Building and retaining an inclusive workforce
Why is this important for my business?
- Talent retention reduces turnover costs and enhances knowledge retention in the business. In the wine industry, this translates to improved operational practices across vineyard management, winemaking techniques and business operations.
- A diverse team with strong organisational knowledge is better positioned to understand and respond to evolving market preferences and create products that appeal to a broader consumer base.
While there has been progress in recognising contributions from these groups across winemaking, viticulture, marketing and leadership, challenges persist in areas such as:
- flexible work, particularly during high-intensity seasonal periods
- parental leave
- work health and safety and physical work requirements
- leadership and career progression
- cultural change, especially in relation to discrimination and sexual harassment.
Although many women and gender diverse people are entering the industry through university and vocational degree programs, this influx is not translating into equivalent numbers in the field. This is because recruitment and education alone are not enough. Without sustained efforts to reform workplace practices and challenge entrenched gender norms, the industry risks losing the very talent it seeks to attract.
Enhancing retention through flexible work practices
Why is this important for my business?
- Flexible work helps people stay in the workforce, especially those managing caring responsibilities (e.g., parents, carers, older workers). This is particularly important for women who are more likely to leave jobs when flexibility is not available.
- Flexible work increases longevity which equates to less recruitment, onboarding and training costs and more business knowledge retained.
- Flexible work options, such as remote work, flexible hours and compressed workweeks, can significantly enhance employee satisfaction and loyalty.
Flexible work is increasingly recognised as a key strategy for improving employee wellbeing, increasing productivity, and attracting and retaining diverse talent. For employers, flexible work offers business benefits including lower turnover, wider talent pools, enhanced employee engagement and greater retention.
Flexible work is increasingly recognised as a key strategy for improving employee wellbeing, increasing productivity, and attracting and retaining diverse talent. For employers, flexible work offers business benefits including lower turnover, wider talent pools, enhanced employee engagement and greater retention.
The costs of replacing an employee can range from 50% to 200% of an individual's annual salary, depending on the role[1].
Implementing flexible work policies can mitigate these costs by improving employee engagement and retention. Employees with access to flexible work arrangements often report higher job satisfaction and are more likely to remain with their employer.
Focus group participants from the Gender Equality Scoping Study noted that most businesses they had encountered in their careers did not have flexible work provisions or policies. Flexibility was identified as a much sought after provision that was hard to come by. Findings also indicated that the intense requirements during vintage periods (e.g., harvest, bottling, export deadlines) mean that workers with caregiving responsibilities often struggle to balance their roles over these periods.
Embed and normalise flexible work practices. This is an ongoing commitment to the entire workforce — not just ‘special treatment’ for women.
A well-known dilemma in the wine sector is that the seasonal nature of wine production creates challenges for implementing flexible work practices and maintaining work-life balance. Use the checklists and resources in this section to help introduce flexible work practices in your business.
Flexible work practices - considerations for employers:
- develop job sharing and part-time work opportunities for all genders
- create strategic approaches to roster planning that include contingency planning for unexpected situations
- ensure relief staff are available to accommodate both production requirements and family responsibilities
- design accessible systems for staff raising concerns and providing options and ideas to make flexible work accessible
- design protocols for requesting schedule changes.
Flexible work practices - additional considerations for large regional employers:
Wine industry operations in regional areas also require specific support mechanisms to retain diverse talent. For large businesses these may include:
- developing comprehensive approaches to housing assistance
- transport solutions
- family support services, such as onsite childcare.
Resources for flexible work practices
Flexible work in a medium-sized, geographically-dispersed business
Andrew Higgins, a winemaker at Tamburlaine Organic Wines in the Hunter Valley, reflects on the importance of work-life balance for everyone.
Managing flexible work and family — starting with organisational culture
A commitment to building a positive and supportive culture is embedded across the Brown Family Wine Group. Katherine Brown, Winemaker & Portfolio Manager, shares her business’ approach.
Planning for flexible work during vintage
Vintage is one of the most demanding and high-pressure periods in the wine production calendar. Implementing flexible and equitable work practices during this time is not just a matter of fairness, it is critical to maintaining staff wellbeing, operational sustainability and workforce retention. This guide outlines a practical approach to managing flexible work during vintage, from early planning to post-vintage review.
Focus group participants from the Gender Equality Scoping Study presented the vintage period as a ‘wicked problem’[2] for many businesses and employees, stressing that there seemed few solutions to managing work-life balance during this time.
Lead from the top by communicating and demonstrating the business case for flexible work.
Some organisations are deliberately targeting women who are seeking flexible work hours. Flexible workers can job share and work part-time across seasonal periods, provide relief staffing and maintain continuity in business operations when full time employees take breaks.
Four keys to a successful and flexible vintage season
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1Get ahead: Pre-vintage planning
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2Set up support systems
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3Prioritise health and safety
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4Review and improve: Post-vintage
Successful flexible work starts before vintage begins. Build flexibility into your planning cycle by:
- consulting staff early to understand diverse needs (e.g., family responsibilities, physical health, travel constraints)
- mapping peak labour demands to undertake workforce planning
- designing rosters that balance fairness and productivity, using tools like job sharing, split shifts and staggered or flexible start times.
Tip: Staff input is essential — don't assume needs, ask.
You can’t deliver flexible work without supportive infrastructure. Consider what's needed on-site and within your team to make flexibility feasible:
- onsite or emergency childcare solutions
- flexible and well-managed break schedules
- designated rest areas for shift rotation and recovery
- transport assistance for early/late shifts
- clear communication protocols for last-minute changes
- a plan for relief staffing during family or personal emergencies.
Tip: Build in contingencies. Expect the unexpected.
Vintage can take a physical toll. Flexible work must go hand in hand with safe work. Your plan should include:
- rotating staff through physically-intensive tasks to avoid burnout
- regular breaks and shift limits to manage fatigue
- appropriate PPE in a variety of sizes, not one-size-fits-all
- clean, accessible changing rooms and restrooms for all genders
- a documented fatigue management policy.
Tip: A safe team is a productive team — investing in wellbeing during peak periods helps prevent injuries, absenteeism and burnout.
Evaluate. After vintage wraps up, hold a structured debrief to record what worked and what didn’t. Include:
- feedback sessions with workers at all levels
- a review of productivity, absences and incidents
- an assessment of how well support systems held up
- documentation of successful practices and areas needing change.
Tip: This review is your launchpad for a smoother, more inclusive vintage next year.
Setting yourself up for success during vintage — managing teams and managing time
Vintage is one of the most demanding periods in wine production. Pia Merrick, Head Winemaker at Australian Vintage, talks us through balancing operational demands with the personal commitments of staff.
Accessible policy for parental leave
Why is this important for my business?
- Businesses investing in family-friendly approaches can expect a more stable and highly skilled workforce due to retaining staff with longer term commitments to their employer.
- Parental leave increases productivity through a reduction in absences and related stress, as well as higher levels of employee engagement.
Business productivity[3] benefits from an increased focus on building family-friendly workplaces[4]. A key contributor to family-friendly workplaces is the establishment of policies to support parental leave at critical life stages[5]. Offering family-friendly work options can be a deciding factor for recruitment as well as retention.
Whilst women in the Gender Equality Scoping Study said few businesses have visible flexible work policies, they agreed that even fewer have parental leave policies or similar. The absence of parental leave was flagged as an issue for both women and men.
Building family-friendly workplaces recognises that being family-friendly, including managing parenting commitments, is not specific to mothers or the birthing parent; parents of all genders in all roles are involved in parenting and family responsibilities.
Current legislation
Knowledge about current legislation provides guidance for both employees and employers.
Parental leave and related entitlements – Fair Work Ombudsman
This resource outlines parental leave entitlements under Australia’s National Employment Standards (NES), which apply to all employees regardless of award, agreement or contract. It details eligibility for paid and unpaid leave, leave duration, notice requirements and protections during leave.
Parental leave and related entitlements – Fair Work Ombudsman
Returning to work from parental leave – Fair Work Ombudsman
This guide explains employee rights and employer obligations when returning from parental leave. It includes information on flexible work requests, maintaining entitlements and ensuring a smooth transition back to work.
Having a Baby – Payments and Services - Services Australia
This resource provides comprehensive information for new parents, including payment options and support services, via the Having a Baby – Payments and Services portal.
Paid Parental Leave Scheme for Employers
This resource provides guidance for employers participating in the government’s Paid Parental Leave scheme. It outlines employer responsibilities, payment processes and administrative support to help manage parental leave entitlements in the workplace.
Additional considerations
- Offering paid parental leave beyond government payments can attract talent.
- Plan for parental leave coverage by arranging temporary staff and leverage these roles for employee development.
Resources for family-friendly workplaces
Work Health and Safety and physical work requirements
Why is this important for my business?
- Work health and safety obligations are underpinned by legislation. They cover areas such as appropriate facilities, safe use of machinery and equipment, personal protective equipment (PPE) andphysical work adjustments following injury or during pregnancy. They also include the management of psychosocial hazards, including sexual harassment. Research shows that these aspects of workplace safety tend to improve in more diverse teams.
- Diverse teams support businesses to ensure hazard identification, risk assessments, and control measures to prevent injury and illness in the workplace.
Work Health and Safety (WHS) standards in Australia are a set of national and state-based laws, regulations and codes of practice designed to ensure that all workplaces are safe and healthy environments for workers, contractors and others who may be affected by work activities.
WHS standards outline the duties, responsibilities and procedures that must be followed to prevent injury, illness and death in the workplace. These include:
- identifying and managing hazards and risks
- consulting with workers about health and safety matters
- providing appropriate training, supervision and protective equipment
- ensuring safe systems of work and maintaining facilities
- managing incidents, injuries and emergency procedures.
Effective management of physical work requires systematic risk assessment and practical solutions.
Findings from the Gender Equality Scoping Study indicate that despite workplace health and safety regulations specifying safe lifting limits for all employees, gendered assumptions about physical strength can influence role allocation and perceptions of women’s capabilities. Women reported a workplace culture where tasks requiring two people were assigned to one and that pregnant women were required to perform lifting tasks alone.
Organisations can implement comprehensive task analysis tools and equipment evaluation processes that focus on safe and efficient work practices rather than assumptions about physical capabilities. Manual handling guidelines and workplace modifications should be developed based on ergonomic principles and current workplace health and safety best practices.
Workforce management can focus on task cohesion
Workforce composition and role allocation focuses on getting the job done safely without assumptions about physical capabilities and using appropriate equipment. Organisations can focus on skill-based task allocation and team approaches to physically demanding work.
Workplace management to improve workplace health and safety involves:
- ensuring appropriate manual handling equipment is available
- developing safe work procedures that support all team members
- developing fair approaches to physical task allocation
- creating balanced team compositions
- designing training programs that are scheduled to ensure all vintage staff, including seasonal workers, are competent in using available equipment and support tools.
Tools developed by state bodies
While these tools have been developed by state bodies, they offer relevant and effective approaches to workplace health and safety. These resources can be adapted for use across Australian wineries.
Training and development for retention and career advancement
Why is this important for my business?
- Backing women and gender diverse employees in training supports inclusive workplace culture, ensures compliance with WHS and gender equity standards, and boosts the industry’s credibility with partners and consumers.
- Ongoing training for all employees promotes a vibrant, inclusive workplace culture and enhances the industry’s reputation with partners and consumers.
- Training and development strengthen teams by enhancing innovation, decision making and employee retention, leading to improved business performance.
The success of gender equity initiatives depends significantly on effective training and development programs that build understanding, skills and commitment across all levels of an organisation. Resources can be adapted to different organisational contexts, from large corporate entities to small family-owned operations, ensuring that all businesses can access appropriate training tools regardless of their size or resources[6].
Focus group participants in the Gender Equality Scoping Study highlighted the importance of on-going educational and training opportunities as critical to professional development. Participants consistently emphasised the need for improved representation and visibility of women and gender diverse employees across all industry levels. Managers should consider specific resource requirements, including targeted scholarships and funding programs, as essential tools for breaking down barriers to entry and advancement.
“You can’t be what you can’t see”
Education and training providers should actively showcase diverse role models, target more diverse educators, embed gender-inclusive teaching practices, and partner with industry to ensure visibility and support for women and gender diverse employees in the wine industry.
Technical Training
Technical competence also forms the foundation of many wine industry roles. Managers need to ensure equitable access to technical and machine operation training and development opportunities across whole teams. Planning for this can include structured skills assessment, development planning and progression tracking, with consideration given to different learning styles and practical constraints, such as timing and location of training sessions.
Internal Training
Utilise existing expertise and leverage learning opportunities within your business through secondments and acting roles. Managing parental leave arrangements in your team can allow opportunities for employees of all genders to develop skills. Reflect on employee professional development plans and consider who is looking for new experiences and responsibilities.
External Training
Both employees and employers should look to industry resources to identify external training opportunities.
- Wine Australia – has a number of education and training opportunities that can be accessed via the People development and leadership tab on its website.
- Australian Wine Research Institute – Education (seminars, webinars, courses and workshops)
- Australian Society of Viticulture and Oenology – Courses & Training (seminars, webinars, conferences)
- See Australian Grape and Wine for Regional Wine Associations to see what is offered in your region.
- Soft skills development for employees and managers – Fair Work Ombudsman’s Online Learning Centre
External training should involve technical training, including machine operation and workplace health and safety.
- Safe Tractor Operations training – TAFE NSW
- Tractor and front-end loader operation – South West TAFE (VIC)
- Operate Tractors skill set – TAFE WA
Professional Development
Support your staff with information about financial support to facilitate further formalised education via the Department of Employment and Workplace Relations – Help with the cost of training.
Templates
Commitment to career development planning from both employer and employee can make use of the templates below, which should be adjusted as necessary.
Resources for training and development
Mentoring and networking
Why is this important for my business?
- Mentoring and networking is essential to cultivating leadership for women and gender diverse employees which translates into businesses with stronger financial performances.
- Mentoring and networking supports career progression, builds confidence and helps overcome structural and cultural barriers in male-dominated environments.
- Strong mentoring programs foster succession planning and knowledge transfer, especially valuable in regional and family-run wine businesses.
Focus group participants in the Gender Equality Scoping Study highlighted the transformative impact of women mentors, both in structured programs and informal relationships. A significant number of participants referenced training and professional development they had accessed at industry level. Programs referenced consistently by the focus groups included the Wine Industry Mentor Program, as well as Next Crop, Future Leaders and Rootlings, all funded by Wine Australia.
Effective mentoring plays a crucial role in career development and retention. Organisations need comprehensive resources for establishing both formal and informal mentoring programs. The mentoring relationship is designed to build confidence, foster inclusion and support skill development as a new employee transitions into their role.
Assign early career women and gender diverse employees an on-site mentor
This mentor is a current team member — such as a vineyard supervisor, cellar manager or experienced winemaker — who provides practical guidance, introduces the new employee to workplace routines, and helps navigate team dynamics and expectations. A mentor can support an early career team member navigate the formal and informal workings of the organisation.
Access to professional development opportunities and industry networks can be particularly challenging in regional areas, requiring creative solutions and resource sharing among organisations. Regional network development plays a crucial role in supporting gender equity initiatives. This includes building industry partnerships, establishing resource-sharing arrangements and creating effective mentoring programs.
Structured Mentoring: A key to retention and growth for women in non-traditional roles
Structured mentoring can enhance retention, build confidence and support skill development for women in non-traditional roles.
- early introduction to mentors prior to commencement to support onboarding and ease transition
- onsite mentors who provide day-to-day guidance, role-specific training and workplace integration
- clear mentor responsibilities to ensure consistent support and communication
- regular check-ins to address challenges, celebrate progress and adjust goals as needed
- documentation of mentoring outcomes to inform future program development and demonstrate impact.
Resources for mentoring and networking
Mentoring: creating connections and building relationships
Liz Riley is a widely recognised leader and mentor in the Australian viticulture community. Liz reflects on the importance of mentoring, network building, and supporting women to grow into senior roles across the industry.
Leadership and mentoring link to effective role-modelling
Brigid Nolan is General Manager / Director of The Wine Group — the company’s most senior representative in Australia — where she holds a significant leadership role managing all aspects of its Australian operations. Brigid reflects on the importance of leadership networks, mentoring and role-modelling as women step into senior leadership roles.
Leadership development
The business case for supporting women and gender diverse employees in leadership
- McKinsey & Company (2018) found that companies in the top quartile for executive gender diversity were 21% more likely to achieve above-average profitability. This includes improved return on investment, better risk management and more effective resource allocation.
- Increasing the representation of women and gender diverse employees in leadership roles across the sector brings valuable perspectives to product development, marketing strategies and consumer engagement.
Research has consistently demonstrated that leadership roles often represent the 'final barrier' to workplace gender equality[7]. Effective leadership development is crucial for building a pipeline of diverse talent within the wine sector. A framework for women’s leadership development provides structured approaches to identifying and developing leadership potential across all operational areas. It also includes approaches for strategic networking and building leadership presence in traditionally male-dominated environments.
Focus group participants in the Gender Equality Scoping Study noted that much of the sector still follows a narrow definition of leadership, valuing traditional leadership qualities, such as assertiveness, decisiveness, inflexibility and competitiveness, over empathy, adaptability and relational skills. They highlighted the importance of improved representation and visibility of women in leadership to inspire and support the next generation.
Equitable leadership advancement
Organisations should recognise the real challenge is to move beyond ‘the way it’s always been’ and value diverse leadership styles, communication approaches and ways of managing to support women’s leadership advancement.
Organisations can evaluate their commitment to gender equity, including the establishment of targets and action plans. This assessment should consider allocating resources to training, the current composition of leadership teams, and the visibility of women and gender diverse people in senior roles. This evaluation helps identify gaps between stated commitments and practical implementation.
Leadership development strategies
Identify potential employees
- Establish interest in leadership training
- Communicate the organisation’s leadership objectives, philosophy, vision and values
Begin leadership development early
- Provide training and dedicated time to professional development — on-site training engagement with existing managers; industry-specific training courses (off-site); online courses.
- Offer internal mentors — pair with existing team leader for a set period (roster interested staff) to interact and share best practices
- Provide external mentors within the industry — to interact and share best practices.
- Provide short term leadership experiences within the organisation — on-the-job training, ‘acting up’ in seasonal demand periods (job sharing), leave cover and other one-off opportunities.
Resources for leadership development
Formal leadership training has direct benefits for participants and for the wine sector
Lucy Etheridge, Grape Grower and Farmer based in Victoria’s Yarra Valley, is well-known and respected across the viticultural community. Lucy contemplates the skills and knowledge gained during Wine Australia’s Future Leaders program and how this benefits the wider industry.