Becoming a member of CEOs for Gender Equity was never about ticking a box. It was, and
continues to be, a deeply personal and values-driven commitment. As a leader, and as someone
who believes in the power of inclusive communities, I see this as an opportunity to help shape a
future where gender equity is not just an aspiration, but a lived reality.

Equity, for me, is personal. I’ve witnessed the profound effects of inequality in the workplace, in
families, and across our broader community. But I’ve also seen the transformative power of
inclusion: when people are truly seen, heard, and supported to thrive. That’s the kind of
environment I want to help foster one where gender never limits someone’s opportunities,
voice, or sense of belonging.

At Carers WA, we work alongside people who give so much of themselves every day. We
understand that the care economy is deeply gendered, and that we have a responsibility to lead
change not only through the services we deliver, but within our own organisation. Joining this
network of CEOs is a meaningful step in aligning our internal culture with the values we
champion externally.

Real change doesn’t happen from the sidelines. It requires leaders to show up, to listen, and to
act. Our role is not to have all the answers, but to be willing to ask the right questions, challenge
the status quo, and create space for others to lead alongside us.

This is just the beginning. I’m proud to walk this path with others who are equally committed to
building a more equitable future — one where every person feels safe, respected, and valued.

We all do our best work when we feel safe, respected, and valued — and every workplace
should offer that to everyone.

Our First Steps at Carers WA
Since stepping into this role, one of my first priorities has been to listen to the stories,
experiences, and insights of our team. Creating a gender-equitable workplace isn’t about quick
fixes or checklists. It’s about understanding where we are, building trust, and committing to
doing things differently and better.

We’ve begun by reviewing our internal policies and practices through a gender lens focusing on
flexibility, parental leave, recruitment, and leadership development. We’re also taking a closer
look at our data: identifying gaps, understanding who may be missing from key conversations,
and ensuring our culture supports equity in practice, not just in principle.

Open, honest conversations across teams are helping us explore what equity really means ...not
just in theory, but in the everyday experiences of our people. These early steps are laying the
foundation for meaningful, lasting change.

Our Progress So Far
One of our proudest achievements has been reshaping how we talk about and implement
flexibility and care in the workplace. We’ve worked to normalise flexible work arrangements for
all staff, regardless of gender or role, because equity is not just about opportunity it’s about
access and support.

We’ve also taken steps to diversify leadership pathways, resulting in stronger representation
across all levels of the organisation. Recruitment panels now reflect better gender balance, our
job advertisements use more inclusive language, and we’ve strengthened internal training to
promote respectful, inclusive practices across the board.

Each of these changes may seem small on their own, but together, they are helping us build a
culture we’re proud of — one that reflects our values and our vision.