December 8, 2024 • 26 mins
It’s interview time again!
In this episode, we spoke with Divinia Eather from Eather Group and it was a great discussion.
Eather Group is a family business that has been innovating cost-effective, sustainable solutions to traditional construction issues for 14 years in Western Sydney.
Divinia tells us about how their small business has grown from 2 trucks and just the business owner to today having a fleet of 20 trucks and more than 40 employees.
They have a strong committment to diversity, equity and inclusion and Divinia shares how they have seen this translate to engagement and retention amongst their staff. They are proud to share:
- 38% of their staff are women
- 25% of their staff are Indigenous
- 100% of their staff are local to Western Sydney
Eather Group are also the Winner of the 2024 Telstra Business Award for Indigenous Excellence, and Divinia shares a little about that journey.
Follow Eather Group on LinkedIn here
Follow Eather Group on Facebook here
You can find the show notes for this episode here
Would you like to submit a question to the show? Let us know on our website or via LinkedIn.
Brought to you by Aster HR, the Work Wonders Podcast is hosted by Angela Gauci & Susan Rochester and is recorded at Launch Pad at Western Sydney University.
All information or advice included in this podcast is general, has been developed as a starting point for your business, and should be tailored to your specific requirements. It should not be considered legal advice. We have made every attempt to ensure the accuracy and currency of this information at the time of recording. However, references to things like employment laws are subject to change. For specific advice relating to your business, please get in touch with us.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:06):
Welcome to the Work Wonders podcast brought to you
by Asta HR, where we simplifythe human side of business.
I'm Angela.
Speaker 2 (00:13):
And I'm Susan.
Let's dive into today's episodeand find out what you've been
wondering about.
Today's interview was withDavinia Iker.
Davinia is a passionaterepresentative and the second
generation of a family businessbased in Western Sydney called
Ether Group.
The Ether Group is proud tofocus on sustainability and
(00:35):
diversity amongst theirachievements on major
infrastructure projects in NewSouth Wales.
We spoke to Davinia aboutmanaging and growing a family
business.
What happens when you need tostep up to a larger organisation
after growing from one truckwith one driver, one employee,
(00:55):
to now having 40 plus employeesand being involved in some very
major projects in Sydney?
We also spoke to Davinia aboutthe importance of diversity and
sustainability to their successand how creating a culture that
reflects you and your values canalso engage your employees and
(01:17):
improve your employee retention.
So listen in.
We hope you'll enjoy thisinterview.
Speaker 1 (01:26):
Hi Susan, Hi Angela, so we've got another guest
interview today.
Speaker 2 (01:30):
Our favourite time.
Speaker 1 (01:31):
You're right.
We're very excited to welcomeDavinia from the Ether Group.
Hi, davinia, hi.
Speaker 2 (01:45):
Thanks for joining us today.
We usually start off theseinterviews by asking people a
bit about their own careerjourney and also how their
business has got to where it istoday.
So are you ready to tell us abit about that, sure.
Speaker 3 (01:54):
So Ether Group is a family business.
It was started by my parents,peter and Sally, and Ether, 14
years ago, so in 2010,.
I was eight years old and Ididn't want to share the
attention, but that's okay, I'vegotten used to it now.
So, in terms of where we work,we're a transport and earth
moving company, so we're on alot of the big projects that are
(02:15):
happening around Sydney at themoment and up the Hunter Valley
too.
A lot of people will befamiliar with Sydney Metro and
the traffic it causes at themoment and the roadways.
So we're on some of thoseprojects, lots of work to be
done, and it's really excitingto be part of those really big
legacy kind of works in thecommunity.
As I said, we started off whenI was eight and that was with
(02:38):
one truck.
It was pink, it was old and itwas difficult to get a driver
for a long time there, so theyended up painting it white,
which again devastated me as achild.
We still have her.
She's still in the yard, but 14years later we now have 22
trucks, 20 machines and 40 staff.
So we've grown pretty, I wouldsay pretty quickly, but also, at
(03:04):
the same time, you know, prettysteadily in terms of stepping
up each, you know, at each newlevel, but we definitely get
into talking later about thatgrowth and how that's affected
how we work.
In terms of me personally, mycareer journey obviously I grew
up hearing about the businessand you know it was very much a
(03:25):
part of my life since I was achild, but I came straight from
school into working here as well, so I didn't actually get, I
didn't go through likeeducational training in terms of
what I'm doing now, but Ireally built a new understanding
and respect for what my parentswere building when I was
younger and what we're trying toachieve.
I started helping out with theadmin when I first started, but
(03:48):
I've always been a creative type.
I love writing, I love tellingstories, and so there was no
marketing function when Istarted, but now that's what I'm
doing.
I'm the marketing manager,stepped into that.
You know.
I think I've always been doingreally incredible things and my
dad's pretty determined on thelegacy that he wants to leave,
but no one was really sharingwhat we were doing.
(04:10):
So that became my job is justtelling that story, showcasing
the sustainability and thediversity that we've been
passionate about since thebeginning.
So, yeah, more so.
The presentations, the, theaward nominations, press
releases, um, creating acapability statement, a website.
That's kind of been what I needto do.
(04:30):
But being being a familybusiness, you know those roles,
kind of interchange and cross.
I also help a lot with um, workwith my dad for the sales, but
also I pretty much handle therecruitment and some of the
onboarding of new employees too.
So it kind of crosses over intothe HR conversation that we're
having, because I believe thatmarketing and HR are pretty
interlinked in our company andwhat we're trying to achieve.
Speaker 1 (04:52):
Yeah, I'd agree with you, and I think there's
probably a lot of people in ouraudience that are probably
nodding their heads and thinking, yeah, that sounds familiar
wearing all the hats andstepping here and stepping there
and doing what needs to be done.
So stepping here and steppingthere and doing what needs to be
done.
So you talked about your awardsand going for those awards.
I'm aware that you reallyrecently, in 2024, won a Telstra
Business Award.
Do you want to tell us aboutthat?
(05:12):
And congratulations, thank, you.
Speaker 3 (05:15):
Yes, that was.
It's positive.
It was a year of my life.
I'll never get back Verythorough, Right?
Tell us about that.
Ever get back.
They're very thorough, right?
Tell us about that.
Yeah, there was probably I'm notsure if it was four or five
rounds of judging.
It started off with 22,000nominations across Australia
(05:39):
across the different categoriesa lot.
And from there there's writingrounds.
I think one round was, I think,6,000 words on each of the
questions, which was prettyshocking, goodness me.
That's like a book.
And then there was judging inperson.
(06:00):
Mum and dad had to go in and doa pitch to a panel as well,
which, you know, public speakingis not their favourite thing,
but it was good to get them outof their comfort zone.
And you know, the one thingthat you know everything about
is your own business.
So that's what the message wasalways you know, you know what
you're talking about, you'll befine.
It was the Telstra Best ofBusiness National Winner for the
(06:26):
Indigenous Excellence categoryGreat.
So that was the full title, andit was recognizing the work
that we're an Indigenousbusiness.
So the work that we're doing incommunity, in sustainability,
in diversity, which we'll getinto as well in terms of not
just Indigenous employees butalso women, local and young
(06:47):
people, and that was how would Idescribe this.
It was a real win for us becausethere were so many incredible
businesses there and at everystage we were saying you know,
we're just happy to get to thisstage, or we're just happy to be
here.
We're just happy to get to thisstage, or we're just happy to
be here, we're happy to meet allthese people.
(07:08):
You know how incredible that asmall business in Western Sydney
can kind of be on this stage.
Yeah, that was a reallysignificant kind of moment for
us to go.
Oh, actually, this is somethingthat interests not just people
in our industry but also peopleacross the nation.
Yeah, absolutely.
Speaker 1 (07:22):
Well, look to stand out amongst 22,000 people.
I think I heard you say that'squite an achievement.
So diversity and inclusion mustbe important in your business,
as you said.
Can you tell us a little bitmore about why that's been
identified as a really importantfactor for your business and
how that plays out?
Speaker 3 (07:40):
Oh, good question In terms of why.
What I would say is, look, alot of our values come from you
know, our family values and ourown personal values, and I think
that's, you know, common to alot of businesses out there too.
Yeah, we're people who like togive someone a go and um, where
you know I was, we're soft whenit comes to um, people who come
(08:04):
in and really want to jump intoa new career and unfortunately,
there haven't been a lot ofopportunities for people who
haven't had a head start in our,in our industry.
That then goes to, you know,minorities in our business, in
our industry, sorry, in terms ofwomen, indigenous employees,
young people especially it'sdefinitely an ageing industry as
(08:27):
well and also trainees, peoplewho are starting up.
You know, it's always been avalue, but there was a period of
time during COVID where it washard for anyone to get new
employees and especiallyexperienced operators and
experienced drivers.
So we had a moment where wedecided that we were going to
build our own, essentially, andreally formalize our strategy.
(08:52):
So you know, to start with itwasn't necessarily a strategy,
it was something that was justhappening, but we turned around
and we said, okay, let's see howwe can do this better and
actually make this an integratedpart of our business.
Speaker 2 (09:06):
Do you enjoy listening to our interview
episodes?
As you can tell, angela and Ireally enjoy making them, so
we're always on the lookout forinteresting people we can
interview.
If you or someone you knowwould make a great guest for us,
please get in touch.
You can contact us through ourwebsite at astrohrcomau or via
(09:28):
LinkedIn.
We're always happy to have achat about what we might be able
to discuss.
That can both inform ourlisteners and help you to reach
a wider audience.
Now let's get back to theepisode.
So, davinia, I know you've beencollecting stats, you know the
(09:51):
different groups that you'reemploying there, and I was
really interested to hear aboutthe balance of that within.
You know what is essentially asmall, as you said, small
western suburbs business, so canyou tell us a bit more in terms
of you know the indigenousemployees, women, that sort of
thing?
Speaker 3 (10:12):
yeah.
So in our business, as I, wehave around 40 staff.
26% of our employees areIndigenous, 100% are local to
Western Sydney, 28% are trainingor upskilling in some way, and
that includes 13% who are under25.
And then 36% are women, whichis a pretty outstanding number
(10:38):
for our industry.
The average is 13, but 2% ontools.
So our drivers and operatorsare actually paving a new kind
of path for women who want tocome into construction.
Speaker 2 (10:51):
That's an excellent analogy in your industry, isn't
it?
Paving a new path, well done.
Speaker 3 (10:58):
I didn't even mean to say that.
Speaker 1 (11:06):
What benefits have you seen in adopting these
practices and making thatimportant in your business and
within your teams?
What benefits have you seen forthe business?
Speaker 3 (11:11):
Benefits is an interesting question and it's
one that is brought up a lot.
We go to a lot of forums andconferences and the two biggest
hot topics are sustainability intrucks and machines and all
that.
But then also diversity and whyshould we is a question that
gets thrown because it's seen assomething that's not
(11:33):
necessarily accessible or easyto do.
But the benefits that we'veseen I know that there's been
some studies done in terms ofspecifically women.
You know they're easier on themachine.
Usually they end up not needingas much maintenance.
A secondary benefit as well iswhen you provide, not just
(11:56):
attract diversity but then alsoretain it.
And provide not just attractdiversity but then also retain
it and provide a supportiveenvironment for different people
to come in.
That word of mouth spreads aswell.
So one of our goals has been tobecome an employer of choice
for all people.
So we've had the experiencewhere we're not just a family
business now but we're a familybusiness full of family.
The operators have brought ontheir daughters.
(12:17):
We've had people.
We've had one person bring onhis cousin, his cousin's best
friend.
We've had sets of brothers comeon, you know, mothers and sons,
fathers and daughters.
We've had sets of people.
That's lovely, thank you.
Yeah, it means a lot to usbecause in the end that must
(12:38):
mean we're doing something rightif people want to bring on
their friends, their family.
Absolutely, I find that beingsuch a diverse team it provides
all different perspectives, youknow, different levels of
experience and coming fromdifferent backgrounds also means
that they're looking at thingsin a different way as well.
You know, being in the businessthe longest doesn't necessarily
mean you'll have the only wayto do something.
(13:00):
Someone might introduce a newconcept that they've seen in a
completely different industry.
So in terms of benefit, it'salso just more interesting
companies.
Speaker 2 (13:10):
That's true, more fun to come to work when everyone's
not the same.
I think that Angela and I arethrilled to hear you say that
you know your employees arebringing in other employees
because you know that makes yourjob so much easier, doesn't it?
If you've got people who wantto stay and not only do they
want to stay, they want to say,hey, this is a great place to
(13:32):
work.
You should be on board too,true?
Speaker 1 (13:35):
sign of people being happy where they're working.
Speaker 2 (13:37):
Absolutely so, given that I know that you've put in
quite a bit of work around theorganisational culture to Vinnia
, you know it's obvious thatthere's a culture developing
there, but as business owners,you want to be able to guide
that.
Yeah, you want to be in controlof that, I guess is the best
way to say it really.
So can you tell us a bit moreabout what you're doing in terms
(13:59):
of organisational culture andengagement?
Speaker 3 (14:02):
Yeah, so I guess one of the as part of our people and
culture strategy, one of thefocuses has been defining our
culture, because if we don't doit, someone will define it,
someone else will.
So we have to take control ofthat in our own business and I
guess one of the key things thathas aided that process is, you
(14:26):
know, linking in the marketingside.
We're very vocal about thethings that we value.
We're very vocal about what westand for and what we don't.
People know us as thesustainable business, as a
diverse business in the industry, and our name is kind of out
there now for those reasons.
So when people are applying towork with us, they already have
(14:46):
that knowledge.
We don't have to try andconvince someone or change
someone's personal valuesbecause they're already on board
, and that's definitely aidedthe process.
Yeah.
Speaker 1 (14:57):
We're just nodding at each other going.
Speaker 2 (14:59):
Nodding and smiling and saying you know, that is
great and it really, I think,points to, as you said, that
intersection between marketingand people in your business.
Speaker 3 (15:12):
Yeah, it's become harder to manage the larger that
we get, because we're not justemploying now family or friends
of family, but also people whohave no idea who we are
personally, and we have todefine that and get them on
board then as well.
So part of that strategy hasbeen things like team building
events, but around causes thatare important to the business.
(15:36):
So, for example, we broughteveryone to the local NAIDOC
ball that was happening, whichwe sponsor each year.
So getting people involved incommunity that we work in and we
have a family fun day coming upas well.
There's not a lot ofopportunity for us to bring kids
to work.
No, it's very much.
Speaker 1 (15:55):
Especially in your field.
Yeah, it's very much notallowed.
Speaker 3 (15:57):
Yes, no, so a lot of people, and not just the
children, but then also theirpartners.
They don't know what they doevery day, they don't know who
they're working for.
Um, the way I've always heardmy dad talk about the team
hasn't been you know, staff orlike a group of people.
It's always how am I going togenerate work and opportunities
(16:20):
to feed these 40 families?
So he really takes on theresponsibility, I guess, as a
head of the household for 40different families.
Speaker 1 (16:30):
That mindset around that is really admirable.
It is isn't it?
Speaker 2 (16:33):
And I'm thinking, you know, for your mum and dad, as
the business has grown, you knowthat's a lot of extra pressure.
Oh, absolutely, dad.
As the business has grown, youknow that's a that's a lot of
extra pressure, you know it's?
Oh, absolutely.
So now you've reached the stagewhere you know you're needing
to take that pressure off them,I guess, or share the load
across the organization or, youknow, even outsourcing some of
(16:55):
the functions.
We've got businesses listening,I sure, who are at that stage
of just stepping up that nextstep, but you've had a few steps
along the way.
What advice would you have forthem around meeting that
challenge?
Speaker 3 (17:11):
I think a lot of businesses will be familiar with
the idea that the business hasbeen represented very much by my
dad, the managing director,peter, and we call it Peter
Group sometimes.
But you know our business hasbeen built on, you know, beer
and a steak and handshake.
And so people want to work withEther Group because they trust
(17:35):
Peter the leader, they trustthat he's going to look after
them and they trust that he'sgoing to make sure that the job
gets done and it's going to getdone well and right.
And you know they want to workwith him continually and that's
because of that relationship.
But now we're at a stage wherethat can't all fall on just one
person.
We have, you know, multipleclients and we have, you know, a
(17:58):
lot of work happening all atonce and a lot of places to grow
and a lot of things to belooked after.
That can't just all be handledby one person or overseen by one
person.
So we're at the stage now wherewe're handing that off and
bringing in more operationalmiddle management to support
that work that's getting done.
Speaker 1 (18:16):
That's an interesting piece, isn't it?
I'm sure there are, again a lotof our listeners thinking, yeah
, I'm there, or I've been thereor that's in my horizon.
You know, because when you're abusiness owner, you are the one
that has the passion and thedrive, you're the one that
started the business for a verygood reason, and yet you can't
copy and paste yourself always.
You know, and people do developthat relationship where it all
(18:39):
began.
Yes, I can.
I can sympathize with that.
That bringing in that valuespiece that you talked about and
knowing those values really well, bringing that into your
recruitment strategies and so on, can help copy and paste, if
it's at all possible, and findsomeone that's just like Peter
yeah, so not, not identical butaligned as we can, yeah if
(19:00):
today's episode is giving yousome light bulb moments, why not
leave us a review?
Speaker 2 (19:05):
We'd really appreciate it.
Speaker 1 (19:07):
Look, we've talked about engagement, Davinia, and
look, ultimately engagement issomething that can be quite
intangible.
You know you can't always think, oh well, my employees are or
aren't engaged, because how dowe measure it?
Do you have any ways that youtrack that sort of data, if you
have it, or just tap in and haveconversations with your staff
to really measure how engagedthey are and whether that's
(19:31):
leading to retention and things?
Speaker 3 (19:33):
like that.
Yeah.
So, leading up to, I'd say,this year and last year, a lot
of our employee check-ins havebeen very informal, either phone
calls or just an open-doorpolicy.
You know, come in and have achat.
We're finding now, especiallyas we've grown and now that
(19:54):
we're rolling out our people andculture strategy, that the
process needs to be a lot moreformal and standardized and that
gives people a framework aswell to know who to go to when,
how they can, why they can, andnot just then for negative
things, like we've rolled outperformance improvement plans
(20:18):
and really making verbalwarnings and things very formal
and having them recorded,because that isn't something
that we were necessarily doingbefore.
We were just giving peopleadvice and then trusting that
they'll work on it, butsometimes that doesn't always
work out.
That can bite you in the end onit, but sometimes that doesn't
always work out and that canbite you in the end.
So, yeah, not just for thosekind of improvement pathways,
(20:41):
but also providing opportunitiesto to talk about the career
pathways and the plans and youknow what they're looking to
achieve.
That might be something assimple.
As you know, I want to work afew Saturdays because I want to
be able to buy a new couch in amonth and that's okay, great, we
have something to work towards.
We can work with you on that,rather than, you know, I'm not
(21:04):
getting enough Saturdays, thisjob thing.
They can give me Saturdays butwe don't actually know that you
wanted them because a year agoyou didn't want them.
So, giving people theopportunity and time to be able
to do that, we've also you knowit's a simple thing, but had
suggestion boxes, something thatreally surprised me coming out
(21:26):
of that.
To be honest, I was veryshocked that we had, I think,
about five or six separatesuggestions of we want more team
building activities, we wantmore weekend barbecue.
And I didn't expect thatbecause I kind of thought, oh,
you know, no one really wants tostay on the weekend for
(21:46):
barbecue, they want to get hometo their family.
But actually the feedback wewere getting was oh, you know,
we want more opportunities toget to know the other people in
the business.
You know, truck drivers are intheir own kind of area, their
own truck, for, you know, 12hours of the day, five and a
half days a week, they don'treally get to meet the operators
(22:08):
.
The operators don't necessarilyget to see us when they're
working at the office staff whenthey're working out on site,
because they send us theirdockets and they go home.
So people wanted to have moreof a connection with everyone
else in the business and thatreally surprised me.
But it also, you know, that'snow formed the basis of what
we're trying to do with havingmore opportunities for people to
(22:31):
get together around a commoncause.
We had our first town hallmeeting it was called, which was
everyone in the business getsinvited to come in.
We put on a feed and everyonewas able to contribute to.
We had a beautiful Indigenousartist come out, jess, who
(22:51):
helped lead a workshop, andeveryone got to paint one part
of this canvas.
And so now we have thisbeautiful painting that hangs in
our boardroom and I love it, Ithink it looks great.
Speaker 1 (23:03):
I've got tingles, that's lovely.
Speaker 2 (23:07):
We're going to come and work with you.
That's fantastic.
Do you want to drive a truck?
I could learn.
Speaker 1 (23:17):
What I'm hearing, davinia, is you know you're
bringing all those pieces of thepuzzle together.
You've got your values that youknow really well, that are
important, and broughtthroughout.
You're listening to your staffand talking to your staff and
accepting their feedback andmaking changes and really
listening and being open to whateach individual needs is what I
(23:37):
heard you saying you know andwhat their career might be, or
you know their needs, and thatis really the fundamental pieces
of engagement.
It's gold.
So you're getting that back inpeople staying, bringing other
people to you and, you know,wanting to tell you things like
I want to be around myco-workers more and be part of
the team.
It sounds like you've got sucha lovely culture.
(23:58):
Well done, thank you.
Speaker 3 (24:00):
Look, we don't always get it right, and we know that
yeah.
Speaker 2 (24:03):
And not everyone's going to be the best fit for you
either.
Speaker 3 (24:07):
No, and that's right.
And when you were asking aboutretention, I was in kind of two
minds, because people who doleave do so pretty quickly
because they see that they don'tnecessarily fit, and that's
just.
You know how that works.
But that's also partially whatyou want as well.
You don't want people to stayif they're not going to be happy
(24:28):
and there's kind of nothing youcan do to fix that.
Speaker 2 (24:31):
That's no good for anyone, them or you.
Speaker 1 (24:34):
Davinia, we always like to end our interviews with
our final question, which isaround.
If you could just leave ourlisteners with one thing that
people could do to affect changewith engagement in their teams
or retention of their staff,what would that be?
Speaker 3 (24:49):
So a lot of people might look at what we're doing
and where we're at now and kindof say that's not something I'll
be able to do.
I can't do that, that won'twork for our business.
But what I would say to that isit doesn't have to be all or
nothing.
You can just start small startin the one place that you are
(25:10):
passionate about, or you canafford to start with and then
build on from there.
Speaker 1 (25:15):
Excellent, that's great advice.
Speaker 2 (25:17):
Thank you.
Speaker 1 (25:18):
And I think that's so true for our listeners.
If you're not at the stage ofbusiness like the Ether Group,
starting somewhere is a greatplace to start.
You just have to take one step.
Yeah, absolutely.
Look, it's been a pleasuregetting to know you, Davinia,
and thank you so much forsharing information about Ether
Group with us.
It's been a pleasure to talkwith you.
Speaker 3 (25:37):
Thank you.
Thank you so much for having me.
Speaker 2 (25:45):
You're more than welcome.
Thanks a lot.
So if you'd like to know moreabout Ether Group and what
they've achieved, what's thebest way for people to find out
more, Davinia?
Speaker 3 (25:51):
The best way would probably be to follow our
socials.
So we have LinkedIn, instagram,facebook and TikTok.
We post them sometimes andthat's ethergroup one word
E-A-T-H-E-R-G-R-O-U-P, but youcan also look at our website
ethergroupcomau.
(26:11):
Awesome.
Speaker 1 (26:14):
Well, we'll be sure to put those links in the show
notes for today.
And yeah, check it out.
You're doing some wonderfulthings.
Thanks again, see you later.
Thanks for listening to theWork Wonders podcast brought to
(26:34):
you by Asta HR.
Hit the subscribe button now tonever miss an episode, and if
you'd like to continue theconversation with us, you can
find us over at astahrcomau.
See you in the next episode.
Welcome to the Work Wonders podcast brought to you
by Asta HR, where we simplifythe human side of business.
I'm Angela.
Speaker 2 (00:13):
And I'm Susan.
Let's dive into today's episodeand find out what you've been
wondering about.
Today's interview was withDavinia Iker.
Davinia is a passionaterepresentative and the second
generation of a family businessbased in Western Sydney called
Ether Group.
The Ether Group is proud tofocus on sustainability and
(00:35):
diversity amongst theirachievements on major
infrastructure projects in NewSouth Wales.
We spoke to Davinia aboutmanaging and growing a family
business.
What happens when you need tostep up to a larger organisation
after growing from one truckwith one driver, one employee,
(00:55):
to now having 40 plus employeesand being involved in some very
major projects in Sydney?
We also spoke to Davinia aboutthe importance of diversity and
sustainability to their successand how creating a culture that
reflects you and your values canalso engage your employees and
(01:17):
improve your employee retention.
So listen in.
We hope you'll enjoy thisinterview.
Speaker 1 (01:26):
Hi Susan, Hi Angela, so we've got another guest
interview today.
Speaker 2 (01:30):
Our favourite time.
Speaker 1 (01:31):
You're right.
We're very excited to welcomeDavinia from the Ether Group.
Hi, davinia, hi.
Speaker 2 (01:45):
Thanks for joining us today.
We usually start off theseinterviews by asking people a
bit about their own careerjourney and also how their
business has got to where it istoday.
So are you ready to tell us abit about that, sure.
Speaker 3 (01:54):
So Ether Group is a family business.
It was started by my parents,peter and Sally, and Ether, 14
years ago, so in 2010,.
I was eight years old and Ididn't want to share the
attention, but that's okay, I'vegotten used to it now.
So, in terms of where we work,we're a transport and earth
moving company, so we're on alot of the big projects that are
(02:15):
happening around Sydney at themoment and up the Hunter Valley
too.
A lot of people will befamiliar with Sydney Metro and
the traffic it causes at themoment and the roadways.
So we're on some of thoseprojects, lots of work to be
done, and it's really excitingto be part of those really big
legacy kind of works in thecommunity.
As I said, we started off whenI was eight and that was with
(02:38):
one truck.
It was pink, it was old and itwas difficult to get a driver
for a long time there, so theyended up painting it white,
which again devastated me as achild.
We still have her.
She's still in the yard, but 14years later we now have 22
trucks, 20 machines and 40 staff.
So we've grown pretty, I wouldsay pretty quickly, but also, at
(03:04):
the same time, you know, prettysteadily in terms of stepping
up each, you know, at each newlevel, but we definitely get
into talking later about thatgrowth and how that's affected
how we work.
In terms of me personally, mycareer journey obviously I grew
up hearing about the businessand you know it was very much a
(03:25):
part of my life since I was achild, but I came straight from
school into working here as well, so I didn't actually get, I
didn't go through likeeducational training in terms of
what I'm doing now, but Ireally built a new understanding
and respect for what my parentswere building when I was
younger and what we're trying toachieve.
I started helping out with theadmin when I first started, but
(03:48):
I've always been a creative type.
I love writing, I love tellingstories, and so there was no
marketing function when Istarted, but now that's what I'm
doing.
I'm the marketing manager,stepped into that.
You know.
I think I've always been doingreally incredible things and my
dad's pretty determined on thelegacy that he wants to leave,
but no one was really sharingwhat we were doing.
(04:10):
So that became my job is justtelling that story, showcasing
the sustainability and thediversity that we've been
passionate about since thebeginning.
So, yeah, more so.
The presentations, the, theaward nominations, press
releases, um, creating acapability statement, a website.
That's kind of been what I needto do.
(04:30):
But being being a familybusiness, you know those roles,
kind of interchange and cross.
I also help a lot with um, workwith my dad for the sales, but
also I pretty much handle therecruitment and some of the
onboarding of new employees too.
So it kind of crosses over intothe HR conversation that we're
having, because I believe thatmarketing and HR are pretty
interlinked in our company andwhat we're trying to achieve.
Speaker 1 (04:52):
Yeah, I'd agree with you, and I think there's
probably a lot of people in ouraudience that are probably
nodding their heads and thinking, yeah, that sounds familiar
wearing all the hats andstepping here and stepping there
and doing what needs to be done.
So stepping here and steppingthere and doing what needs to be
done.
So you talked about your awardsand going for those awards.
I'm aware that you reallyrecently, in 2024, won a Telstra
Business Award.
Do you want to tell us aboutthat?
(05:12):
And congratulations, thank, you.
Speaker 3 (05:15):
Yes, that was.
It's positive.
It was a year of my life.
I'll never get back Verythorough, Right?
Tell us about that.
Ever get back.
They're very thorough, right?
Tell us about that.
Yeah, there was probably I'm notsure if it was four or five
rounds of judging.
It started off with 22,000nominations across Australia
(05:39):
across the different categoriesa lot.
And from there there's writingrounds.
I think one round was, I think,6,000 words on each of the
questions, which was prettyshocking, goodness me.
That's like a book.
And then there was judging inperson.
(06:00):
Mum and dad had to go in and doa pitch to a panel as well,
which, you know, public speakingis not their favourite thing,
but it was good to get them outof their comfort zone.
And you know, the one thingthat you know everything about
is your own business.
So that's what the message wasalways you know, you know what
you're talking about, you'll befine.
It was the Telstra Best ofBusiness National Winner for the
(06:26):
Indigenous Excellence categoryGreat.
So that was the full title, andit was recognizing the work
that we're an Indigenousbusiness.
So the work that we're doing incommunity, in sustainability,
in diversity, which we'll getinto as well in terms of not
just Indigenous employees butalso women, local and young
(06:47):
people, and that was how would Idescribe this.
It was a real win for us becausethere were so many incredible
businesses there and at everystage we were saying you know,
we're just happy to get to thisstage, or we're just happy to be
here.
We're just happy to get to thisstage, or we're just happy to
be here, we're happy to meet allthese people.
(07:08):
You know how incredible that asmall business in Western Sydney
can kind of be on this stage.
Yeah, that was a reallysignificant kind of moment for
us to go.
Oh, actually, this is somethingthat interests not just people
in our industry but also peopleacross the nation.
Yeah, absolutely.
Speaker 1 (07:22):
Well, look to stand out amongst 22,000 people.
I think I heard you say that'squite an achievement.
So diversity and inclusion mustbe important in your business,
as you said.
Can you tell us a little bitmore about why that's been
identified as a really importantfactor for your business and
how that plays out?
Speaker 3 (07:40):
Oh, good question In terms of why.
What I would say is, look, alot of our values come from you
know, our family values and ourown personal values, and I think
that's, you know, common to alot of businesses out there too.
Yeah, we're people who like togive someone a go and um, where
you know I was, we're soft whenit comes to um, people who come
(08:04):
in and really want to jump intoa new career and unfortunately,
there haven't been a lot ofopportunities for people who
haven't had a head start in our,in our industry.
That then goes to, you know,minorities in our business, in
our industry, sorry, in terms ofwomen, indigenous employees,
young people especially it'sdefinitely an ageing industry as
(08:27):
well and also trainees, peoplewho are starting up.
You know, it's always been avalue, but there was a period of
time during COVID where it washard for anyone to get new
employees and especiallyexperienced operators and
experienced drivers.
So we had a moment where wedecided that we were going to
build our own, essentially, andreally formalize our strategy.
(08:52):
So you know, to start with itwasn't necessarily a strategy,
it was something that was justhappening, but we turned around
and we said, okay, let's see howwe can do this better and
actually make this an integratedpart of our business.
Speaker 2 (09:06):
Do you enjoy listening to our interview
episodes?
As you can tell, angela and Ireally enjoy making them, so
we're always on the lookout forinteresting people we can
interview.
If you or someone you knowwould make a great guest for us,
please get in touch.
You can contact us through ourwebsite at astrohrcomau or via
(09:28):
LinkedIn.
We're always happy to have achat about what we might be able
to discuss.
That can both inform ourlisteners and help you to reach
a wider audience.
Now let's get back to theepisode.
So, davinia, I know you've beencollecting stats, you know the
(09:51):
different groups that you'reemploying there, and I was
really interested to hear aboutthe balance of that within.
You know what is essentially asmall, as you said, small
western suburbs business, so canyou tell us a bit more in terms
of you know the indigenousemployees, women, that sort of
thing?
Speaker 3 (10:12):
yeah.
So in our business, as I, wehave around 40 staff.
26% of our employees areIndigenous, 100% are local to
Western Sydney, 28% are trainingor upskilling in some way, and
that includes 13% who are under25.
And then 36% are women, whichis a pretty outstanding number
(10:38):
for our industry.
The average is 13, but 2% ontools.
So our drivers and operatorsare actually paving a new kind
of path for women who want tocome into construction.
Speaker 2 (10:51):
That's an excellent analogy in your industry, isn't
it?
Paving a new path, well done.
Speaker 3 (10:58):
I didn't even mean to say that.
Speaker 1 (11:06):
What benefits have you seen in adopting these
practices and making thatimportant in your business and
within your teams?
What benefits have you seen forthe business?
Speaker 3 (11:11):
Benefits is an interesting question and it's
one that is brought up a lot.
We go to a lot of forums andconferences and the two biggest
hot topics are sustainability intrucks and machines and all
that.
But then also diversity and whyshould we is a question that
gets thrown because it's seen assomething that's not
(11:33):
necessarily accessible or easyto do.
But the benefits that we'veseen I know that there's been
some studies done in terms ofspecifically women.
You know they're easier on themachine.
Usually they end up not needingas much maintenance.
A secondary benefit as well iswhen you provide, not just
(11:56):
attract diversity but then alsoretain it.
And provide not just attractdiversity but then also retain
it and provide a supportiveenvironment for different people
to come in.
That word of mouth spreads aswell.
So one of our goals has been tobecome an employer of choice
for all people.
So we've had the experiencewhere we're not just a family
business now but we're a familybusiness full of family.
The operators have brought ontheir daughters.
(12:17):
We've had people.
We've had one person bring onhis cousin, his cousin's best
friend.
We've had sets of brothers comeon, you know, mothers and sons,
fathers and daughters.
We've had sets of people.
That's lovely, thank you.
Yeah, it means a lot to usbecause in the end that must
(12:38):
mean we're doing something rightif people want to bring on
their friends, their family.
Absolutely, I find that beingsuch a diverse team it provides
all different perspectives, youknow, different levels of
experience and coming fromdifferent backgrounds also means
that they're looking at thingsin a different way as well.
You know, being in the businessthe longest doesn't necessarily
mean you'll have the only wayto do something.
(13:00):
Someone might introduce a newconcept that they've seen in a
completely different industry.
So in terms of benefit, it'salso just more interesting
companies.
Speaker 2 (13:10):
That's true, more fun to come to work when everyone's
not the same.
I think that Angela and I arethrilled to hear you say that
you know your employees arebringing in other employees
because you know that makes yourjob so much easier, doesn't it?
If you've got people who wantto stay and not only do they
want to stay, they want to say,hey, this is a great place to
(13:32):
work.
You should be on board too,true?
Speaker 1 (13:35):
sign of people being happy where they're working.
Speaker 2 (13:37):
Absolutely so, given that I know that you've put in
quite a bit of work around theorganisational culture to Vinnia
, you know it's obvious thatthere's a culture developing
there, but as business owners,you want to be able to guide
that.
Yeah, you want to be in controlof that, I guess is the best
way to say it really.
So can you tell us a bit moreabout what you're doing in terms
(13:59):
of organisational culture andengagement?
Speaker 3 (14:02):
Yeah, so I guess one of the as part of our people and
culture strategy, one of thefocuses has been defining our
culture, because if we don't doit, someone will define it,
someone else will.
So we have to take control ofthat in our own business and I
guess one of the key things thathas aided that process is, you
(14:26):
know, linking in the marketingside.
We're very vocal about thethings that we value.
We're very vocal about what westand for and what we don't.
People know us as thesustainable business, as a
diverse business in the industry, and our name is kind of out
there now for those reasons.
So when people are applying towork with us, they already have
(14:46):
that knowledge.
We don't have to try andconvince someone or change
someone's personal valuesbecause they're already on board
, and that's definitely aidedthe process.
Yeah.
Speaker 1 (14:57):
We're just nodding at each other going.
Speaker 2 (14:59):
Nodding and smiling and saying you know, that is
great and it really, I think,points to, as you said, that
intersection between marketingand people in your business.
Speaker 3 (15:12):
Yeah, it's become harder to manage the larger that
we get, because we're not justemploying now family or friends
of family, but also people whohave no idea who we are
personally, and we have todefine that and get them on
board then as well.
So part of that strategy hasbeen things like team building
events, but around causes thatare important to the business.
(15:36):
So, for example, we broughteveryone to the local NAIDOC
ball that was happening, whichwe sponsor each year.
So getting people involved incommunity that we work in and we
have a family fun day coming upas well.
There's not a lot ofopportunity for us to bring kids
to work.
No, it's very much.
Speaker 1 (15:55):
Especially in your field.
Yeah, it's very much notallowed.
Speaker 3 (15:57):
Yes, no, so a lot of people, and not just the
children, but then also theirpartners.
They don't know what they doevery day, they don't know who
they're working for.
Um, the way I've always heardmy dad talk about the team
hasn't been you know, staff orlike a group of people.
It's always how am I going togenerate work and opportunities
(16:20):
to feed these 40 families?
So he really takes on theresponsibility, I guess, as a
head of the household for 40different families.
Speaker 1 (16:30):
That mindset around that is really admirable.
It is isn't it?
Speaker 2 (16:33):
And I'm thinking, you know, for your mum and dad, as
the business has grown, you knowthat's a lot of extra pressure.
Oh, absolutely, dad.
As the business has grown, youknow that's a that's a lot of
extra pressure, you know it's?
Oh, absolutely.
So now you've reached the stagewhere you know you're needing
to take that pressure off them,I guess, or share the load
across the organization or, youknow, even outsourcing some of
(16:55):
the functions.
We've got businesses listening,I sure, who are at that stage
of just stepping up that nextstep, but you've had a few steps
along the way.
What advice would you have forthem around meeting that
challenge?
Speaker 3 (17:11):
I think a lot of businesses will be familiar with
the idea that the business hasbeen represented very much by my
dad, the managing director,peter, and we call it Peter
Group sometimes.
But you know our business hasbeen built on, you know, beer
and a steak and handshake.
And so people want to work withEther Group because they trust
(17:35):
Peter the leader, they trustthat he's going to look after
them and they trust that he'sgoing to make sure that the job
gets done and it's going to getdone well and right.
And you know they want to workwith him continually and that's
because of that relationship.
But now we're at a stage wherethat can't all fall on just one
person.
We have, you know, multipleclients and we have, you know, a
(17:58):
lot of work happening all atonce and a lot of places to grow
and a lot of things to belooked after.
That can't just all be handledby one person or overseen by one
person.
So we're at the stage now wherewe're handing that off and
bringing in more operationalmiddle management to support
that work that's getting done.
Speaker 1 (18:16):
That's an interesting piece, isn't it?
I'm sure there are, again a lotof our listeners thinking, yeah
, I'm there, or I've been thereor that's in my horizon.
You know, because when you're abusiness owner, you are the one
that has the passion and thedrive, you're the one that
started the business for a verygood reason, and yet you can't
copy and paste yourself always.
You know, and people do developthat relationship where it all
(18:39):
began.
Yes, I can.
I can sympathize with that.
That bringing in that valuespiece that you talked about and
knowing those values really well, bringing that into your
recruitment strategies and so on, can help copy and paste, if
it's at all possible, and findsomeone that's just like Peter
yeah, so not, not identical butaligned as we can, yeah if
(19:00):
today's episode is giving yousome light bulb moments, why not
leave us a review?
Speaker 2 (19:05):
We'd really appreciate it.
Speaker 1 (19:07):
Look, we've talked about engagement, Davinia, and
look, ultimately engagement issomething that can be quite
intangible.
You know you can't always think, oh well, my employees are or
aren't engaged, because how dowe measure it?
Do you have any ways that youtrack that sort of data, if you
have it, or just tap in and haveconversations with your staff
to really measure how engagedthey are and whether that's
(19:31):
leading to retention and things?
Speaker 3 (19:33):
like that.
Yeah.
So, leading up to, I'd say,this year and last year, a lot
of our employee check-ins havebeen very informal, either phone
calls or just an open-doorpolicy.
You know, come in and have achat.
We're finding now, especiallyas we've grown and now that
(19:54):
we're rolling out our people andculture strategy, that the
process needs to be a lot moreformal and standardized and that
gives people a framework aswell to know who to go to when,
how they can, why they can, andnot just then for negative
things, like we've rolled outperformance improvement plans
(20:18):
and really making verbalwarnings and things very formal
and having them recorded,because that isn't something
that we were necessarily doingbefore.
We were just giving peopleadvice and then trusting that
they'll work on it, butsometimes that doesn't always
work out.
That can bite you in the end onit, but sometimes that doesn't
always work out and that canbite you in the end.
So, yeah, not just for thosekind of improvement pathways,
(20:41):
but also providing opportunitiesto to talk about the career
pathways and the plans and youknow what they're looking to
achieve.
That might be something assimple.
As you know, I want to work afew Saturdays because I want to
be able to buy a new couch in amonth and that's okay, great, we
have something to work towards.
We can work with you on that,rather than, you know, I'm not
(21:04):
getting enough Saturdays, thisjob thing.
They can give me Saturdays butwe don't actually know that you
wanted them because a year agoyou didn't want them.
So, giving people theopportunity and time to be able
to do that, we've also you knowit's a simple thing, but had
suggestion boxes, something thatreally surprised me coming out
(21:26):
of that.
To be honest, I was veryshocked that we had, I think,
about five or six separatesuggestions of we want more team
building activities, we wantmore weekend barbecue.
And I didn't expect thatbecause I kind of thought, oh,
you know, no one really wants tostay on the weekend for
(21:46):
barbecue, they want to get hometo their family.
But actually the feedback wewere getting was oh, you know,
we want more opportunities toget to know the other people in
the business.
You know, truck drivers are intheir own kind of area, their
own truck, for, you know, 12hours of the day, five and a
half days a week, they don'treally get to meet the operators
(22:08):
.
The operators don't necessarilyget to see us when they're
working at the office staff whenthey're working out on site,
because they send us theirdockets and they go home.
So people wanted to have moreof a connection with everyone
else in the business and thatreally surprised me.
But it also, you know, that'snow formed the basis of what
we're trying to do with havingmore opportunities for people to
(22:31):
get together around a commoncause.
We had our first town hallmeeting it was called, which was
everyone in the business getsinvited to come in.
We put on a feed and everyonewas able to contribute to.
We had a beautiful Indigenousartist come out, jess, who
(22:51):
helped lead a workshop, andeveryone got to paint one part
of this canvas.
And so now we have thisbeautiful painting that hangs in
our boardroom and I love it, Ithink it looks great.
Speaker 1 (23:03):
I've got tingles, that's lovely.
Speaker 2 (23:07):
We're going to come and work with you.
That's fantastic.
Do you want to drive a truck?
I could learn.
Speaker 1 (23:17):
What I'm hearing, davinia, is you know you're
bringing all those pieces of thepuzzle together.
You've got your values that youknow really well, that are
important, and broughtthroughout.
You're listening to your staffand talking to your staff and
accepting their feedback andmaking changes and really
listening and being open to whateach individual needs is what I
(23:37):
heard you saying you know andwhat their career might be, or
you know their needs, and thatis really the fundamental pieces
of engagement.
It's gold.
So you're getting that back inpeople staying, bringing other
people to you and, you know,wanting to tell you things like
I want to be around myco-workers more and be part of
the team.
It sounds like you've got sucha lovely culture.
(23:58):
Well done, thank you.
Speaker 3 (24:00):
Look, we don't always get it right, and we know that
yeah.
Speaker 2 (24:03):
And not everyone's going to be the best fit for you
either.
Speaker 3 (24:07):
No, and that's right.
And when you were asking aboutretention, I was in kind of two
minds, because people who doleave do so pretty quickly
because they see that they don'tnecessarily fit, and that's
just.
You know how that works.
But that's also partially whatyou want as well.
You don't want people to stayif they're not going to be happy
(24:28):
and there's kind of nothing youcan do to fix that.
Speaker 2 (24:31):
That's no good for anyone, them or you.
Speaker 1 (24:34):
Davinia, we always like to end our interviews with
our final question, which isaround.
If you could just leave ourlisteners with one thing that
people could do to affect changewith engagement in their teams
or retention of their staff,what would that be?
Speaker 3 (24:49):
So a lot of people might look at what we're doing
and where we're at now and kindof say that's not something I'll
be able to do.
I can't do that, that won'twork for our business.
But what I would say to that isit doesn't have to be all or
nothing.
You can just start small startin the one place that you are
(25:10):
passionate about, or you canafford to start with and then
build on from there.
Speaker 1 (25:15):
Excellent, that's great advice.
Speaker 2 (25:17):
Thank you.
Speaker 1 (25:18):
And I think that's so true for our listeners.
If you're not at the stage ofbusiness like the Ether Group,
starting somewhere is a greatplace to start.
You just have to take one step.
Yeah, absolutely.
Look, it's been a pleasuregetting to know you, Davinia,
and thank you so much forsharing information about Ether
Group with us.
It's been a pleasure to talkwith you.
Speaker 3 (25:37):
Thank you.
Thank you so much for having me.
Speaker 2 (25:45):
You're more than welcome.
Thanks a lot.
So if you'd like to know moreabout Ether Group and what
they've achieved, what's thebest way for people to find out
more, Davinia?
Speaker 3 (25:51):
The best way would probably be to follow our
socials.
So we have LinkedIn, instagram,facebook and TikTok.
We post them sometimes andthat's ethergroup one word
E-A-T-H-E-R-G-R-O-U-P, but youcan also look at our website
ethergroupcomau.
(26:11):
Awesome.
Speaker 1 (26:14):
Well, we'll be sure to put those links in the show
notes for today.
And yeah, check it out.
You're doing some wonderfulthings.
Thanks again, see you later.
Thanks for listening to theWork Wonders podcast brought to
(26:34):
you by Asta HR.
Hit the subscribe button now tonever miss an episode, and if
you'd like to continue theconversation with us, you can
find us over at astahrcomau.
See you in the next episode.
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