The WORK180 - wisecampaign.scdn3.secure.raxcdn.com · about any other arrangement that’s agreed to by both employer and employee. And it does come with challenges. Managing performance,

How employers are attracting, supporting and retaining talented women

The WORK180

Report

UK

The Work180 Report 2

ContentsIntroducing the quiet workplace revolution ................................................. 3

About WORK180Our methods ............................................................................................. 5

Flexible workingFlexible working ......................................................................................... 7Insights ...................................................................................................... 8Introducing flexible working arrangements ................................................. 9Here’s a few tips to get you started .......................................................... 10

Equal payEqual pay ................................................................................................ 12Insights .................................................................................................... 13

Parental leaveMaternity leave ........................................................................................ 15Secondary carers .................................................................................... 16Insights .................................................................................................... 17Pacesetters in parental leave ................................................................... 18Introducing a paid parental leave policy ................................................... 19Returning to work after parental leave ...................................................... 20Minimum tenure ....................................................................................... 21Stillbirth ................................................................................................... 22Breastfeeding .......................................................................................... 23

Career developmentCareer development ................................................................................ 25Insights .................................................................................................... 26Introducing career development programs ............................................... 27Women in leadership ............................................................................... 28Raising the number of women in leadership ............................................. 29

Employee assistanceEmployee Assistance Programs .............................................................. 31Introducing an EAP .................................................................................. 32Domestic and family violence ................................................................... 33Developing a DFV policy .......................................................................... 33

How does your business compare?Here’s how it works ................................................................................. 34

Footnotes ........................................................................................ 36


Introducing the quiet workplace revolutionIn 2018, a worldwide report into employee satisfaction showed that 43% of employees envision leaving their job in the next two years if their priorities are not met. For them, career development and a healthy work-life balance are not just ‘nice-to-haves’, they’re dealbreakers.

It means that more than ever, attracting and retaining skilled people is going to require organisations to rethink the way they engage with employees if they want to grow and future proof their business.

Smart companies are already making the transition. They invest in long term strategies that build strong relationships and support the people who keep them in business. Their HR benefits send a message that they value employees and are focused on outcomes rather than rigid workplace processes.

The WORK180 Report provides insights into these policies and explains how you can introduce them in your own organisation.

It allows you to compare your employee benefits, make informed decisions and build a business case for change.


About WORK180

The Work180 Report 5ABOUT WORK180

WORK180 is a global jobs network that operates at the forefront of a new workplace revolution.

Our function is twofold.

As an advocate for working women**, we provide job applicants with a transparent directory of endorsed employers who support diversity, inclusion and equality. We share information around pay equity, flexible working, paid parental leave, equal opportunities and a range of other important criteria. Before an employer comes on board, we put them through a pre-screening process and on average, about 80% of companies who apply to work with us, pass our criteria.

Within the criteria process, we also take into account initiatives that focus on age, ability, ethnicity and sexual orientation. The information we uncover isn’t available anywhere else, but we make it public on our website so that candidates know exactly what to expect before applying for a job.

We also work with employers to improve and develop workforce participation. The majority of companies who don’t initially pass the criteria, return to us after improving. We share best practice, offer strategic advice and provide a highly active jobs board where businesses can connect with the talented people in our network.

Our audience delivers exceptional social engagement, allowing us to promote Endorsed Employers and to tell the story of their diversity journey. Of course, not everyone can match the standards set by the most progressive employers. But there’s always something that can be done to enrich workplace culture and invite a broader and more diverse knowledge base to an organisation.

There’s a long way to go when it comes to achieving better working conditions, but the change we’re seeing is astounding. It really is an exciting time for workplace equality, and we’re just getting started.

Our missionTo empower every woman to choose a workplace where they can thrive.

Our methods


Flexible working

The Work180 Report 7FLEXIBLE WORKING

Flexible workingFlexible working provides employees with a healthy work-life balance and promotes a happy and loyal workforce. It encourages diversity, attracts great talent and reduces business costs. It also helps employees stay focused on their work, leading to improved productivity and better profitability.

The thing about flexible working is that there’s no ‘one size fits all’ approach. It can mean changes to working hours, split shifts, job sharing, working remotely or just about any other arrangement that’s agreed to by both employer and employee. And it does come with challenges. Managing performance, arranging meetings and providing development opportunities can be more difficult when employees work flexibly. It’s also true that some people just don’t have the discipline to self-manage.

But in most cases the rewards far outweigh the obstacles and that’s why a growing number of organisations are starting conversations with workers to see if there are ways to improve the way they do business.

“I have managed to find a working pattern that enables me to balance a job that I love with my responsibilities as a parent. This has not only helped me integrate a healthy lifestyle and creates a feeling of positive wellbeing, but due to being able to work flexibly and having the right technology, I feel I’m more productive in the work I do and this gives me personal satisfaction week in week out!”

Jo Llewellyn - Human Resources Business Partner – Health and Wellbeing, Transport for Greater Manchester

#endorsedemployerforwomen


Insights

say they would “strongly prefer” a job with flexible working.

of women saying that flexible working would make a job more appealing, and

of working 18-34 year olds in the survey wanted flexible hours.

of workers feel that offering flexible working makes a job more attractive to them.

45%

81%

Over 92%

70%


of people would choose flexible working over a pay rise if they could only choose one and;

40%

of people believe managers need to adapt their skills to manage a remote workforce

56%

"We offer flexible programs that support work and collaboration wherever you are. Our unique Smarter Working program is one way in which Poly helps you integrate your work and personal life. We work smart, with a collaborative state of mind that drives our strategy and helps us achieve our common goals."

Estelle Jackson, Global diversity, inclusion and belonging lead, Poly


Introducing flexible working arrangementsWithout buy-in, flexible working will be difficult to introduce. Start with the board and CEO, then work down through management and employees. As well as explaining the benefits, it’s important to listen to what everyone wants out of flexible working and what their expectations are.

Then comes the practical training. People who manage flexible employees need to how to lead their teams effectively, so that the needs of the company and employees can be met.

It’s unlikely everything will fall into place immediately, so start with a pilot scheme so you can iron out any conflicts. You can then fine tune the policy over a period of months, based on feedback from participants and outcomes for the business.


Here are a few tips to get you started…Establish great communicationsMaintaining strong communications, especially when team members are working remotely, will help to set expectations and ensure everyone feels connected.

Clarify successCommunicate objectives clearly and when you hit a target, make a big deal of it. Your team will be more engaged and proactive because of it.

Address biasMen are more than twice as likely to have their flexible working request rejected. Make sure your flex policies are inclusive for every member of the team.

Develop a set of guidelinesThis will help to avoid confusion and prevent problems from arising. These can be documented once the pilot has ended and the formal policy is introduced.


“Across Dell UK 50% of our team members work remotely, where the focus is not just on where they work but how they work. Dell's vision for the future is founded in enabling its team members to be their best and do their best work, through a flexible approach to their work. We empower our team members to explore what flexible work arrangements work best for them within the parameters of their role. We provide technology solutions that enable our team members to work seamlessly anyplace anytime.”

Dan Grant, HR Director, Dell Technologies


Equal pay

The Work180 Report 12EQUAL PAY

Equal payCommitting to closing the gender gap is an important step to publicly showing you are serious about equality in the workplace.

It increases the number of female applicants, is better for innovation and delivers a more inclusive culture. It also allows men to take on a more active role in caring for children and supports women returning to work after parental leave.

For full-time employees in the UK, the gender pay gap fell between 2017 and 2018, to 8.6%. But with women more highly represented in part time and casual positions, this figure rises to 17.9% when applied to all employees. The gender pay gap is also wider in skilled trade occupations, where the average is around 25%, and almost 80% of companies and public sector bodies pay men more than women.1

One reason is that time spent away from the workforce has a major impact on income. Women are, in effect, being charged a ‘mother’s tax’ for being the primary carer of their children.

But that’s not the only reason why the gap exists. Other factors include:• conscious and unconscious bias that impacts hiring, promotion and pay• men’s domination of managerial and technical roles, while women are over

represented in administrative health and caring positions.

“I work 4 days week, which gives me an amazing balance of being able to enjoy and progress my career, as well as spend valuable time with my children.’’

Stephanie Dufty, VP, Customer Marketing and Insight, Expedia


The Work180 Report 13EQUAL PAY

Insights

The gender pay gap fell from 2017 to 2018, to stand at 8.6% among full-time employees.

Gender pay gap figures reveal eight in 10 UK firms pay men more

Data showed that women were being paid a median hourly rate that, on average, was 9.7% less than that given their male colleagues.

Women’s retirement age rising faster than men’s in UK

8.6%

8 in 10

9.7% less


Parental Leave

The Work180 Report 15PARENTAL SUPPORT

Maternity leaveIn the UK, Statutory Maternity Pay (SMP) can be paid up to 39 weeks, with the first six weeks calculated at 90% of average weekly earnings (AWE) and the remaining 33 weeks at 148.68 or 90% of AWE (whichever is lower).

According to UNICEF, this makes the UK one of the least supportive countries in terms of paid parental leave. Of the 31 European nations ranked, the UK placed 28th, with Sweden, Norway, Iceland, Estonia and Portugal providing the most support.

But increasingly, smart businesses are including paid parental leave in their employment contracts because they know that it’s great for business.

Happy employees are more productive and less likely to leave. That reduces the cost of hiring and training and helps businesses retain specialised knowledge. It also enhances workplace culture, improves employer/employee relationships and increases loyalty to the organisation.


Secondary carersThe benefits of sharing parental responsibilities are well documented.4 When men spend time with their newborn, it improves their confidence and ability to care for the child in the long term.

It also benefits the child by increasing the child’s cognitive scores and mental health outcomes. For mixed-sex couples, fathers who spend more time caring for their babies alone are also less likely to separate from their partners than those who are less hands-on.4

Naturally, shared care also helps both partners and mothers in particular to physically and emotionally recover after childbirth.

Offering paid leave for the co-parent, and challenging caring norms by expecting fathers to take equal responsibilities, help transform entrenched gender inequalities. Couples are given the resources to divide the unpaid care and paid work more evenly and it improves work-life balance.

The UK provides fathers with two weeks paid paternity leave at £149, which UNICEF has calculated as 0.4 weeks full pay. This compares with Sweden (10.9 weeks), Germany (5.7 weeks) and France (5.6 weeks).

UK90% of average weekly

earnings for 6 weeks, then £145.18 or 90% of average

weekly earnings (whichever is lower) for 33 weeks

AU18 weeks for primary

carer, 2 weeks for secondary carer, both

paid at the national minimum wage

USANo government parental

leave

SWEDEN90 days for each parent,

plus 300 days to be shared however the parents decide

Government funded parental leave around the world


Insights

couples are eligible every year for shared parental leave, but take-up “could be as low as 2%”

77%

compared to 63%

Around 285,000

of the general public are still unaware the option exists, nearly three years after it was introduced

Around half

Women who described their employer as supportive were significantly more likely to return to work after maternity leave than those who described their employer as unsupportive – 77% compared to 63%.3


Pacesetters in parental leave


26 weeks’ parental leave at full pay, regardless of gender,

location, role or tenure

The primary caregiver - birth or adoption - 6 months full salary + £750 return to work bonus from

month 7 until month 24 (18 months monthly bonus)


Introducing a paid parental leave policyFirst you need to work out what you can afford. Not everyone can match a Pacesetter’s parental leave policy, but that doesn’t mean you’re out of the game. Cost a manageable program and start as soon as possible. As well as making your company more attractive the next time you hire, it will also make your current employees feel more valued.

Removing stereotypes from your policy acknowledges the variety of gender identities and is more inclusive for everyone. That means replacing terms such maternity and paternity with primary and secondary carer.

Then you need to encourage employees to use it. Men are particularly reluctant to take leave, believing it may damage their career. But as well as helping them form strong bonds with their children, it also empowers women and helps increase their workforce participation.


“At FundApps, the evolution of our parental leave has always been about creating a workplace where all parents, regardless of gender, location or circumstances, can celebrate the joy (and challenge) that is parenthood. That’s why we removed tenure requirements, made it completely gender-blind and offer 6 months at full pay over a 2 year period. Our parents helped design our approach to parental leave and it gives them every opportunity possible to fully engage with their new bundle of joy!”

Patrick Caldwell, Head of People, Fundapps


Returning to work after parental leave

Supporting parents who are returning to work after parental leave reduces business costs related to recruitment, retraining and restructuring. It helps realise the full potential of the workforce and increases both productivity and performance.

The key to supporting parents who are returning to work after parental leave is flexibility. That means understanding the needs of the parent and being open to changes to working arrangements to accommodate their challenges. Part-time work, reduced or condensed hours, remote working and a reallocation of responsibilities are just some of the ways this can be achieved.

It is also important to recognise the value of the employer and to ensure that they continue to have access to training, networking and social functions, and other opportunities for career development.

• Childcare assistance

• ‘Keep in touch’ programs

• Introduction of shared ‘return to work’ information

• Technology driven flexible working arrangements

• Opportunity to self-manage schedules and responsibilities

• Breastfeeding rooms

Some of the most successful businesses in the UK have adopted innovative policies that are relatively inexpensive and easy to introduce. They include:


Minimum tenureRemoving or reducing the waiting time for parental leave eligibility communicates a desire to develop long term relationships with employees. It also builds loyalty and improves both retention and return to work rates.

Most companies insist that employees wait a period of time before being eligible to receive parental leave. This is known as minimum tenure. It varies across industries, but 12 months tends to be the average. However, there is a growing trend among innovative employers to remove minimum tenure altogether. Organisations such as Reward Gateway and Microsoft allow employees to access parental leave from the day they start work.

This sends a clear message that you’re looking at the big picture and want to build a long and lasting future together.


“The rationale behind our decision was rather simple. When you apply a tenure requirement to something like parental leave what you’re actually saying to your new employees is ‘we don’t trust you yet’. You’re also putting up a barrier between some awesome talent looking for a new role and who might be planning on growing their family in the short-term. If you treat your parents with trust and find every opportunity to support this exciting (and stressful!) time in their lives, they’ll return it ten fold to your company in contribution and loyalty.”

Patrick Caldwell, Head of People, Fundapps

Pacesetters in minimum tenure

Minimum tenure is at ZERO for


StillbirthDeveloping a stillbirth policy recognises the birth of a child and the role of the parents. It relieves financial pressure during an already traumatic period and allows time for the employee to physically and emotionally recover.

Stillbirth is one of the most traumatic events a parent can face. Unfortunately, it is something that is far too common, with nine babies a day being stillborn in the UK.5

Despite this, many parental leave policies do not clearly define what support is offered to the parents of a stillborn child.

Enshrining access to paid parental leave in parental leave policy removes any doubt and recognises stillbirth as a social issue. It also means that parents are not forced to rely on the discretion of managerial staff while dealing with such a complex emotional issue.

1 in every 225 births ends in a stillbirth. That’s 9 babies every day.5

Women who have suffered stillbirth or neonatal death are 7 times more likely to have post-traumatic stress disorder.


“We’re committed to supporting any of our employees who might be affected by the tragic circumstances of stillbirth and have a parental leave policy that explicitly gives them access to parental leave benefits. We also offer full access to our Employee Assistance Program for use during this challenging time.”

Alstom


Breastfeeding6

The World Health Organisation (WHO) recommends that where possible, mothers should breastfeed for at least six months after the birth of their child.

But for new mums, it’s not as simple as deciding ‘yes’ or ‘no’ to breastfeeding. As well as facing physical demands, women also have to overcome difficult environmental obstacles in order to maintain lactation for such a long period. Some of the key elements of support they require are:

• a private, lockable, comfortable, space to breastfeed or express breast milk

• time during the working day to breastfeed or express

• support from the employer and colleagues

The workplace has traditionally been a challenging environment for breast feeding, with new mothers forced into bathrooms, stock cupboards and other ‘secret’ locations to breastfeed or express. But as progressive employers become more in-tune with the needs of their employees, dedicated breastfeeding areas are becoming more and more common.


Career development

The Work180 Report 25CAREER DEVELOPMENT

Career developmentIntroducing career development programs lets employees know that that you’re willing to invest in their future. It also increases loyalty and reduces turnover, creates a positive work environment and promotes a sense of cooperation within the organisation.

But that’s not all. It also helps mentors develop leadership skills andencourages them to share their knowledge and experience. That in turn re-energises the mentor’s career and builds self-confidence in their own abilities.

For the mentee, the benefits are even more profound. Increasedknowledge of the organisation’s culture and values, critical feedback on technical skills, communication and relationship building, as well as strategic career advice, networking opportunities and encouragement to speak up and be heard.

Most businesses have some form of training for employees, whether it’s coaching, mentoring or leadership development. Often the definition of these terms is unclear, as they tend to overlap. But here is simple rule of thumb to differentiate programs:

CoachingShort term, task-based

training

MentoringPersonal and/or professional

development

Leadership development

Promotion-focused training


of millennial professionals think career progression is a top priority.

of millenials have been disappointed by a lack of personal development training when starting a new job.

91%

Only 16%

Just 15%

53%


“Our innovative early careers development programme links candidate selection with their future development. Our programme follows the strengths journey our early careers population goes on, and by utilising new approaches to development, we help individuals to reach their potential and develop the skills required to flourish in our business.”

Paul Dilley, Early Careers Learning & DevelopmentManager at Mott MacDonald

of employers felt that personalised training programs were a priority for keeping employees engaged.

of Generation Z wanted to make frequent job moves.

Insights3


Introducing career development programsStart by identifying your organisation’s short and long term objectives, then determine what skills are required to support these goals. In the case of leadership, this may be focused on strategy, communication and effective delegation.

Talk to your employees about their career aspirations and how they think they can achieve their goals. This is an important part of the process for maintaining enthusiasm and momentum.

Create actions plans with specific KPIs, so you and your employees know exactly what is expected and when.

Build regular feedback sessions to assess the quality of your development programs and make adjustments based on outcomes.


Women in leadershipAccording to The Equality Trust, there are just six female FTSE 100 CEOs and they earn 54% of what their male counterparts are paid.

But research has shown that having more women in leadership positions increases retention, productivity and profitability. This is, in part, because diversity delivers a broader range of skills and experience. But that’s not the only story. Women are also great at problem solving and collaboration, and make highly effective mentors. There’s also the fact that when it comes to millennials, women tend to be better educated than men.

Of course, saying that one gender is better than the other is divisive and not very helpful. The truth is that both are effective, with abroad range of skills and experience. During a time of skilled leadership shortage, both are needed.


“At Brown-Forman, we recognize careers journeys are unique and special. Through our award-winning leadership, technical and personal development programs we empower colleagues to prepare for, plan, proceed with and publicize a meaningful career journey.”

Andrew Constable, Vice President, Director Global People & Organizational Development, Brown-Forman


Raising the number of women in leadership

The first step to increasing the number of women in leadership roles is to make a commitment to greater diversity. Communicating this with management, employees and clients will encourage conversation and show that you’re serious.

The introduction of flexible working arrangements enables women to develop their careers and also allows men to play a more significant role when it comes to family commitments.

Another important policy is paid parental leave. Countries with more even leadership gender ratios tend to be more generous when it comes to parental leave for both parents.

Other support measures may include the introduction of breastfeeding rooms, return to work programs and women’s networking groups.

Active sponsorship of rising women is an effective way of speeding up the process. Helping them overcome barriers as they progress is an essential part of elevating women to senior roles.

“SGN have online learning and learning via experts i.e. teaching you on the course giving coaching and feedback. We also encourage our delegates to share their ideas about what works well with others both on the course and afterwards. All of this makes a really fine recipe of ingredients as our delegates progress through their management careers.”

Caroline J Williams, Head of Talent & Development, SGN



Employee assistance

The Work180 Report 31EMPLOYEE ASSISTANCE

Employee Assistance ProgramsIn the UK, 14.7% of people experience mental health problems in the workplace. A staggering17.6 million (12.7%) of sick days may be attributed to mental health, with the cost to business estimated to be between 33 and 42 billion pounds.

But according to one study, every dollar spent on identifying and supporting workers with mental illness yields close to 500% return in improved productivity.

So introducing an Employee Assistance Program (EAP) isn’t just the right thing to do for employees, it’s also good for business.

An EAP is a workplace initiative that provides emotional, mental and psychological support to employees and their immediate family members. Its focus is on early detection and resolution, using a proactive and preventative approach.

The issues an EAP aims to address may be work-related or personal in nature, including grief and bereavement, stress, health, anxiety, depression, relationship difficulties, personal trauma, financial pressures and drug, alcohol and gambling addiction.

The Health Insurance Group has warned that stress in the workplace is making many of us turn to employee assistance programmes (EAP) as new data from Health Assured revealed the EAP usage figures from a sample of 9 million UK employees.

Insights

People employed within the media (17% utilisation), NHS (11%), retail (11%) and public sectors (10%) accessed EAP services over the past year, indicating higher levels of stress when compared to other professions.


Introducing an EAP

EAPs are actually quite simple to implement. The first thing to do is get leadership buy-in and agree on the reasons why you’re doing it.

Next you should tailor the program to suit your employees. Not everyone will have the same needs, so consult and listen before drafting an EAP document.

Then you’re going to need a plan. How will you prevent, identify and respond to issues as they arise? Again, this will be determined by your business and employees.

Training is another important step. To be effective, everyone in the organisation must know what support is available and their role in helping colleagues in need.

EAPs should be continually assessed and adapted where necessary. It’s also common for the policy to expand over time, as your knowledge and experience grows.


Domestic and family violenceThe introduction of a Domestic Family Violence policy shows your commitment to supporting employees who face an abusive situation outside of the workplace. It encourages victims to speak up and in some cases may even save a life.

Domestic family violence (DFV) is on the rise in the UK, with the office of National Statistics putting the number of adults aged 16 to 59 who experience domestic abuse at 2 million every year.

DFV occurs when one person in a relationship uses violence and abuse to maintain power and control over the other person. This can include behaviour that is physically, sexually, emotionally, psychologically or economically abusive, threatening, coercive or aimed at controlling or dominating the other person through fear. DFV can affect people of all cultures, religions, ages, genders, sexual orientations, educational backgrounds and income levels. While the human cost is immeasurable, the cost to business of domestic abuse is estimated at almost £2 billion a year due to decreased productivity, time off work, lost wages and sick pay.

One in four

Developing a DFV policy

DFV policies deal with sensitive issues, so it’s important to do your homework. Talk to experts, involve all stakeholders and read up on the planning and implementation stages.

You should also identify key areas of responsibility and establish timelines and accountability. This must include a record of incidents, actions and outcomes.

As with any policy that requires engagement, communicating the objectives and responsibilities is essential. Training should include how to identify DFV, appropriate responses and the need to maintain confidentiality when it comes to personal information.

women and one in six men suffer from domestic abuse in their lifetime and domestic abuse costs businesses £1.9 billion every year due to decreased productivity, time off work, lost wages and sick pay.


How does your business compare?It’s easy to blame a lack of high quality job applicants on a skills shortage. But it’s much more likely that you’re missing out on the very best candidates because your competitors are offering better conditions and opportunities.

The WORK180 HR Health Check is your window into employee satisfaction metrics, both within your business and in the industry in which you operate.

Here’s how it worksWhen you submit the details of your employee policies, the data is compared to companies that are similar to yours in terms of size and industry.

You will be provided with a rating, not based on our assessment of your policies, but by industry standards and the employee benefits offered by those setting the highest benchmarks.

For example: Say in your industry, the average paid parental leave for the primary carer is 8 weeks. Well, if you offer 8 weeks, that’s OK, but you’re not going to attract the most talented employees that are looking to start a family?

In many cases, the leaders are offering 26 weeks and that means they’re not only getting great candidates, their retention rates are incredible. Knowing where you stand allows you to make informed decisions by clearly identifying challenges to your HR policies. As the global workforce adapts to this new landscape, the ability to provide transparency of your policies to attract candidates is crucial.

Please note: All of the information we collect is strictly confidential.


Endorsed Employers for Women

[email protected]

work180.co


Footnotes1 Deloitte. (2018). Millennial Survey Report 2018. [online]

Available at: https://www2.deloitte.com/content/dam/Deloitte/ro/Documents/Deloitte-Millennial-Survey-Report-2018.pdf [Accessed 10 Oct. 2018].

2 Tinypulse.com. (2016). 2016 Tech Industry Report [White Paper]. [online] Available at: https://www.tinypulse.com/2016-tech-industry-report [Accessed 10 Oct. 2018].

3 Deloitte. (2018). Millennial Survey Report 2018. [online] Available at: https://www2.deloitte.com/content/dam/Deloitte/ro/Documents/Deloitte-Millennial-Survey-Report-2018.pdf [Accessed 10 Oct. 2018].

4 Norman, H., Elliot, M. and Fagan, C. (2018). Does Fathers’ Involvement in Childcare and Housework Affect Couples’ Relationship Stability?. Social Science Quarterly.

5 Stillbirth Foundation. (2018). Home - Stillbirth Foundation. [online] Available at: https://stillbirthfoundation.org.au[Accessed 10 Oct. 2018].

6 Australian Breastfeeding Association. (2018). Australian Breastfeeding Association. [online]Available at: https://www.breastfeeding.asn.au/ [Accessed 10 Oct. 2018].

7 Deloitte. (2018). Millennial Survey Report 2018. [online] Available at: https://www2.deloitte.com/content/dam/Deloitte/ro/Documents/Deloitte-Millennial-Survey-Report-2018.pdf [Accessed 10 Oct. 2018].

8 Deloitte. (2017). The 2017 Deloitte Millennial Survey. Available at: https://www2.deloitte.com/content/dam/Deloitte/au/Documents/about-deloitte/deloitte-au-about-millennial-survey-2017-030217.pdf [Accessed 10 Oct. 2018].

9 PwC. (2011). Millennials at work - Reshaping the workplace. Available at: https://www.pwc.de/de/prozessoptimierung/assets/millennials-at-work-2011.pdf [Accessed 10 Oct. 2018].

10 Australian Human Rights Commission. (2010). Workers with Mental Illness: a Practical Guide for Managers. [online] Available at: https://www.humanrights.gov.au/publications/2010-workers-mental-illness-practical-guide-managers/1-mental-health-workplace#fnB13 [Accessed 10 Oct. 2018].

* Claims without reference are based on our work with WORK180 endorsed employers for women. This information is confidential, so we have not shared sources. However, if you would like to know more about our methods or criteria, please contact us via [email protected]

** All women (trans, intersex and cis), all those who experience oppression as women (including non-binary and gender non-conforming people) and all those who identify as women.