms of ethnicity, disability, and other protected characteristics? Very diverse, a little diverse, not very diverse, not at all diverse. You have probably a couple of minutes for those. Please do put your answers. I'm very curious to learn what is the current status in terms of diversity of your own institution. Also for all participants, it will be great if you put in the chat box who you are and what is your institution so we know who we have here. Just a quick hello from everyone will be great. You're all welcome to list yourself in the chat box. So I believe most of our attendees have voted. It looks like the results are pretty much we are in the middle of the scale. So gender equal is your organization just now. 46th of the attendees answered somewhat gender equal, which is still positive unfortunately we have 24% of not very gender equal, and also 5% of not at all gender equal so I'm absolutely happy that we have these people here. Hopefully we'll contribute to changes to start in your institutions. In terms of how diverse is your organization, the workforce, pretty much the same status, a little diverse. We have 32% of attendees that answer very diverse that's very positive, but unfortunately not very diverse is 19% of the answers and not at all the yes has voted speakers. We have three speakers and a panel conversation with an additional four speakers. So just our speakers just now. Annabelle way to to is a director of programs at big five Africa OTG. She brings us distinguished 20 years career in the water and environment sector in East Africa, particularly in water sector reforms gender equality mainstreaming and climate resilience. This way to has consulted for leading sector initiative, including the Kenya water sector reforms, water for Africa cities, the Lake Victoria water and sanitation training and capacity building program. The World Bank was a program and us eight among others. She's a member of the investment committee with Kenya innovation finance for water are born member with son evasion and the fellow of the Center for Governance and sustainability at the University of Massachusetts Boston. She shared her journey to reach a leadership position and her observation on imbalance in water and sanitation workforce, and, and limited inclusion in her country and region. Our second speaker will be Julie pass Passari. She's a heta diversity of non revenue water distribution to the San Giovanni. Excuse me, Julie, if I don't pronounce it right from Bali, Indonesia. Julie has over 14 years of experience in the water and sanitation sector, and an extensive experience for jet see mainstreaming through various learning programs and certifications. Julie has supported her utility to make significant advances in the area of gender equality and inclusion. Our third speaker is Professor Juliet Willis, who is research director at the Institute of Sustainable Futures and a recognized global expert and applied research in water and sanitation in Asia and the Pacific. She has a particular interest and passion for gender equality in the water sector and has been working in gender related research guidance and tools for more than a decade. Juliet will describe recent research on barriers and strategies for inclusive workforce rock workplaces across different stages of employment will also have an additional panelist when we have to the get to the panel conversation. Mrs Diane Diana McWabba will be joining the panel. She's a managing director at the NAC at the Ghana water supply and sanitation company LGG in Kitwa, Zambia, which is a water utility serving a customer base of over 70,000 on the copper belt province of Zambia. She became the first female chief executive officer among 11 water utilities in Zambia and was recognized by the Zambia utility regulator, National Water Supply and Sanitation Council as the best chief executive officer among water utilities for 2018 and 2020. And Canada Water was recognized as best water utility for 2020. She has over 20 years work experience and 16 years being at executive management level. I would now like to welcome Annabelle. Annabelle will share with us her experience of shifting norms of perception to reach a leadership position. Over to you Annabelle. So thank you, thank you. Thank you Saika. Great. Yeah, so thank you so much. Thank you Saika. Yeah, thank you Iowa team for the opportunity to present my experience in the water. I would like to start by probably just, you know, looking at that first slide that is provides a situation analysis. I would like to start by emphasizing all echoing what the findings of so many have been that women face multiple barriers in getting to and performing the leadership roles in the wash sector. And that is because it is always seen as a technical sector, and it is said that women are not technical so it is not always very easy for women to get into the sector. So these barriers many times force women out of the race and enable men to occupy most senior leadership decision making possessions and does not only start when you're working, it also starts as early as you're going to school and also as you're going to college. So in a study that we conducted in 2019 and 2020 on behalf of what's up what's up with water and sanitation for the urban poor, whose purpose was to identify the barriers that women face in attending and holding in attaining and holding decision making roles in the water and sanitation sector. We found out that that women globally in technical and leadership roles face lower wages. They face gender based discrimination and sexual harassment and 29% of what we found out globally from the literature is that 29% have been treated as incompetent, and that is only because of the agenda. The percentage of women in senior leadership in stem report sexual harassment and 18% have received less support from their senior leadership than men in the same job positions and 29% in the stem and less than men in the same job positions that is just basically to show the situation as we found it. And we went ahead and we'll go to the next slide. So in terms of representation in the Kenyan water sector we looked at six public institutions, and out of the 4114 full time workers employed in the six organizations. In the 1468 and that is about 35.6% are women or women at that point. The study identified that women face the following barriers. So it's mainly education barriers, and that is because of the perception of stem courses, which are seen mainly as male dominated. There are a number of institutional barriers that included, you know the lack of gender policies to support, you know, gender equality programs. They also find, we also found out that there's quite a bit of exclusion from social or informal networks that hinder women from actually succeeding when they are invited for interviews, because some of the findings revealed that some decisions are not just made in the midway before. And then there was also lack of transparency in recruitment, and also in promotion processes, and that is because the sector favors men more compared to women. So social casual barriers were also a key factor, and that has a lot to do with the perceptions stereotypes and biases regarding the jobs in the water, in the water and sanitation sector. Next slide. So, in terms of looking at what we found out in terms of male female representation, we found that that out of in all those institutions, there was only one institution and that is. Kewi that is Kenya, Kenya Water Institute, which is a research institution in Kenya, that it is the only one that had over 50% female representation in the in the board, but as you can see in the management, it was very low because it was only at 20%. And from that you'll also see that it's only for organizations out of the seats that had attained the 30% which is the minimum requirement in Kenya for gender or, you know, for gender representation that is either women or men at least 30%. So it's only for out of those organizations had not attained that. So in terms of like what we found out even in this situation that especially for the boards, majority of the times those boards are mainly political awardees that are given those positions. And so what happens is that women getting to the positions of leadership still is a big problem unless you are awarded, you know, politically, and that is also because of what you have talked about that you know women hardly get to those positions because of the processes that instead to exclude them. So, so I'll share my own situation in my effort to grow my career as a leader in a male led and male dominated sector. There has been a number of barriers and obstacles that I have faced that include what you have over there in this slide. There are negative attitudes and perceptions towards women leadership and myself personally I faced that I was very excited when I started growing up in my growing in my career in in the sector, but also in international development I started by being a coordinator to the NGO. The NGO group that was mandated by the UN to consolidate the input into the high level policy documents. And as I was leading quite a number of organizations that were NGOs, and most of them were led and headed by men. You know I was performing quite well and my boss who was a female was very generous with, you know, like, just letting, you know, letting me know how I was performing all the time and congratulating me. And as I was leading I was getting excited and I was getting my confidence growing, growing day by day. But as, as I continued in this position because it had a lot of power and a lot of authority in terms of how we consolidate it to that our input into the making processes. I began to attract a lot of opposition and intimidation, especially from the organization heads who are mostly men. And it looks at me as young and not experienced because those days then I was trying to, you know just getting myself into the area which I did quite well. So and of course the intimidation was quite, you know rampant because every time then we'd go to the meeting that I'm told how how inexperienced I was and so I should see my, my position. And my journey of the times when I said the requirements for what is needed for for us to be able to, you know, work with organization, then it was also translated to be intimidation and arrogance. It was also said to be bullying. And so I thought myself in a very tight position because then I wasn't very sure exactly how to, to move to, you know, to sort of deal with that at that point. So basically what happened is that I kept on feeling like every time because of the intimidation that I was going through, that I needed to assert myself and sort of confirm to everyone that you know what, we are capable of the job my organization is capable. So it's like you always want to assert yourself because of what you are going through. And that is one thing that I learned from that whole process is that when you're too confident, instead of attracting support, at times you attract opposition. And then I discovered that even as much as I tried to see what kind of leadership style I needed to pick up. I discovered that the most of the, if you become soft then you're also considered to be incompetent. So when you're incompetent is said that, you know, your arrogant. So basically it was very difficult but I also met quite a number of biases and stereotypes that he did me from growing in my career. And majority of the times is that when you became firm and stood firm, I remember one time in a board meeting when I responded in a very firm, in a very firm manner to Secretary General who was intimidating the board members. In majority of the times you come out and people want to congratulate you but commend you in a way that it was a bit intimidating this stereotypical. I remember that one time I stepped in because there was a lot of, you know, crash opposition and conflict that was emerging in the board. And when I stepped in and we were able to resolve and sort out the problem. There was one gentleman who was actually the chair of the board, and he came to me directly and he told me, oh, congratulations you did very well. You are our mother Karua and of course in Kenya if you say mother Karua mother Karua was a very strong political, political female, female who supported the government when there was a major conflict. And so when people started interpreting what her characteristics were, she was said to be arrogant and she was also to be proud and disrespectful of men. And so when he said that you are our mother Karua, I actually thought even though he was commanding me, that kind of stereotypical perception of women then was actually not welcome. Instead of helping you to grow in your career, you feel like you want to, you actually get discouraged. And at this point, because of all this, my personal friends which is basically the beliefs and perceptions that I held as I was growing up. They started haunting me and holding me back. And I started looking at the socially endorsed views that sort of shape female leadership, and I started discrediting my leadership abilities. And I started abandoning some of the aspirations that I had as a leader. And that is basically how then this, this, this affected me. The other thing of course is the leadership style. You can embrace a relational leadership style, and majority of the times is also misconceived to be a weakness, because majority of people see like it takes a lot of time. Majority of people say that you know you don't have to be consulting all the time I mean you can make a decision so when you don't make a decision, and you want to do more consultations, then it is also perceived to be a weakness. Let's go to the next slide. Of course, the next aspect is familiar or family obligations, and of course, when you have family obligations and you're looking for a, for a transfer or a change of job. You realize that they start, you know, you start getting, you know, a different attitude from your bosses so at one point I actually lost my job because I said I can't travel anymore. So I think basically the challenges that I found myself facing is that you know, as I was growing in leadership, and especially in the water sector. I also discovered that we don't have enough female leadership networks, and it is not until I came across Jeddah and water Alliance and work and work and which is women organizing for change in agriculture and natural resource management. There were no networks before but joining then Jeddah and water Alliance and work and then I realized that we had adequate networks because those are the kind of our networks that brought a number of, you know, senior females in the water sector and so we were able to address. So it's the same thing with the mentorship, which is also an issue but again I want to just talk a little bit about the aspect of sexual harassment, which is very rampant, and especially when it comes to senior males in some of those organizations, and you find yourself, you know, always getting sexually harassed. So, and I remember that one time when I was selected to support the government to negotiate in the Ramza Convention, very senior officials started harassing, started harassing me and also the other women who are with us who are very few. And because you always find yourself very few, it becomes very, very difficult for you to know exactly how to, you know, to deal with it, especially when you have to have very senior leaders doing this. So if you go to the next slide, I'll just talk a little bit about how I overcame some of these barriers at my own individual level. One, one aspect was the self awareness, and which is, I like to say that self awareness is a very solid foundation for effective leadership. Because then you don't have to always keep on fearing about backlash, you know, that is what keeps people from actually getting to be firm. So when you become self aware, then you, you know, this aspect of honest wanting to, you know, like to look good then disappears you want to do the right thing. So I joined Jeddah and leadership trainings, which were very helpful. And then I started learning how to confront the cultural barriers, which of course, grew my, my, my self confidence and I started coming very clear about the things that I did not. I did not condone, and I started making very firm decisions without fearing backlash, and of course confronting open sexual harassment, being very deliberate also in terms of seeing how we can be able to help other people who I thought would be going this I confronted it but then I also started using it in all the programs, including the negotiation programs, we started bringing it out and talking about sexual harassment and saying that it was going to interfere with how effective we are likely to become when we are going to attend like international meetings and want to negotiate. You know, so then everybody started becoming aware and everybody started talking about it so it was no longer like it was no longer hidden so if anybody did it then if it came out openly because then we're confronting it. So I designed capacity building programs and trainings that were geared towards breaking these programs, and that is how then I finally embarked on influencing change through trainings and capacity building. And because I was working in the water sector working more with the water utilities where I also found out through agenda analysis that this was rampant but there was a lot of you know that you know people were quiet, they were not able to do you know like to confront it because of lack of tools and instruments that would support this kind of challenges so we started on capacity building programs that aimed at transforming the mainstream. And we started influencing change and the trainings aimed at confronting the unconscious or unconscious biases through awareness, but also enabling men and women you know to transform in the way in what they were doing. And for example one of the aspects that we were doing is to look at women and encouraging them and mentoring them so we started programs that were mentoring women in the workplaces and designed and implemented targeted interventions. So that's going beyond training and in line with the individual and institutional needs, we started introducing programs and what you can see here, this woman she's, you know, she was doing administrative work but we worked with the organization so that she can be able to get into the technical work. So before then it was always said that because women do not ride motorbikes, we cannot employ them to do like for example line patrols. And so we said okay we can actually introduce this riding of the bicycles but without encouraging women and enabling them to see that we can actually overcome this barrier, then it wouldn't work so we started working on influencing change, both within the institutions but also in the mindset of females. And the next slide, we focused a lot on networking and communicating and this is what you can see over here is one of the women plumbers who actually was thriving in this sector after a lot of mentoring and support and we decided why don't we also get it captured in the media. So we started thinking of how do we mobilize the media so that the media can also become part of this whole process. So also mobilizing male support, you know, and especially looking at the MDs and the team leaders in different departments to support women to be able to take up the different jobs that initially women could not do. And then in this capacity building we talked a lot about the need to reframe leadership for gender equality. And this is why you think about what is that alternative relational leadership that should be introduced that it can also be supportive to both men and women. And so the purpose of this leadership, reframing leadership training was to provide men and women with an opportunity to reflect upon and to challenge the traditional notions of leadership within their organizations and their own personal lives. So we introduced that and, and quite a number of, yeah, you know, a number of leaders then began to see that this was that this was actually working. And that is how then in a number of organizations quite a number of these changes like the institutional environment was a conducive work environment, inclusive and gender responsive work programs and policies began to change. And that is why above that when you are showing that you want to make sure that when someone is actually going to complain about sexual harassment, then you actually get someone who can respond to that. And so finally just to say that what can be done to improve the next generation of women is basically just to help them grow their self image, the self awareness, provide networks that support that provide tangible support. For example, what we're fighting with Jeddah and Water Alliance and work on and mentorship programs and mobilize mail support which is quite critical for both men and women so that they can be able to see how they can advocate for women leadership and want the involvement of both men and women in terms of advocating for women leadership in their organizations but also in the sector. I think with that I can post there. Thank you, Annabelle. It was great to hear your ideas about how other organization could take notice and begin their journey toward greater inclusion. Thank you very much for this presentation. Now I'd like to introduce Julie Julie will cover how her utility has progressed gender equality in an inclusion to a variety of different strategies, including consultation result resulting in changed working conditions. Julie will be presenting in Bahasa so please use your interpretation option in the bottom of your screen to hear the presentation in English if you need that translation. Thank you over to you Julie. Thank you for the opportunity to IWA and UTS to give us the opportunity to be part of the international community. I will talk about the changes we have made in terms of gender equality in terms of gender equality in terms of gender equality. We are a company that produces, distributes and sells clean water to the sector of social, commercial and industrial homes and government institutions. We have also provided to the sector of social, commercial and industrial homes where, according to the picture on the right, you can see that we have provided the sector of the industrial homes in the region of Diyanar, Sukawati, Blabato, Ubud, Tegalalang and Payangan. This is to ease access to the sector so that the service is faster and more responsive. This is one of the things related to social inclusion. Next, the learning that can be obtained in this webinar is that we can identify gender and gender that is in a company. That is also with the inclusion. Second, we can intervene to increase inclusion and opportunity. And what are the challenges we face at the moment? Third, we in the Sanjewan district will provide a basis for our data and basis for our work. On the right side, you can see that this is a documentation of learning by the Yara Vale Water mentor to us, where Yara Vale Water, in the program KEMITRAAN, throughout 2019 to 2021, strengthens our foundation for gender equality and social inclusion, which has existed before, which has existed before us, but is stronger in the form of action. Next, vision and promise of the Sanjewan district. Vision and promise of the Sanjewan district are very similar to social inclusion. So, our vision is the existence of water and drink services that provide a professional basis for gender equality. What is the reason? There are three benefits, the relationship between God, human and the environment, or the natural world. So, our first promise is to serve the community of the community with a total of 5S. Sanyum, Sapa, Sopan, Santun, Serious. The second is to provide water and drink services that are of quality to the community. The third is to provide a quick and accurate response to the needs of the community, whether directly or indirectly. The fourth is to increase the number of human resources. The fifth is to provide water and drink services that are of quality to the community, or water and drink services that are of quality to the community. The sixth is to always coordinate with stakeholders, where our company is the government, and is in three best practice positions, or the best energy in Bali province, with a total of 60,605 community members, and a total of 222 employees, where 56 are women, and the percentage is 24.4%. For the most important key, we have a progress here. When we first started, we only gave what was needed by the government and what was needed by the government. When we learned and strengthened Jesse, we tried to be more sensitive and accommodating. So, we didn't need to be asked, we didn't need to wait for the need. Until now, we are still learning to be a culture to be transformative about Jesse. That is the stage we are in. The way we identify important things is to reduce the number of women and men based on their quality and background. The second is to reduce the amount of quality in the technical sector, in the administrative sector. Especially in this sector, we are women, because we live in the water sector. The third, is to promote as a middle and high management as a middle and high management. Based on our quality and background. Then, the next is to promote as a middle and high management as a middle and high management. There is no single thing left. So, everyone deserves to get training within a year of energy. Then, the next is to promote as a middle and high management as a middle and high management as a middle and high management as a middle and high management as a middle and high management as a middle and high management as a middle and high management as a middle and high management as a middle and high management as a middle and high management as a middle and high management Our action is to try to implement the first policy, the first policy is to focus on JETSY in our planned business so that it will be input in 2024 to 2028, in a regional way. Second, every recruit must focus on JETSY. So there is learning, there is a portion of women and men and it does not limit when asked to recruit. Third, transparency in the test results to be promoted. And this must be based on data that comes from human resources sources from HRD, Human Resources Department. Fourth, we have a survey for employment that is used as a literacy, as a basis, advice, advice and knowledge from the employment. You can get the information as a result. Number five, we are connected with the management of the direction, as well as the management of a group to share information and digital literacy. These steps are to address paperless, to synergize to address energy efficiency. For the sixth, our internal connection is usually the same to clean the environment of the office, especially the production sources. And for the external, the external connection bonding, we address the concerns to jobs that are not healthy in the long term, to receive orders when they like, and also support when they are hungry, to support friends who are disabled, to experience disability. This is also supported by the internal control of the bonding, this connection. Next, this is an example that based on gender, we have been given a clear portion of our work, each of our jobs in various work units. Whether it's male or female, we can get training, training. This is our critical area for the employment. So, as you can see, here is the percentage of women, up to this point, we can keep more than 20%. But later, we will be included in the business plan so that we can achieve our goals. Then as the head of the division, as my position right now, we are trying to upgrade it more than 30% and try to maintain it. For the position of the manager, this is our PR, Homework. So, the work that has to be continued is based on qualifications to find the position of women in the manager. For the technical staff, we have experienced very good progress. So, in 2022, we have obtained work in the technical sector more than 20.45%. Next slide. This is an example of our agreement with each other. So, our relationship, how we clean up our environment, internally, we have a relationship with our friends on the table. With a full heart, in the field, whatever the job is, what is difficult, then from the direction, we often have a meeting as you can see in the picture to improve our work. And this is a challenge to our employees who face difficulties. This is our step for externally. So, our area focus is to lock the company and to consider that we want to change our social inclusion. The first focus is on the community. So, all the integration to the public relations or the community relations in the HUMAS division. So, all the information with interesting content that can inform the company. Whether it's social media, radio, or text messages. So, the forum of our employees digitally, called Call Center, 24 Hours, we are responsible to the employees. The second is access to clean water to all the employees. So, we have a common role. Then, water for low income employees. So, the service of tankers, especially for low income conditions. Finally, this is very to make the situation outside of our service. But with the help of friends in the field, technical friends, and the administration also help to service the community that needs the service of tankers. So, this time, there is a lot of rain intensity. So, we are ready 24 hours to service the community through tankers. Third, we also produce and distribute water in the field. Fourth, here we do activities, especially friends in the field to visit the service of tankers. So, it is a socialization and socialization about the policy, about the payment that needs to be approached in a persuasive way. So, here we see in photo number 4 on the left. Friends give an explanation, especially also responsible for the illegal taping. So, it is often done to visit the community. Then, the fifth, we do social responsibility or usually called Corporate Social Responsibility to various public services. Then, the sixth, we do a survey against the perpetrators. And the seventh, with the external organization we also do. The eighth, we do mentors in several water sources, especially in Balitimur and several more than five have been done compared to us. So, we are always giving information about how to nurture us. That was an important key of our social inclusion. And this is a proof of our involvement involved our employees which is to conserve the environment, to clean the environment, to give attention to the situations that want to know about how the world works. We look at how the women here do their jobs in the workplace, but also give the attention outside the workplace. This is our next step and our hope is when the priority of the budget we have to do it because we remember the critical situation so the house connection we have is going down. So, we do it with any financial strategy but the priority is the internal budget or the internal budget we have to be very selective. Then, the involvement with others must always be improved. The commitment must be completed. The third we and the management must have a high commitment to complete the investment in the business and we will continue to work in 2024 so that the program will be maximized. For the investment based on the energy and capacity building or the improvement of the capacity that must be carried out in the program of the national or international government for the company at a small and medium level in the water sector we must always follow. And the last do the best but good every day always take advantage for yourself and others and of course the company do innovation every day whatever your job is. Thank you for the opportunity Om Santi, Santi, Santi Om. Thank you Julie. It was wonderful to hear about the training for senior management on inclusion and the effort session inclusive recruitment on processes to attract women in a more diverse workforce particularly for technical roles. Thank you very much for this insight for presentation. I would like to now welcome Juliet. As mentioned, Juliet will present guidance on how to be more inclusive in all the employment stages of diagnosis, attraction, recruitment, retention and advancement. She will also share an online database with strategies to improve workplace and she will also run a poll after that. Welcome Juliet. Thank you Sika and thank you so much to Julie and to Annabel for sharing your wonderful experiences your personal stories Annabel and Julie the amazing things that your utility is doing we get the sense that it's inclusion not just in the workforce but also in everything you do as a water company which is wonderful to hear. So I will be sharing research that was done through the Australian Government's Water for Women Fund and also part of this work was conducted in partnership with the World Bank Equal Aqua Initiative and the framework is how we built on their framework in looking at the how to have strategies and a systematic approach to improving gender and inclusion in water and sanitation workplaces. So we've heard already why we need to address inclusion. The only point I'd like to add here is about everyone having a responsibility for this and no matter who you are and I think Julie's note that making a good act every day if each person and every day both women men and other genders we can definitely create more equal workforce and services. And I just want to also draw attention to that we can only think about gender and inclusion from a narrow perspective we have to also think about disability we should think about class we should think about ethnicity because there are different forms of discrimination so I will very very briefly provide the basis for the guidance and database that we developed we first did research in both Cambodia and in Indonesia to understand what some of the gender equality issues were and in our findings they're very similar to what you've heard from Annabelle and from Julie and I think we used a framework that helped us think about individuals as well as systemic issues in society and to think about what happens informally in terms of individuals thinking or societies thinking and also what happens in the formal realm in terms of resource allocation in terms of rules and policies in Indonesia we found that women's career progression was restricted for many reasons we found that although there was increasing acceptance of equality there weren't formal affirmative policies that supported it we found that women were very dependent on family support for their care roles we found limited attention to gender based violence and we found that even though there are policies and guidance on employing people with a disability these were not yet put into action and there is a quote here on the left that I think it speaks to Annabelle's point about expectations of women so we heard that women fear showing their performance as a stigma of culture that they should be humble and not assert themselves or show their skills and a bad stigma for their family if they're performing well and I think that resonates with what you described Annabelle if you're doing too well then people will say that you're doing too much and if you don't do well then you're also criticised so women are placed in a very difficult position but equally we found men who were very very supportive of increasing women's promotions giving them leadership roles so in Indonesia we found that things were in transition in Cambodia we looked at what the five top barriers were to be involved in common level governance and district level we found it was a lack of leadership training it was their family responsibilities it was having less management experience it was missing role models and that management was due as a man's job and what we see on the left here the quote was also the informal environment that women come into as well described this is a woman who joined a common level committee and she said that when she came there everyone was older they drink wine, they smoke and I fear I'm not getting close to them because I'm a woman and sometimes they use bad words and treat me like a child and tease me and saying it's fun they're not treating me badly but I had to get used to it so these are the kinds of experiences that lead to a workplace that is more dominantly male and it's something that we need to help address so that we can have more safe and inclusive workplaces so we have many research outputs from this research and I will later put in the chat the link for anyone who wants to read those I will now move on to the framework the framework covers systematically five stages as well as the title expectations of the things that you can do and everyone can do in their organisations to create greater equality for diagnosis first we must understand what issues your organisation is facing and make sure that we are tailoring strategies to match those challenges there are many tools such as jedsie audits assessments there are international standards there are scorecards and later I will show a database of these kinds of tools that you can easily find for attraction here we need to make sure we're making the water and sanitation sector more attractive to a more diverse group of people and there are many strategies we can use for this as well outreach programmes, apprenticeship we can have scholarships or programmes and you heard both Annabel and Julie talk about some of these that they have already experienced or are using for recruitment we can take steps to eliminate discrimination even sometimes unintended discrimination in recruitment processes and also encourage more diverse participants and here we can rephrase job advertisements we can make sure staff are trained on different procedures we can have quotas or hiring incentives for retaining women and more diverse workforce we need to consider both the informal dynamics which is about how different people in a workplace participate how they communicate with one another what support is given as Annabel described of different leadership styles and then there is the formal make sure that we are supporting women and more diversity and this is then about ensuring that maternity leave facilities etc are available to make sure that different people's needs are met lastly advancement training mentorship networking supporting leadership promotion and career advancement again there are many strategies which can be used to help advancement of more diverse people and women in particular in water and sanitation workplaces but we shouldn't forget that all of this takes place and every organisation sits within a wider society and the values and norms of that society affect how that organisation functions and we should note that sometimes discrimination or the way people think it's a little bit invisible because we were brought up with it from early years sometimes we don't question how things are and we don't realise that maybe people are being discriminated against and so there are many strategies also to look beyond an organisation not just in an organisation to help shift those and to be more aware of them so from here I'm going to ask people to have a look at the database that we have formed so I've put in the chat a link to this database so you need to click on this link or you can use the QR code please use the QR code or please use the link in the chat because we want to help you access this database and make it easy for you to navigate it and find these many strategies you can use so click on the link and then you will find if you scroll down you will see this database with the green and white and click on the blue download icon and you will download it will download an Excel spreadsheet and after that once you're in the spreadsheet you will find that there are a menu where you can filter there are two ways you can filter to find the strategies that are useful to you you can filter according to the stage that I just described whether you want to find out about diagnosis tools or retention or advancement and you can choose whether you want to look at strategies that are for disability inclusion or for gender equality and you click on whichever filters you want and you then move across to see what it says activities and here you can then look in the database and it will come up with different strategies we give information about the type of strategy the organization that did it you'll find many many from the water sector and also beyond and you'll find a URL so I will stop here I really encourage you to look at the database and I will hand back to Seeker now to move to the panel thank you very much Juliet for sharing these very valuable resources they are much needed resources that can help institutions to start or progress on their journey to gender diversity inclusion and equity thank you for that hopefully the resources that Juliet shared will be useful for attendees and will be used now we can go to our Q&A session where our attendees can ask questions all of our speakers I'll invite all of our panelists to come on camera so we can see them we have few questions to our panelists and I will start with one for Annabelle Annabelle you won the IWA Gender and Diversity award in 2022 which is a wonderful recognition of your contribution congratulations what is your proudest achievement in these regards I think for me it is that recognition of the work that is done I actually also discovered that on the day that we were on 20th we had what we call our heroes day and I saw on Monday that was on Thursday and then on Monday there were all those women who were being listed one of the newspapers having made a great a great who have contributed greatly to different development activities and my photo was there I didn't even know so I just got some people sending me the photo and saying that oh yeah this is one of them this is something that we have found that we actually won this award and that there is also recognition of other things that we have done and I think like I said in the past is that it is quite an amazing thing because you work in this sector and you are referring too much especially on gender sometimes you think that there is not much that is being recognized but even that just the recognition it just shows that there is a lot of changes that are actually happening in this area of gender in our country which I think for me is quite positive like Julie said there is quite a lot that is happening also in Kenya whereby we find that the numbers are now beginning to change which I think I do appreciate the fact that there has been a lot of support both from the water utilities in Kenya but also from the water sector in terms of just including gender anyways you know positive response so I think for me that is what I would say. Thank you Annabelle thank you for answering this question next question is for Julie it was inspiring to hear about your organization effort to accommodate JETC consideration in the recruitment processes what was the key enabling factor that initiated or triggered this change Yes, the question is for me Is it correct? Yes Yes, to support changes our biggest challenge is in the budget so to support the whole JETC program we are now focusing on the capacity of building and innovation from each person who holds the project so the most effective and the most effective way is to focus on JETC for a large facility like a universal design in the future we are more encouraging the whole existing system with the inclusion of important key as an encouragement with minimal pressure we can include the good and the bad for the whole community so the innovation we are doing is more to the capacity of building with the same commitment from the main direction that in the future we will create a new building that will complete the needs of our friends that we have a separate building and there is still no specific facilities for friends with disabilities and this requires such a big budget so for this crisis we are focusing on the priority scale as it happens in our company there is also a question for Juliet what advice do you have for an organization that is just starting to think about gender and diversity where should they start great thank you Sika so I would say that the starting point is from the leadership that's the ideal place to begin is either if you are a leader to take action or if you are an employee at any other level start to access your existing leaders because leadership of a cultural change within an organization is very important and can also help protect people against the kind of backlash that Annabel described earlier so leadership is an important starting point and my second suggestion is to start with that diagnosis step that I explained from the framework each organization is different there will be different experiences of different employees and first you must find out about your organization and make sure you understand what the issues are that different genders have experienced and from all different levels from all different ages you need to understand the diversity and use some of the existing tools or your own tools you can make your own tools you can interview different people in the organization that's something that we did in our own organization in the last two years we did an exploration and the third thing you must do is follow through once you've revealed and made visible you can't just ignore them they've been surfaced they're visible and then there must be actions and follow through and this is why the leadership is important because to have action and follow through you need the leadership on board to help make changes so those would be my suggestions Sika Thank you Juliet for your valuable advice this is much appreciated and I also have a question from Diana our fourth panelist Diana please feel free to put a bit of a background if you want to with a couple of sentences and the question to you is how can a water supply and sanitation company incorporate gender inclusion in its work while undergoing a transformation journey moreover why is the utility prioritizing this while many other urgent issues can become competing matters Over to you Diana Thank you very much Sika and thank you for the opportunity to discuss the need for gender inclusion in our workplaces cannot be overemphasized we are dealing with various challenges as we provide services and we realize that if we have to make improvements we cannot just focus on the hardware or the infrastructure there is need for us to have inclusivity to require a holistic approach that tackles all the wider issues that help us to sustain the services that we provide in kind of water I am the first female MD in the water sector among 11 so it is quite clear that there is less representation of women indeed in water supply and sanitation and in our utility there is a ratio of 76 74 to 26 74 male and 26 female which underscores the fact that there is less representation of women as a leader who is female and promoting gender inclusion and I think we have ensured that we have a policy in place a gender policy that helps us to ensure that we take care of both gender male female but of course also promoting more of the women so that we create a balance in the manner in which we carry out our recruitment in the manner that we carry out our manpower development programs and even as we carry out we realize that for WASH we have to also look at the institutions that are implementing and the communities where we are working and we involve women in making sanitation platforms as part of the programs that we implement we involve programs to support menstrual hygiene for girls in schools we are happy actually to be part of the utility of the future program this is a transformation program for the World Bank that's helping us to transform and improve our capacities the utility of the future this is really to to be able in this rapidly changing world to achieve success and we realize that it's not just for the operational managerial governance factors we need innovation we need inclusion we need to be resilient and we need business continuity and through the utility of the future program is helping us to achieve this continuous improvement by ensuring that we strengthen our capacities as a utility the essential processes of the utility so that we face the current challenges and achieve future thinking and what I want to share here is the fact that it is clear that we need inclusion we need to ensure that there is the ability to have all the people both male and female disadvantaged everybody as part of the society is included so that it also goes on the dignity improves livelihood in communities so there we are focusing on gender balance gender diversity we are also ensuring that we update our gender policy to keep it up to date with also what's going on with the changes in the environment and we are also looking at how do we promote networking how do we create a conducive work environment that also takes care of the women how do we ensure resources are provided that also promote gender equity within the organization to be able to undertake the various programs we are also promoting networking part of the women African women sanitation professionals network and also promoting most of the women to be able to be part of this networking process this is how we are helping to ensure that we accelerate in terms of inclusion on gender mentorship programs and all the various programs that are going to help have all aspects of the organization taking care of thank you Sika Thank you Diana for the great insight and contributions to our discussion today much appreciated and now I have a final panel closing question to all of our panelists I'll kindly ask you all to answer just with one or maximum two sentences and the question is what is your biggest piece of advice to an organization looking to become more inclusive thank you maybe we can start the same order with Annabel followed by Julie and then Juliet and then Diane Thank you I think for me for an organization to become inclusive I think it is very important for organization to ensure that they have very good data and information that they're going to use to convince their management and the rest of the people that we have a real gender issue that needs to be addressed which is what has been for a long time and then ensuring that we have practical steps that we are recommending that should be taken up immediately by the institutions and that is because in majority of the cases in the past we provided solutions but then we didn't say exactly what we needed to say so we said there is a problem here but then we had no practical solution that we were proposing to be undertaken Thank you very much Annabel Julie Thank you for the question that the company should be inclusive based on data I use Annabel we have a survey for our employees for our employees that is one of the most inclusive steps so that is the first strategy we have to be based on data and the second the number of data will differentiate each gender but even with the same means we respect our work but we differentiate that must be explained in an internal external content group that focuses on jazz that is a strategic step how do we remember our role just like in the past at the time of rapping we must have a solid team that is vocal in terms of jazz so when our leadership does not have to be main there is a team that is sensitive that is accommodating there is a team especially in development that uses that transformation so that it becomes vocal and transformative Thank you Thank you very much Julie Julie do you have a comment on some of this question as well Thank you That is to say that I agree with Julie and Annabelle the need for data and convincing data to get started but this should not just be a once event it's something we must then monitor over time how things change and we also must check what are people's experiences and check for opposition check for backlash and there are negative and unintended consequences of making these changes as an organization evolves so that's my main piece of advice to think it's not something you just do once and then it's done this is something you commit to for the long term and you must keep monitoring and understanding how things are going, which things are going well which things there may still be challenges so that you're constantly responding to the changes as an organization evolves Thank you Sika Thank you very much Juliet Diana do you have an insight on that question that you want to share with us Thank you so much It is important that we have the policies in place, the programs that guide our policies and then we make sure we have a clear implementation plan I think in our case we have a committee that spearheading that so that we are indeed checking on how we are progressing When I talked about the statistics for our company we've seen that we've made progress at senior management level where we have 57% for female and 43% male so we need to be able to continuously improve and be able to as much as possible keep tracking how we are performing on the gender side and ensuring that it has the necessary support in terms of leadership and resources Thank you Thank you very much Diana and thank you to all our panelists for your insights and all you've shared with our audience This information is much appreciated The journey towards gender diversity and inclusion can be a rewarding one while they are challenging along the way for both individuals and organization Ultimately the evolution towards greater diversity and greater inclusion helps strengthen us in a personal, professional and organizational level The water sector will be better equipped to deliver services that meet the needs of all if we ensure the workforce makeup reflects the diversity of the communities that need and benefit from water and sanitation services There are numerous opportunities across all aspects of the employment cycle to take action and we hope that this session has inspired you to pursue these strategies in your workforce We'll close with the final poll and we hope that you've enjoyed this session and would like to hear about your level of motivation to make changes in your organization The final post question is how motivated do you feel to make changes in your workplace Very motivated, somewhat motivated little motivated or not motivated at all It would be great to share your opinion on that after hearing our webinar and our panelists I encourage all attendees to answer this question please I think we can now end the poll I think most people who wanted to participate already did What I can see here is that the bigger percentage 53% of our attendees are very motivated to make changes in their workforce which is brilliant also 45% somewhat motivated and only 3% of our attendees answered that they're only little motivated I'm very glad to see that there's no participant who answered that it's not motivated at all Hopefully this was insightful session helping participants to find the way to get their journey going and you've been given some food for thoughts We have long way to go in achieving gender equality diversity and inclusion and a little step towards that Thank you very much to everyone who joined us and have a good day or good evening depending where you just wanted to share some information about the upcoming events of IWA We're having an IWA digital water summit in Bilbao, Spain between 29th of November and 2nd of December this year You can find some information on the IWA website We're having an upcoming webinar the future of disinfection and drinking water and wastewater coming on 9th of November You can also find information on IWA website For new join us as a member of IWA We have a 20% discount discount code for membership that is valid until 31st of December 2022 and you need to use the code WEP22 The one that is on your screen and for more information refer to our website again Thank you once again to everyone Take care Bye