The construction industry, traditionally male-dominated, is seeing women take on roles like crane operators, breaking down barriers.

Women hold only 4% of skilled construction trade jobs, but training and certification programs aim to increase their participation.

The Illinois Department of Labor and Chicago Women in Trades have received grant money to support women in infrastructure projects.

Women can acquire key technical skills to become successful crane operators through training programs like the Step Up for Women Construction Program.

This program prepares women for construction positions and apprenticeships, including training in trades and OSHA 10 safety.

Ferrexpo has increased female leaders by 60% since 2020, aiming for 25% by 2030.

Women in construction face challenges, but government initiatives and education can support and empower them.

Mentorship and inclusive policies can promote gender equality and support women pursuing careers as crane operators.

Empowering women in construction promotes gender equality and brings valuable detail-oriented skills to the field.

Construction companies can support women through apprentice programs and female role models, promoting diversity and inclusion.

Virtual reality crane simulators are becoming popular for training crane operators, providing a safe and realistic experience.

The construction industry is increasing diversity and inclusion through initiatives promoting gender equality.

Women now make up 14.1 percent of the US construction sector, with 440,000 jobs in April, the highest since 2001.

Women hold about a tenth of painting and carpentry jobs, making construction a lucrative career option with construction managers averaging $98,500 in 2021.

Women in construction face greater risks, harassment, and lower average salaries than their male counterparts.

Women's participation in construction has expanded beyond traditional roles, with many taking on male-dominated jobs and operating machinery due to labor shortages.

The construction industry must recognize women's value and provide opportunities for advancement to create a more diverse and inclusive workforce.

Addressing challenges faced by women in construction can create a more inclusive workforce, leading to better outcomes and increased innovation.

Women can excel in male-dominated roles like crane operating with the right training and support, bringing unique skills and perspectives.

The percentage of women in construction careers rose from 8% in 2016 to 10.9% in 2020, a trend that industry events and initiatives can help continue.

Breaking down traditional gender barriers can create a more equitable and successful construction industry.

Diversity and inclusion initiatives significantly impact the construction industry's performance and innovation.

Diverse teams can increase earnings by 25% or more, demonstrating the financial benefits of diversity and inclusion initiatives.

A McKinsey study of over 1,000 companies found that diverse teams, including female inclusion, benefit both society and business.

The construction industry, where 87.9% of workers identified as white in 2021, needs greater diversity to address labor shortages.

Offering training in native languages and partnering with minority-owned businesses can promote diversity and inclusivity in construction.

The construction industry will become more diverse due to labor shortages and a growing recognition of the importance of diversity and inclusion.

A BCG study shows that diverse backgrounds increase innovation and provide different perspectives, demonstrating the benefits of diversity and inclusion initiatives.

A 10% increase in executive racial diversity boosts pre-tax earnings by 0.8%, as diversity enhances innovation and improves financial performance.

Racial diversity is linked to better financial performance and attracts talent and business interests, highlighting the importance of diversity and inclusion initiatives.

Inclusive development attracts talented people and retains them through diversity and inclusion strategies.

Diversity and inclusion initiatives improve innovation and performance by increasing cultural awareness and employee engagement.

The US and Asia-Pacific D&I markets are expected to grow at 13.7% and 11.3% CAGR, respectively, by 2030.

Diverse workforce increases revenue and profitability, making inclusive leadership vital to achieving D&I goals.

The construction industry averages -0.1% yearly growth and has low diversity, with only 12% women, necessitating diversity and inclusion initiatives.

Embracing diversity and inclusion can save Australia $47 billion annually by improving industry productivity.

Creating an inclusive culture requires time, effort, and key leadership behaviors like openness, curiosity, and humility.

Women are underrepresented in construction, but government initiatives and vocational training can support their participation.

Empowering women in construction supports diversity and inclusion, bringing valuable contributions to the industry.

Inclusive policies can promote gender equality and advance sustainable development.

Diversity and inclusion initiatives lead to more innovative solutions and increased consumer reach.

Inclusive companies earn greater profits, demonstrating the financial benefits of diversity and inclusion initiatives.

Leadership awareness promotes diversity and inclusion by reducing biases and attracting underrepresented groups through diverse hiring processes.

In Cuyahoga County, minority- and women-owned businesses received only 4.6% of primary construction contracts, totaling $51.5 million of $1.1 billion spent.

Cleveland's construction workforce is predominantly white and male, comprising 79.7% white, 12% Black, 4.6% Hispanic, and 3.6% other minorities.

Diversity and inclusion initiatives can improve the construction industry's performance and innovation, and help address its workforce shortage.

Construction Inclusion Week promotes diversity and equity in the construction industry by offering educational resources.

Construction Inclusion Week offers free access to educational resources and valuable tools to promote diversity and inclusion initiatives.

Diversity initiatives improve innovation and performance, as seen in Wales & West Utilities' award-winning equality, diversity, and inclusion initiative.

Inclusive working spaces and diversity initiatives foster equity and mitigate inequalities in the workplace.

HR practices influence business operations and talent retention, and are recognized for excellence in diversity and inclusion initiatives.

Diverse teams drive innovation and business performance, leading to better financial results and growth in the construction industry.

Inclusive work teams have 25

The construction industry, traditionally male-dominated, is seeing women take on roles like crane operators, breaking down barriers.

Title:

Content: By Conor McCue

JEFFERSON COUNTY, Colo. (CBS4) – Transportation & Construction GIRL Day returned for the fourth time in five years after the pandemic put it on pause in 2020. The annual event, which is free to attend for girls, is put on by the HOYA Foundation.

It’s geared toward educating young women about careers in the male-dominated construction and transportation industries.

(credit: CBS)

READ MORE: Ptarmigan Fire: Hundreds Remain Evacuated, New Evacuations Ordered After Wildfire Started Near Homes In Summit County

Through the trial and error of flying a drone for the first time, Lilly Gonzales opened her eyes to new possibilities at the Jefferson County Fairgrounds Tuesday.

“I almost got one stuck in a tree!” she exclaimed.

Other firsts for the 9 year old included welding and making concrete. Never had her hopes of becoming an electrician or engineer seemed so attainable.

“I just like taking things apart and rebuilding creative things, especially in Minecraft. It’s like my favorite game,” Gonzales said.

“This kind of shows me that I can do anything.”

Gonzales was one of hundreds of girls and young women who attended Transportation & Construction GIRL Day. The event is meant to show young women, ages 8 to 23, who’ve never considered a career in the transportation and construction industry a possibility.

READ MORE: Former Idaho Springs Police Officer, Nicholas Hanning, Faces Civil Lawsuit For Separate Controversial Arrest

“Last year, the construction and transportation industry was an essential industry, so we kept working, and we still need more employees,” said Keller Hayes, Director of Transportation & Construction GIRL.

(credit: CBS)

According to the U.S. Bureau of Labor Statistics, women made up only 10.9 percent employees in the construction industry in 2020, an increase from 2016, when the figure was 8%.

Hayes says the opportunities are aplenty for women and the jobs can be lucrative. Part of her organization’s mission is to relay that message to a younger audience.

“There’s so many opportunities and they get paid well,” Hayes said. “In the construction industry, you get 99 cents on the dollar for comparable work to men, in comparison to 82 cents on the dollar.”

On Tuesday, employers hosted dozens of hands-on exhibits in the hopes of creating a lasting spark for attendees. The next challenge will be to nurture it so more new faces pursue a career down the road.

“Girls can do anything, even when it’s hard,” said Gonzales.

MORE NEWS: Denver Weather: Cooler Temperatures Settle In Quickly

“We want you in this industry, how can we help support you in getting you into this industry,” Hayes said.

Conor McCue

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

What are construction and maritime companies doing to promote and aid women in the field?

Women hold only 4% of skilled construction trade jobs, but training and certification programs aim to increase their participation.

Title:

Content: ILLINOIS (WCIA) — The federal government is giving Illinois more than $1 million to help get more women into construction jobs.

Officials said it’s a much-needed investment to increase equity in the industry. Nationally, women make up about 4% of the skilled trades within construction jobs, and only 5% of building trade apprentices in Illinois. They want to see those numbers grow.

The grant money is part of the more than $1 trillion federal Bipartisan Infrastructure Bill signed by President Biden. It is going to the Illinois Department of Labor and the Chicago Women in Trades organization. It will allow them to guide construction companies, unions and other groups on putting together programs that put workforce equity in infrastructure projects.

Governor Pritzker said the federal dollars will help break down barriers for women who have been historically left out of construction industry opportunities.

“Illinois is a national leader in building pathways for women into infrastructure, and construction careers,” Pritzker said. “The status quo doesn’t reflect the tremendous talent that exists in all of our communities, and particularly among women, and we can’t build back better and build back stronger unless we move everyone ahead.”

The state has already made investments to create better opportunities for women and people of color to enter these jobs through Rebuild Illinois and the Climate and Equitable Jobs Act. Tradeswomen’s organizations will be leading the effort to create plans aimed at increasing women’s inclusion in construction and infrastructure jobs.

What are governments doing to promote and aid women in construction or maritime industries?

educational programs
vocational training

The Illinois Department of Labor and Chicago Women in Trades have received grant money to support women in infrastructure projects.

What are governments doing to promote and aid women in construction or maritime industries?

Women can acquire key technical skills to become successful crane operators through training programs like the Step Up for Women Construction Program.

Title:

Content: General Supervision
Elham Aboul Fath
Editor-in-Chief
Thank you for your patience.
General Supervision
Elham Aboul Fath
Editor-in-Chief
Thank you for your patience.
Noura learned to drive a loader and braved bullying to help her husband treat her two sons.
A video.
Noura put her two children with autism in front of her eyes and did not look at the difficulty and hardship of driving heavy equipment and decided to learn to drive "Lauder" to be the first woman in Upper Egypt to obtain a driver's license to improve her condition and help her husband to pay for the treatment of their two sons without considering the bullying she faced from the surrounding society in light of the customs and traditions that restrict women in Upper Egypt
Noura Jamal Taha Mohamed, 36, daughter of Assiut, said that I am married and have three children, including two with autism, and since their birth, my husband and I visit doctors ’ clinics to treat them, and they are all in schools. I learned to drive a loader and challenge all the ridicule and bullying so that I can improve my income to help my husband to pay for my children ’ s treatment.
Noura added: I learned from my friend about the announcement of the initiative of a decent life at the training center about training young people on crafts and applied to learn the craft of construction, but when I went to the training center I found the teaching of driving heavy equipment, so I decided to learn to drive the loader equipment and there were many challenges ahead of me.
She continued: When I asked the management of the training center to apply to learn to drive the loader, there was a great surprise from them, especially since it is an effort on any girl, but after presenting my request to the management of the training center, I found a welcome and support for me and joined the training on driving the loader and learn about all the basic tasks that follow during driving and check the stomach before operating it for the availability of safety means during driving.
She continued: I found great support from my husband, unlike the community that faced my desire to bully me, but this was an incentive for me to achieve my ambition, especially as I was putting my children in front of my eyes to find a source of income to help me with my husband in completing their treatment journey and not need anyone.
After receiving my driver ’ s license, I will seek to find a real job opportunity within a company that values women ’ s work, especially as I seek to develop my life for the better.
Noureddine Ahmed Mostafa Darwish, a heavy equipment trainer at the Assiut training center, said that the center provides training services for a number of equipment and trades, including training equipment on loaders, excavators and other heavy equipment, but for the first time in Assiut, a woman is applying to learn to drive a loader.
Noureddine added that “Noura ” was quick to respond during the training period due to her love for this profession and this helped greatly in passing the tests and showed proficiency in the speed of receiving information and going through the experience without fear or hesitation and I did not face any difficulties in training her only at the beginning because she is a woman undergoing a huge experience as a heavy stomach driving for the first time but she excelled after.
When Noura applied for a heavy equipment driving course, we asked her to think and slow down on this matter, especially as she was the first woman to apply for such courses, but we found her determination to take this course, so we presented the matter to the head of the agency, who welcomed the order and asked us to support her.
https: / / fb.watch / kLkP7r8 _ TB /? mibextid = NnVzG8

What are governments doing to promote and aid women in construction or maritime industries?

educational programs
vocational training

This program prepares women for construction positions and apprenticeships, including training in trades and OSHA 10 safety.

Title:

Content: © 2022 West Virginia Public Broadcasting
Telling West Virginia's Story
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Training Program Helps Women Take Advantage Of Construction Boom

Carpenter apprentice Brook Moyle always knew she wanted to make things.

“I love working with my hands,” Moyle said. “I like creating something. I like seeing my efforts build something.”

Moyle is a motivated person. She rode an electric bike from Fairmont to Elkins to make sure she made it to the first day of her apprenticeship. But Moyle said she didn’t think she had a chance at being a carpenter, or, at best, her dream was on the backburner while she worked other jobs in telemarketing and McDonalds. That is until she found West Virginia Women Work.

“They go through specific training courses, they go through almost all the trades, and then you get to kind of at least have the skills to pick something,” Moyle said. “If you do graduate from the program, you are kind of like put above the stock for anyone who did not, and tried to get into a union or a job or anything, because they have the connections to make that happen.”

Founded in 2000, West Virginia Women Work helps women explore, train, and secure employment in nontraditional occupations, especially the skilled trades.

“Especially in West Virginia, a four year degree isn't for everybody," said Carol Phillips, executive director of the program. "And just learning about, especially for women, the skilled trades, which maybe they didn't learn about in school or at home just due to gender roles,” she said. “Teaching people that you can come through this pre-apprenticeship program, you can join union apprenticeships, private apprenticeships, enter directly into skilled trades positions and make, you know, twice what you might make as a nursing assistant or even a school teacher. Just letting women know that there's opportunity.”

Earlier this month, Gov. Jim Justice announced $500 million for improvements to bridges across West Virginia. There are also several newly announced major construction projects, like the Nucor plant, that will need workers to make them a reality. For Phillips, the trained people from West Virginia Women Work are an obvious choice.

“We work with companies, unions, and groups on their equity planning,” she said. “If you're going to need 500 workers for something in the next six months, where are you going to get those from? We want those to come from West Virginia. If you're saying the workers aren't here, maybe you need to look at a more diverse group of workers.”

West Virginia Women Work prepares women for those roles through the Step Up for Women Construction Program, a tuition-free employment-based skilled trade training program designed to prepare adult women for entry-level positions in the construction industry and registered apprenticeships.

Nichole Stephenson is the Charleston program coordinator for Step Up for Women Construction training. Before going through the program herself, Stephenson was in healthcare for 10 years, but wasn’t happy. Despite being exposed to the trades her entire life, she never considered it an option.

“All of the men in my family are tradesmen, every single one,” she said. “I held the flashlight for every man in my family. My dad always said, ‘I work this hard, so you don't have to.’ What he didn't realize, and I don't think I realized at the time is, I loved it, I loved it.”

Choice is an important aspect of the program for Stephenson. Program students cycle through training in carpentry, electrical, plumbing and welding so that they can figure out what trade works best for them.

“This is a non-judgmental zone. So if you can’t hold a hammer, we teach you the proper way to do it. You don't walk onto a job site and, ‘She doesn't know what she's doing,’” Stephenson said. “What we do as coordinators is really work with students and watch them and see where their gifts are, and you know what they really tend to do well, and they find enjoyment in. It's not, ‘Well, I'm an electrician, because my dad was an electrician.’ It's choices, we show them so many things.”

Building confidence is baked into the program. Students are also coached on what Stephenson calls “soft skills,” things like interviewing and budgeting for delays in the weather-dependent construction industry.

Lakeisha Hines is the Morgantown program coordinator for Step Up for Women Construction. Like Stephenson, she also went through the program while seeking out a more promising professional future.

“We want to get the safety with OSHA 10 out of the way first, so we make sure that they are safety conscious, because that's the most important thing when you're working in construction,” Hines said. “Then we kind of sprinkle in some of the soft skills along with the handling portions of the program.”

Students also get a chance to visit project sites and speak to program graduates. Hines said it helps students see the future they’re working towards past the 12 weeks of training.

“I think it's empowering to them to see where somebody started, and a lot of those people have the same stories,” Hines said. “It starts with them actually applying and knowing that they can do the work, too. I think our program starts to get their self-confidence up, lets them know that they can do it. And these women tell their daughters that they can do it. And it's just like a trickle down effect.”

The next program in Charleston and Morgantown starts Feb. 27 and is currently accepting applications.

North Central/Morgantown Reporter, cschulz@wvpublic.org, 304-284-1497, @SchulzReports

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What are governments doing to promote and aid women in construction or maritime industries?

educational programs
vocational training

Ferrexpo has increased female leaders by 60% since 2020, aiming for 25% by 2030.

Title:

Content: ua en ru
(not) women's professions.
How the war has changed the labor market, and Ukrainian women are increasingly mastering “male ” professions
The war has replaced the labor market, and Ukrainian women are increasingly mastering “male ” professions (Getty Images)
Author: Spetsproekt
Since the beginning of the full-scale war in many areas of the Ukrainian labor market there is a shortage of personnel.
In particular, there is a shortage of specialists in professions that are usually considered “male ”.
However, employers are ready to attract women to atypical positions, and Ukrainian women more actively respond to such vacancies and undergo retraining.
Meest, ATB and Ferrexpo tell about the professions in which women replace men during the war - in a special project for RBC-Ukraine.
Meest Group: whole women ’ s teams occupying “male ” positions
In the international postal and logistics group of companies Meest, historically, women are an integral part of the team: they work with finance, personnel, marketing, are regional directors and partners.
At the same time, due to the specifics of the work - sorting, transportation, logistics - the linear staff of the company, which is two-thirds of the staff, previously consisted mainly of men.
After the start of Russia ’ s full-scale invasion of Ukraine, this began to change.
According to the company, since February 2022, part of Meest has joined the Defense Forces: today, the state is protected by more than 130 employees of the company.
Many were forced to change their place of residence within the country or even go abroad.
“We clearly saw a change in trend around the summer of 2022.
At that time, we were able to solve the most critical issues with the help of employees, adaptation of operational work, etc.
And they restored the recruitment of people to positions that, for one reason or another, were vacant.
We noticed that it is women who respond most actively, including roles that were previously considered purely male, ” the company added.
Since then, companies have begun to attract women, and over the following months this trend has only intensified.
As of now, Meest has formed entire women ’ s teams, occupying “male ” positions.
In total, these are three categories of personnel: employees of warehouses, sorting centers, as well as heads of operational departments.
“If earlier our warehouse teams were more than 80% men, now some units are 70% women.
The distribution of the staff of warehouse centers has also changed significantly - in some areas it is already 50% to 50%, sometimes even with the advantage of female staff.
To do this, the company has changed some operational processes, as well as introduced technology so that women were comfortable working in new conditions, ” Meest said.
At first, the involvement of women in the composition, logistics were treated with caution: the work is extremely difficult both physically and morally.
Within a few months, all doubts were gone.
Women ’ s teams and women show extremely effective work.
The company distinguishes their consistency and structure, as well as elasticity and adaptability.
In general, they are always open to new knowledge and opportunities - and they are strongly supported in this.
The changes also affected the management of the operating departments – now the company has many women in these positions, more than in previous years.
And it is important that in many cases, the leaders grow from the inner team.
For example, during the war, a woman became the head of a branch in one of the regional centers, who had previously worked as an operator at this location - and now performs her own functions without complaint.
“Our plans are to attract women to the posts of couriers.
This area also has its own challenges, because we deliver packages up to 30 kg inclusive.
Therefore, here the company needs to adjust to allow women to work with less weight - and work in this direction is already underway, "the company said.
In the near future, Meest is convinced that the most active will be two categories of search engines – women, as well as veterans and veterans.
They need changes in recruiting and operating processes, so the company is actively working on this: they introduce new technologies and procedures for both women and veterans of both sexes, and for the latter they began to attract psychologists for the purpose of moral support.
“In the end, we see that our people are ready to work and give results under any circumstances.
The main thing is to create comfortable and transparent conditions for them, ” the company concluded.
ATB: the company of strong women
As of today, more than 56 thousand Ukrainians are employed at ATB enterprises, 67% of which are representatives of the fair sex.
Historically, work in grocery retail is considered female, although it requires maximum involvement and dedication.
As the experience of the company has shown, for a Ukrainian woman there is no night impossible.
Leading programmer of the company Kristina Mishchenko at one time made an ascent to the mountain with a height of 6,500 m, set the Ukrainian flag and the ATB flag on the top.
As of today, more than 4.5 thousand ATB employees have joined the ranks of the APU, the Defense Ministry and the National Guard.
If you count only male staff, then about 30% of men are mobilized.
In view of this, women have already adapted, for example, to work as security guards.
On average, almost every store in the network has such an employee.
The number of women involved in what was previously thought to be purely male positions depends on the circumstances, but in some cases it reaches 50%.
The personnel policy of the company is aimed at the development of human resources.
If a woman seeks to become a specialist of an extra-class, to take the coveted position, then a priori cannot be any conventions.
In particular, we are talking about the so-called division into traditionally "female" or "male" positions.
However, it is important to understand that not all women can do men ’ s work.
The complete absence of gender stereotypes in the company proves that more than two thirds of the staff are women.
Among colleagues and business partners, ATB is even called a company of strong women.
“Through dedicated work, the company has withstood the powerful blow of a full-scale invasion, acquired the title of“ network of indestructibility ” and became an outpost of food security of the whole country, ” the company says.
In the ATB, there were many examples of how women work effectively and quickly climb the career ladder in professions that can be considered “male ”, for example, leading key regions, dealing with safety, security, etc.
Also, the company is proud of its training centers in Dnipro, Kiev, Lviv and Odessa.
Annually more than 4 thousand employees undergo free training and improve their skills there.
There are no gender restrictions or stereotypes.
“Women and men gain new skills, master the desired professions, become specialists of the highest level and quickly rise to career levels in the team of the leader of domestic retail.
As for the "male" professions, our women master the specialty of "loader driver".
It is possible to “work ” such physically difficult activities, but such a replacement will be incredibly valuable and very slow.
Therefore, the solution of this issue was taken into their hands by our guardians, ” the ATB stated.
Ferrexpo: support for women 's leadership and decrees for men
Ferrexpo is one of the trendsetters of large Ukrainian business, demonstrating an integrated approach to issues of inclusiveness and gender equality.
In 2022, the company signed the Women ’ s Empowerment Principles to promote gender equality.
Therefore, one of the group's priorities is diversity at the managerial level and the promotion of career opportunities for women.
Since 2020, Ferrexpo has been implementing a comprehensive DE & I strategy, implementing the principles of inclusiveness and gender equality.
Thanks to her, over the past three years, the number of women in leadership positions in Grade 10 + (management staff) has increased by 60%.
The share of women in leadership positions in 2022 was 21%, the goal is to reach the figure of 25% by 2030.
“The introduction of ideas of gender equality has increased the stability of staff, readiness for innovation and the ability to respond quickly to the challenges of the time.
This decision allowed us to strengthen relations with foreign partners, because they are pleased to cooperate with companies where the same level of trust in managers and managers, ” the company said.
According to her, within enterprises, this has allowed to change the views of male skeptics and successfully overcome prejudices against female leaders.
The employees of the enterprises felt their value for the production process, which motivated them to further develop their professional qualities.
Elena Nikolaevchuk-Neroda, who has been working as a driver of motor vehicles in her career at Yeristovsky GOK since 2018, dreamed of driving a car since childhood.
This dream she was able to realize in Ferrexpo.
At one time, Elena was offered a job as a BelAZ driver, and she agreed, although she did not have previous experience driving such a car.
The nuances of work during the internship were taught by experienced mentors.
For 5 years of work, Elena worked in a career on a car, after obtaining a driving license of category C, she began to drive MAZ and KrAZ dump trucks.
Then switched to more powerful Bell and Caterpillar with a carrying capacity of 40 and 90 tons, already has a certificate that allows you to control the 220-ton.
In the future, Elena plans to master other mining equipment - a bulldozer and an excavator.
In addition, the company has a male decree program that allows women to continue their career growth.
If in the family of Ferrexpo employees a woman wants to leave maternity leave earlier in order to continue to grow professionally, a man can take care of the child until he reaches the age of three.
At the same time, the company takes care that the family income does not become less: if a man has a large salary, but goes on maternity leave and the family because of this decreases the total income, Ferrexpo compensates for this amount.
“The hardest thing about the decree is not being able to work, I missed my job very much.
I am grateful to the man who supported my desire to return to the workplace in a year.
This is our second daughter, so I am sure that my husband will cope, and I can safely perform everyday duties, ” admits Olga Romantsova, a specialist in the production department of the foundry and mechanical workshop.
The practice of “male ” decrees is gaining momentum, because the company understands the importance of development for both men and women.
In general, the company will emphasize that the Ferrexpo workforce is a community where everyone has access to equal opportunities - mastering new professions, improving skills, career growth and development of the company, regardless of gender.
In addition, the company received the opportunity to replenish the team with professional personnel (both men and women), especially with regard to vacancies that became critical in the conditions of martial law.

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

What are construction and maritime companies doing to promote and aid women in the field?

Women in construction face challenges, but government initiatives and education can support and empower them.

Title:

Content: Women severely underrepresented in construction, but that’s changing

What you need to know:

  • In nearly every construction site I encounter, the workforce is overwhelmingly male.
  • The term ‘foreman’ is deeply ingrained in our collective lexicon, while phrases like ‘forewoman’ or the more inclusive ‘foreperson’ remain relatively uncommon.

Across the country, construction sites are a hive of activity, with the government’s ambitious affordable housing project leading the charge. Whenever I pass through these bustling sites, I can’t help but notice the workers clad in overalls, their faces dusted with cement powder as they push wheelbarrows brimming with mortar. Amidst this flurry of activity, one figure stands out – the foreman, barking instructions and overseeing the skilled artisans, or fundis, as they are commonly known.

Interestingly, in nearly every construction site I encounter, the workforce is overwhelmingly male. Rarely do I spot a woman among the fundis, save for the occasional food vendor. Historically, the construction industry has been a predominantly male bastion, a fact reflected in the terminology we use – the term ‘foreman’ is deeply ingrained in our collective lexicon, while phrases like ‘forewoman’ or the more inclusive ‘foreperson’ remain relatively uncommon.

While the underrepresentation of women in this field is a global issue, the challenges faced by women in this industry are particularly pronounced in Africa. This gender imbalance reflects a deeper, systemic issue within the construction sector. For too long, this industry has been perceived as a ‘man’s playground’, with women often relegated to peripheral roles or excluded entirely. The reasons for this disparity are multifaceted, ranging from societal norms and gender stereotypes, to a lack of equal opportunities and support systems for women seeking careers in this field.

Limited access to education and training opportunities, particularly in Stem fields, hinders women’s preparedness for technical roles. Furthermore, societal expectations and domestic responsibilities frequently clash with the demanding nature of construction work, making it difficult for women to balance their professional and personal lives. This gender imbalance not only perpetuates inequality but also deprives the industry of the valuable contributions and perspectives that women can bring to the table. However, times are changing, and more women are breaking into the industry, driven by their passion, determination, and desire to contribute to community development. Despite obstacles such as teenage pregnancies, early marriages, and societal pressures, many carved out their place in this male-dominated field.

Their stories are a testament to the power of perseverance and an unwavering commitment to pursuing their dreams. From the high school dropout who found her calling on a construction site, to the young mother who juggled parenting responsibilities while mastering the art of bricklaying, these women have shattered stereotypes and proved that no challenge is too great when met with an indomitable spirit. Through their journeys, they have not only acquired valuable skills and experience but have also become beacons of inspiration for others.

This week, we celebrate these trailblazers, exploring their unique paths and the lessons they have learned along the way. Their stories offer a candid glimpse into the challenges and triumphs that have shaped their lives, from navigating male-dominated workplaces to balancing family responsibilities with demanding careers. As we strive to create a more inclusive and equitable society, it is imperative that we challenge the deeply ingrained biases and stereotypes that have traditionally kept women on the sidelines of the construction industry.

The government can play a pivotal role by implementing initiatives that support and empower women in this field, including investing in educational programmes, vocational training, mentorship opportunities, and inclusive policies that promote gender equality and non-discrimination. This way, we can empower a new generation of women to take their rightful place alongside their male counterparts, ushering in an era of diversity and excellence in this vital sector.

Empowering women in the construction industry can have far-reaching benefits, contributing to the overall advancement of gender equality and sustainable development in the country.

What are governments doing to promote and aid women in construction or maritime industries?

educational programs
inclusive policies
vocational training

Mentorship and inclusive policies can promote gender equality and support women pursuing careers as crane operators.

What are governments doing to promote and aid women in construction or maritime industries?

mentorship opportunities
inclusive policies

Empowering women in construction promotes gender equality and brings valuable detail-oriented skills to the field.

Construction companies can support women through apprentice programs and female role models, promoting diversity and inclusion.

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Content: I am an Edinburgh woman working in construction and want to be a role model for others who dream of the same

Barratt Developments apprentice speaks during Scottish Apprenticeship Week and ahead of International Women’s Day on Friday
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I'm Jessica St Clair Gunn, 27, originally from Norfolk, but I moved to Edinburgh in 2010, and two years ago I decided to take the plunge and apply for a place on this construction apprentice programme following an eight-year stint working in retail.

I’ve always been interested in joinery. Growing up there wasn’t a female role model in the field for me to look up to, but that didn’t stop me of dreaming of designing and building my own home from scratch.

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I'm now coming to the end of my second year of the four-year programme, which combines classes at Edinburgh College’s Granton Campus with on-site experience. I'm already picked up skills including crafting a door and on-site tasks like roughing, finishings and customer care.

I'm keen to encourage other women to consider a career in construction and trades. If I could give any advice to women swithering on whether they want to pick up a trade, it’s that they shouldn’t be put off by their gender. It is a male-dominated area but that can change as more women realise their potential and put their skills to use. I’ve always found that women have a really good eye for detail which is extremely important in this line of work.

I’m a visual learner so you only have to show me something once, and I thrive in problem-solving environments as I’m quite a practical person.

Barratt’s focus on sustainability is really exciting and something I would love to be a part of once I’ve completed the programme. The company has been extremely supportive and they have a great family-friendly culture which is always a benefit.

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I think what I would love to work on most is renovation projects – I’ve been a Grand Designs fan my whole life. However, who know what the future holds? I may even look into becoming a site manager one day.

How has the level of discrimination for female employees in the construction industry changed over recent decades?

Why are construction and maritime industries more popular with women nowadays?

Virtual reality crane simulators are becoming popular for training crane operators, providing a safe and realistic experience.

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Content: Sections
Technique
“Intechcom ” has created a hyperrealistic VR simulator for crane operators
Intechcom has created virtual simulators for crane operators.
The development helps to increase the professional level of crane operators and make the learning process more intensive and convenient.
The simulator consists of a real driver ’ s chair with crane joysticks and buttons and VR glasses that give the user maximum visibility both horizontally and vertically.
There is a place for the teacher (a separate computer is not required), you can configure the complexity of tasks, record the progress of their implementation, etc.
The development is portable: it easily fits in the trunk of a conventional car, is assembled and disassembled in 15 minutes.
Currently, two types of simulators are ready: the portal (GANZ crane is taken as a basis) and the bridge, designed for work in steelmaking plants.
IT personnel for industry will be trained in a special educational center
IT industry support
The fundamental difference between the VR-simulator “Intekom ” from others, where the student sees everything on the screen, is hyperrealism.
Igor Ovyan, CEO of Intechcom, said: “The standard training of the crane operator lasts 2-3 months: the theoretical part can be laid in 2 weeks, the rest of the time takes production practice.
But for virtuoso ownership — to really “feel ” a machine — it takes years of experience.
Therefore, the higher the realism of the simulator and the more various professional subtleties laid down in the program, the better prepared the beginner.
Our specialists collected data in the port of Murmansk and at the NLMK steel plant.
We climbed into the cockpit of the crane, recorded the sounds of the port and workshop, consulted with experienced crane operators, who revealed many nuances, for example, that a quiet click should sound when a certain, rather rare action.
Extremely realistic SCs have been modeled.
You can memorize the rules as much as you want, but in the real situation you get confused.
The VR simulator provides full immersion: the cabin swings from the wind or overload, the operator is blinded by the sun or, on the contrary, visibility deteriorates due to gas pollution in the workshop, etc.
We have been engaged in the modernization of industrial equipment for many years and implemented all the novelties in the simulator, even a touch panel for monitoring, which warns about exceeding the load or if the cable is wound.
After training in a virtual environment, it is much easier to transfer to the real chair of the crane operator - there is no difference, while the risk that a beginner will not cope with expensive equipment is much lower.
VR-simulator is ideal for career guidance.
Impressions are strong: the cabin is transparent, you are at a huge height and you are subject to a powerful car.
A reason to fall in love with the profession. ”

The construction industry is increasing diversity and inclusion through initiatives promoting gender equality.

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Content: Major Challenges Facing Mining Companies ’ Gender Diversification Approach
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Denshi Naidu has spent her career moving up the mining ladder and has long come to believe that the change in thinking about women in the industry has been “amazing. ”
But the former head of nickel and cobalt producer Phil Bess Metals has noticed a recent backlash.
As candidates from diverse backgrounds took jobs, some men in the industry began to use the term diversity, equality and inclusion, in a way that disparaged newcomers.
Naidu, 48, said: “I am hearing more voices against the WOK ideology of vigilance over violations of minority rights.
It is not yet certain whether this will grow or not, she continued: We are always led to the way things were before, not to the way things should be.
Naidu ’ s experience points to the threat of transatlantic backlash against diversity initiatives, in which prominent conservatives have attacked efforts to reduce inequality between men and women.
In the mining sector, which is one of the most lagging behind in gender equality, the risk of losing hard-won gains is particularly high.
Stacey Hope, managing director of the UK lobby group Women in Mining, said: “Globally we are seeing a growing influence of Andrew Tate as men regain control, referring to the social media influencer who describes himself as a ‘ misogynist ’.
We need to involve men on this journey to ensure that they are our allies.
It is widely believed that women are promoted on the basis of their gender rather than their abilities in middle and board-level managers, as some women leaders assert.
Naidu highlighted that she was accused of being too aggressive and pushy: “At the executive level, despite the existing supporters, we seem very far from where we should be, ” she said.
The mining sector has made remarkable progress in terms of gender equality over the past decade.
The number of female managers at the top 500 mining companies jumped from 4.9 percent in 2012 to about 18 percent in 2022, according to law firm White & Case.
Gina Reinhart, who tops the list of Australia ’ s wealthiest, is one of the most prominent female mining executives, owns an iron ore empire and has decided to run pink mining trucks to raise awareness of breast cancer.
White & Case data shows that 16 of the top 100 mining groups have no women on their boards, and no woman sits on the board of directors at one of four of the industry ’ s top 500 companies.
Among the “small ” mining companies involved in mine discovery and development, which make up the majority of the industry ’ s players, the diversity situation remains dire.
The challenges of recruiting women come as the mining sector, which is essential for the production of raw materials for the international transition to clean energy, faces difficulties in attracting more and more skilled personnel.
Executives noted that young people are increasingly more interested in becoming data engineers than they are in mining engineers.
Consulting firm McKinsey, which conducted a survey of mining executives, found that 71 percent said a lack of skills was holding them back from meeting production targets and strategic goals.
A separate PwC survey found that two-thirds of officials expect a skills shortage to have a significant impact on profitability within 10 years.
The location presents a particular challenge for the mining industry, as mines are often located in remote locations around the world.
Sometimes, the rural communities in which the mines are located adopt different standards than those adopted by Western companies, exposing workers to the risk of gender-based violence or negative reactions from the local population.
To accommodate the concerns of the new generation, the industry hopes to position itself as a technology and data-driven business that does not necessarily involve mud covering its workers while drilling or deep underground.
Hilda Merriti Ashim, who last month ended her five-year term as CEO of Norsk Hydro, Europe ’ s largest aluminium producer, said: “I don ’ t like people talking about our industry as a heavy industry.
It ’ s an old word, industry is no longer about work that requires muscle.
It's really about high technology.
Stacy Hope of Women in Mining believes that the perception that mining is exclusively male has not fully benefited the industry in attracting women.
The industry needs to become more visible to young people, including as a necessary sector to meet green targets, such as limiting emissions to limit global warming to 1.5 degrees Celsius.
We need young innovators in artificial intelligence and digital tools, she said, adding: “We are not doing well to make it an industry that needs young people and diverse skills to drive this change.
Clearly, departmental scandals do not contribute to improving this reputation.
A 2022 report on workplace culture at the British-Australian mining group Rio Tinto revealed that bullying and sexism were “systematic ” in the workplace, a finding the group ’ s chief executive, Jacob Stocholm, described as“ extremely worrying ”.
Rio Tinto has now partially linked executive pay to their performance on gender diversity, and will publish the results of another review this year.
Elizabeth Broderick, a former Australian sex discrimination commissioner who led the team behind the Rio Tinto report, argues that discriminatory incidents in the mining sector are not isolated workplace complaints but symptoms of a permissive culture.
However, conditions across the sector are improving in some respects.
Elizabeth Broderick describes the new amendment to Australia ’ s Sex Discrimination Act as a radical change in making employers responsible not only for responding to complaints, but also for taking preventive measures to make the workplace inclusive.
Hilda Merriti Ashim of Norsk Hydro is one of the beneficiaries of supportive male officials throughout her career, which began at a bakery as a teenager.
“I never applied for a job, but I got a lot of opportunities because I had key managers who saw my potential and challenged me on what I could do, ” she said.
We have to be active when we are in leadership positions.
In light of the negative reactions to diversity, equality and inclusion, some pointed to the need for executives to take a more proactive approach in anchoring support for women ’ s advancement across the workforce.
Elizabeth Broderick said: “We need to listen to men ’ s concerns about changing the composition of the workforce and ensure that their concerns are heard and addressed.
Institutions that increase women ’ s representation not only change mindsets and behaviors, but also instill daily respect in their systems and structures.
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Content: Women Breaking Barriers in Waste Management

A quiet but significant revolution is underway in the gritty world of skip hire and waste management, where heavy machinery and hard hats have long been synonymous with the male workforce. Women are securing roles traditionally dominated by men, reshaping the landscape of the waste management industry.

Gender diversity in waste management industries like skip-hire has long been a challenge. Data has shed light on the underrepresentation of women in specialist roles and, industry surveys report that women constitute only 24% of the total waste management workforce in the US.

Historically, we can trace the reason for this gap back to several factors. One significant reason has been the physical nature of the work, often involving heavy lifting, manual labour, and the operation of machinery. These physical demands led to misconceptions that the field was better suited for men. Gender stereotypes have played a significant role, perpetuating the idea that women do not have the necessary skills or interest in waste management.

The United Nations Environment Program (UNEP) has invested extensively in research on the role of gender in waste management. They have deemed it critical to recognise the importance of promoting gender diversity in traditionally male-dominated fields such as skip hire, from gender diversity bringing a wealth of benefits such as providing diverse perspectives to addressing labour shortages that the industry faces.

However, the benefits of promoting gender diversity in the waste management sector aren’t exclusive to women; they extend to their employers as well. According to a recent report by FP Analytics, “Women as Levers of Change,”, companies that actively promote gender equality across all levels have demonstrated tangible positive business impacts. These include heightened competitiveness, increased profitability, and a stronger commitment to environmental responsibility.

Women Breaking Barriers in Waste Management

As attitudes shift towards viewing “waste as a resource”, and the industry pivots away from landfilling towards waste prevention and circular economy principles, more women are discovering the sector as an appealing career choice. From skip truck drivers navigating city streets with finesse to women managing recycling, waste management and skip-hire companies and advocating for diversity, their contributions are reshaping the industry’s future.

Nathalie van de Poel, Commercial Manager and co-creator of the Purified Metal Company (PMC) exemplifies a woman taking a leadership role in the waste management sector. PMC, a state-of-the-art processing plant situated in Delfzijl, the Netherlands, specialises in recycling hazardous steel scrap into premium raw material:

“The idea to recycle asbestos-contaminated steel was born 10 years ago.” Overcoming countless obstacles, including securing €70 million in funding and hiring 30 employees, PMC has finally reached fruition. “It was a long journey, with some saying it was impossible, but we stayed strong and built a solid business case.”

Another example of women leading the way in waste management is Maria Willshee, a founding Director of Willshees, a Midlands-based waste and recycling business. Recognised as a Top 200 UK women-powered business by global private bank J. P. Morgan, Willshee’s secured the 59th position in its annual UK Women-Powered Business Report.

And recognised in last year’s list were sisters Heather Gould and Hilary Hart, principal owners of waste management specialist CSG. Based in Fareham, their four daughters also work as part of the business, while half of its eight directors are women.

Women like Nathalie van de Poel,  Maria Willshee, Heather Gould and Hilary Hart aren’t only contributing to recycling and waste management at the highest level; they are also making a difference at the community level. In 2018, the International Solid Waste Association (ISWA) embarked on a groundbreaking global survey targeting women working within the waste sector. For the first time, this unique endeavour asked women to classify their work using Ad Lansink’s waste hierarchy, often referred to as “Lansink’s Ladder.” The findings from 73 countries revealed that 51.6% of respondents were engaged in waste prevention, reuse/repair, and recycling. Highlighting the substantial role that women play as managers of household waste, their critical contributions form the backbone of responsible waste management and have a lasting impact on environmental sustainability and community well-being.

But how can we encourage more women into the industry as a whole? According to Skip Hire Glasgow specialist James David, fostering inclusivity in hiring practices is a good starting place.

Waste management and skip-hire companies can proactively embrace strategies to foster inclusivity in their hiring practices, by first recognising the importance of a diverse workforce. One such approach is reevaluating traditional hiring processes to be more inclusive. This includes rewriting job descriptions to emphasise skills and qualifications over gender or background, ensuring job postings reach a broader audience through diverse channels, and actively seeking out untapped talent pools. Skip hire companies that prioritise diversity not only bolster their internal culture but also project a positive image to the public and potential clients, positioning themselves as socially responsible and equality-driven businesses.

Partnerships with vocational schools and community organisations can play a pivotal role in encouraging individuals from underrepresented backgrounds to explore careers in waste management and skip hire for example. And this fresh approach, says James David of JustHire, is precisely what the industry needs:

“Inclusivity in hiring practices is not just a moral imperative but also a strategic advantage that propels the skip hire industry forward. We should celebrate the women who are paving the way for a more inclusive, equitable, and diverse industry, for their inspiration and resilience. The further potential for women in waste management and skip hire is promising, and inclusive business practice and a heightened awareness of the positive impacts of gender equality on companies all present a win-win scenario.”

Companies that think creatively about investing in recruitment programs will ultimately benefit the most. By intentionally attracting a more diverse range of candidates, including more women, they can help transform the landscape of the waste management industry for the better.

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Content: Government committed to technical and vocational training - YEA

The Deputy CEO of the Youth Employment Authority (YEA), Alhaji Ibrahim Bashiru, has expressed concern on Ghana's artisanal industry slipping into the hands of neighbouring countries.

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Alhaji Bashiru however was happy that government was working to revitalise the artisanal space with substantial resources channeled into that space to broaden the scope of technical and vocational education training (TVET) across the nation.

He made this remark at the graduation ceremony of the fourth batch of forklift and mobile crane operators which took place at the Regional Maritime University in Accra recently.

The graduation was on the theme: "Equipping African Youth with employable skills critical for sub–Regional Security and Development”.

According to him, today TVET institutions stand as strongholds of practical knowledge, poised to rejuvenate the collapsing artisanal sector and drive economic growth identifying collaborations between agencies like the YEA and TVET services as part of concerted efforts to support aspiring artisans.

Alhaji Bashiru proposed a partnership between the Regional Maritime University and YEA to pioneer training sessions for head porters, adding that such an initiative would not only empower the youth but also align with the broader agenda of tackling Africa's burgeoning youth unemployment crisis.

“Ghana’s unemployment rate stands at 14.7 percent, a figure poised to escalate without proactive intervention,” he said, pointing out that traditional academic pursuits no longer guarantee employment; instead, the job market clamors for skilled professional’s adept in fields like technology, oil and gas, and various trades.

He lauded the efforts of the Regional Maritime University for the key role they play in supplying the workforce with competent technocrats and artisans and for their pivotal role in shaping Ghana's job landscape.

The President of the National Association of Heavy-Duty Equipment Operators Ghana (NAHEOG), Mr. Dominic Kofi Eyiah, in his remarks, emphasised the indispensable role of equipping youth with employable skills in a world characterized by constant change and myriad challenges amidst beckoning opportunities.

He underscored the significance of the heavy-duty equipment operation field, labeling it as a cornerstone sector that bolsters numerous industries and propels economic advancement across the continent.

He challenged the new cohort of operators to recognize their pivotal role in shaping the future of Africa, from construction sites to mining operations, and from transportation networks to energy infrastructure.

Beyond their technical acumen and proficiency with machinery, Mr. Eyiah highlighted the graduates' embodiment of resilience, determination, and ingenuity, qualities emblematic of African youth. He hailed them as the vanguards of change, the architects of tomorrow, tasked with spearheading progress and development at every juncture.

He urged the graduating students to embrace responsibility, diligence, and a steadfast commitment to safety, while upholding the highest standards of professionalism in their endeavors.

The Ag. Vice Chancellor of the Regional Maritime University, Dr. Jethro Brooks Jnr, called on member states of the University to support the training with the necessary facilities and resources to ensure the programmes remain at the forefront of industry standard.

He also called on industry to provide slots for industrial attachment to trainees adding that practical experience is invaluable and will greatly enhance the competence and readiness of graduates.

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Content: By Luisa Maria J.C. Jocson, Reporter

THE LACK of women in high-value positions in the financial sector should push the industry to create an empowering environment for them to succeed, the top official of an investment bank said.

“A lot of women in the Philippines and [specifically] in the finance industry start in junior roles, but the percentage of being able to get to the higher position is not as much because there are expectations for women. There’s a lot of expectations on caring for families and having responsibilities at home,” UBS Securities Philippines, Inc. Country Head Robrina L. Go said in an interview.

“In the finance industry and investment banking, it’s clear in the statistics that women in senior roles tend to drop off the more senior they become. You see a lot of junior roles, but they leave the industry for various reasons,” she added.

Ms. Go said corporate culture is largely skewed towards men, especially in finance, which is a male-dominated industry.

“A lot of corporates in the Philippines still do that. Men, when they get together — it’s intimidating. When women get a seat at the table, it’s up to the person to be relevant and be part of the conversations. Generally, women in the Philippines tend to be very meek. It’s an intimidating sector,” she said.

The labor force participation rate of females grew by just 56.1% in February, lower than the 77.1% growth rate for males, according to data from the Philippine Statistics Authority.

In terms of employment, there were 28.4 million males employed versus the 20.4 million females.

Meanwhile, a study by the International Labour Organization showed that 15% of working-age women globally would like to work but do not have a job, compared with 10.5% of men. It noted that this gender gap has remained almost unchanged from 2005 to 2022.

Ms. Go said there is a need to change workplace expectations, noting how some companies do not give women equal pay as they are less likely to demand for better compensation versus men.

“Companies just don’t give that equal pay because women don’t speak up,” she added.

She noted that this is not only occurring in the finance industry, but across all sectors.

“In corporates, there was a lot of talk in the past in terms of women empowerment and gender equality, but a lot of is just talk. Corporates are just a drop in the bucket. There’s a lot of small- and medium-sized enterprises (SMEs) and middle market companies, where there’s a notion that women have maternity leave and all. That has to be factored in. Women generally work harder because they know they have multiple roles,” Ms. Go said.

“I think the government has done something about it by giving incentives, but corporations also need to be conscious about giving their own incentives. If you think of these big companies and big banks, they need to do more,” she added.

Ms. Go said for their part, UBS aims to create a more inclusive and empowering work environment.

“UBS, as a firm, prides itself as being a leader and model employer in terms of gender diversity, equity and inclusion. We have benchmarked ourselves consciously over the years to be an employer of choice with particular focus on hiring practices, behavior in the workplace, code of conduct,” she said.

This year marked the eighth consecutive year that UBS has been a part of the Bloomberg Gender Equality Index. In the Asia-Pacific region, more than 40% of the group’s employees are women. Over 35% of employees in roles at the director level or above are also women.

Four out of the 11 executive board members of the group are females, as well as four of the 13 board of directors.

“From the onset, during the hiring process, we are very conscious about the number or percentage of women that enter. We track them all the way to promotion to directors up. During the hiring process, we embraced having more people because we need to get women’s perspective,” Ms. Go said.

“We are also conscious of the fact that when a promotion assessment comes, we look at potential women leaders,” she added.

One of UBS’ initiatives is “All Bar None,” an employee network that aims to foster an open and inclusive working environment regardless of gender or race.

Another initiative by the group is having “male allies” or a set of male leaders that commit to learn more about gender equality and advocate for others to become allies as well.

“They can also become allies of the female network — they would have targeted action and perspectives to understand female problems. It’s really to encourage male leaders to consider the challenges [of women],” she added.

UBS also provides facilities and arrangements to support women, such as a mother’s room, flexible working arrangements, and accessible mental health and wellness programs.

Ms. Go said there is still “a lot of room” to improve inclusive leadership in the industry.

“Men should be able to say women can do this job better. Have I experienced where I do my job better than the other guy and he didn’t like it? Yes, I have. When you have a supportive board or management, being able to acknowledge that maybe women can do the job better is part of the solution,” she said.

“For young women, I always encourage them to not be stuck at their desk and see and experience the workplace as much as they can. Go out and see for yourself what’s out there so you can identify and find your place. You need to be comfortable and confident,” she added.

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Content: House of Rose Professional Announces 2021 Break the ceiling touch the sky® 101 Male Champions For Gender Equality

Published: Oct. 27, 2021 at 9:30 AM CDT|Updated: 1 hour ago

NEW YORK, Oct. 27, 2021 /PRNewswire/ -- House of Rose Professional Pte. Ltd (HORP) has announced the 2021 Break the ceiling touch the sky® 101 Male Champions for Gender Equality – it's listing of the world's key Male Champions for Gender Equality. The list is a key enabler of HORP's Mission 2029 for a Better World - the 10 year initiative to shape a better world through better (gender) diversity & inclusion by quintupling the number of Female CEOs  (from 14 in 2020 -when the mission was announced to 70 in 2029) and double the number of Male CEOs (who actively champion diversity & inclusion) in the world's 500 largest companies by 2029.

The 2021 Break the ceiling touch the sky® 101 Male Champions for Gender Equality leveraged data from HORP's proprietary Break the ceiling touch the sky® 101 Best Global Companies for women in leadership index and the list reviewed over 6000 male executives from 700 Companies across the world. Five factors were used in the final determination of the Break the ceiling touch the sky® 101 Male Champions for gender equality: Active and visible advocacy for gender equality, Scale of influence, commitment to advancing women in leadership in their own organizations, supporting women to learn from other best in class organizations and  investment in gender diversity & inclusion programming. Personal role-modelling for gender equality was used as a baseline critical factor.

"Research shows that when men play a role in gender equality in the workplace, adoption is faster and organizations report faster progress on the gender diversity & inclusion agenda. Leveraging our cohort of Male champions for gender equality across the world via our established Break the ceiling touch the sky® brand is a simple means by which we can effect faster and more practical progress on gender equality in the world's largest organizations and shape a better world via better leadership and better business," commented Anthony A. Rose, Chairman and CEO of House of Rose Professional and best-selling author of "Break the ceiling touch the sky: success secrets of the world's most inspirational women" (the book that inspired the global Break the ceiling touch the sky® movement.)

Break the ceiling touch the sky® has a strong presence across the world with summit editions across North America, Asia, the Middle East, Europe, Africa, Australia New Zealand and continues to expand its offerings to enable organizations to accelerate their journey to gender equality and unleash the positive impact of a more gender diverse workforce.

Since 2014 House of Rose Professional has enabled over 25000 women leaders (and several thousand male leaders who support diversity & inclusion) to greater success via its Break the ceiling touch the sky®, Dream Job International and CEOSmith® brands across a range of Talent, Training and Transformation solutions.

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Anthony A. Rose at anthony@houseofroseprofessional.com

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SOURCE House of Rose Professional Pte. Ltd.

The above press release was provided courtesy of PRNewswire. The views, opinions and statements in the press release are not endorsed by Gray Media Group nor do they necessarily state or reflect those of Gray Media Group, Inc.

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Content: BusinessCyprus 4.0

Cyprus 4.0: Panagiota Polykarpou

Panagiota Polykarpou is the Co-founder of Be an Ally Foundation. Currently, she is a master’s student at the Vienna University of Economics and Business, studying Social Innovation and Management, and she works as a consultant for Gender Equality.

Founded in 2020 by Elenitsa Onisiforou, Eftychia Nearchou and Panagiota Polykarpou, Be an Ally Foundation is a non-profit initiative that brings together civil society and the private sector to find better ways of tackling social challenges related to equity, diversity, and inclusion.

The foundation’s first initiative was Thkio Logia (A few words for Gender Equality) – the first digital platform in Cyprus that raised awareness about the importance of gender equality and the impact it has on society and organisations. “Our newest initiative, Cyprus’ first “Girls in STEAM Academy,” which is co-founded with Anastasia Liopetriti, inspires and trains the next generation of female leaders in STEAM fields.”

As a woman with a pioneering role, how have you played a key part in bringing about change, and how are these changes enhancing your organisation’s potential for future growth?
“I have had the opportunity to contribute to a cause that I am passionate about – providing tools and knowledge that brings us closer to achieving gender equality. Our digital awareness platform had received the NGO CSW65 Young Feminist Award as one of the top-20-initiatives globally committed to equality, reached 400k+ people, and became a book that sold over 2,000 copies.

“More than 100 girls aged 14-18 joined the network of Girls in STEAM Academy with ongoing benefits such as educational programmes, job-shadowing & international experiences, their own podcast, and more.”

How does an increase in the number of women in the workforce benefit businesses and organisations?
“Research has consistently shown that there is a strong correlation between having a diverse workforce, specifically in terms of gender, and improved financial performance. This is because diverse teams are better equipped to compete, thanks to access to a wider talent pool and more effective decision-making.

“Inclusive groups are also able to make high-quality decisions more quickly, without the influence of bias or groupthink.”

What does it mean to be a female pioneer in your industry, in this day and age?
“Running a non-profit initiative that prioritises social impact comes with various challenges. My gender has not necessarily been the sole obstacle. Sustaining social impact initiatives has also been challenging and changemakers like us need to work twice as hard to prove the impact of our activities and attract supporters.

“I have experienced instances where others have doubted my abilities because of my age; however, these experiences have only strengthened my resolve to continue to push forward and break down barriers for future generations of women in leadership roles.”

Do you believe men still dominate most influential companies in the world today? If so, how does one break down the barriers of this gender imbalance?
“The numbers indicate that men still hold the majority of decision-making positions across various industries globally. However, the problem is not having men in leadership positions, but rather not having people in leadership positions that actually prioritise inclusion and ignore stereotypes and biases. Since men still occupy most leadership roles, building an inclusive culture needs to be emphasised as a required leadership practice. Implementing gender-sensitive practices for hiring and promotion can result in better representation at all levels. Training programmes are also vital in addressing our biases, but holding our teams and leadership accountable for promoting inclusivity can make a significant difference.”

How would you describe the gender dimension in Cypriot society based on your own experience?
“There are various cultural, social, and economic factors that contribute to gender dynamics in Cyprus. Although women and individuals who identify as part of the LGBTQ+ community have made strides towards equality and representation in recent years, traditional gender roles and expectations still exist, and women – but also men – are being subject to harmful stereotypes.

“The most severe manifestation of inequality is domestic and gender-based violence, which remains a critical issue in Cyprus and requires our immediate attention. To address this, ongoing efforts from civil society must be supported by sustainable government resources and assistance.”

How are your pioneering efforts preparing your company for a future that is more sustainable?
“Achieving a sustainable future entails various actions, one of which is addressing inequalities and ensuring the engagement and inclusion of marginalised groups. Our initiatives are designed to equip Cypriot civil society, young girls, and workplaces with the necessary knowledge and tools to become frontrunners of an inclusive future.

“We believe that empowering these groups through education, advocacy, and networking opportunities will not only contribute to a more equitable society but also support the development of sustainable practices. By prioritising inclusivity and diversity, we hope to create a more just and sustainable world for future generations.”

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Woman breaks gender barrier to operate Hyva

Subodh Pandey, Vice President, TSM, congratulated the new recruits and interacted with them along with other executives of TSM Sandeep Dhir, Chief, Human Resource Business Partner, Subrata Basak, Chief, Logistics Operation and Suvransu Sekhar Rout, Chief, RMHS & Raw Material Processing Plant, TSM.

Statesman News Service | Bhubaneswar |

Breaking the gender barrier, four women employees are on the strenuous job as Stacker-cum Reclaimer (SCR) raw material handling system (RMHS) at the Tata Steel Meramandali (TSM) in Dhenkanal district of Odisha.

Besides, a woman has been assigned the job for Hyva operator. It is for the first time that female employees will shoulder the responsibilities as SCR operators in Tata steel’s Meramandali unit, the company said in a statement.

Subodh Pandey, Vice President, TSM, congratulated the new recruits and interacted with them along with other executives of TSM Sandeep Dhir, Chief, Human Resource Business Partner, Subrata Basak, Chief, Logistics Operation and Suvransu Sekhar Rout, Chief, RMHS & Raw Material Processing Plant, TSM.

 “We are extremely pleased to have you in our team as this marks a monumental milestone on gender balance among the workforce in the plant. While accelerating our commitment to building a diverse and inclusive workplace, this measure will also encourage more girls to look for such jobs”, Pandey said.

 “As a responsible corporate, we not only strongly believe in the diversity of our human capital but also guide our vendor partners to imbibe our beliefs and contribute to it. This is directed to reimagining how a job gets done, reshaping the team and empowering employees wherever they work”, Basak said while speaking on the occasion.

Breaking the barrier, the female SCR operators with Diploma in Mechanical Engineering underwent safety induction and on the job training, prior to their on boarding for stacking and reclaiming operation, considered mostly as a male-only job, the statement added.

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

What are construction and maritime companies doing to promote and aid women in the field?

promote women to higher roles
active recruitment of women

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

What are construction and maritime companies doing to promote and aid women in the field?

promote women to higher roles
active recruitment of women

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

What are construction and maritime companies doing to promote and aid women in the field?

promote women to higher roles
active recruitment of women

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

What are construction and maritime companies doing to promote and aid women in the field?

promote women to higher roles
active recruitment of women

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

What are construction and maritime companies doing to promote and aid women in the field?

promote women to higher roles
active recruitment of women

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

What are construction and maritime companies doing to promote and aid women in the field?

promote women to higher roles
active recruitment of women

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

What are construction and maritime companies doing to promote and aid women in the field?

promote women to higher roles
active recruitment of women

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

What are construction and maritime companies doing to promote and aid women in the field?

promote women to higher roles
active recruitment of women

Women now make up 14.1 percent of the US construction sector, with 440,000 jobs in April, the highest since 2001.

Title:

Content: Daytime Plus
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Women break into construction sector to fill labour shortages
Bloomberg: The number of construction workers in the United States exceeded 1 million in May last year, for the first time since data collection began in 1964, and the share of women among workers in the sector reached its highest level at 14.1 percent last month.
About a third of construction workers in the United States are Hispanic, according to BLS.
Cerato herself got to know the industry at an early age through her Mexican immigrant father, saying, “I used to go out to work with him, and I never saw anyone like me, so it never occurred to me that it could be a viable career path. ”
The presence of another Latina as a mentor made a big difference, she said, adding: “That ’ s why our representation is important. ”
One of the women is Andy Dirkschneider, who negotiates millions of dollars in loans to buy land for her family ’ s homebuilder, but sometimes vendors call her “petite ” and ask to speak to the man in charge.
Dirkschneider, 32, who heads Brookline Homes in Charlotte, said: “I tell them I ’ m the man in charge.
A young blonde girl doing this job confuses everyone.
It ’ s frustrating, but it can ’ t be allowed to. ”
Dirkschneider and thousands of women like her are breaking through the walls of the professions.
It is not brittle, it is concrete.
The field of construction has always been a world for men, from handicrafts such as construction and carpentry to the offices of developers and executive companies.
The accelerating wave of retirement of the 1960s and 1970s generation has exacerbated the industry ’ s chronic labor shortage.
Construction jobs totaled 440,000 in April, the highest in Bureau of Labor Statistics records that began in 2001.
Aryan Higuish, a senior researcher and fellow at the Women ’ s Policy Research Institute, said there is room for growth, because the construction sector ’ s historical dependence on men now risks constraining its growth.
The institute estimates that about a third of women in the industry work in deals, and their share across sectors such as painting and carpentry is still as small as a tenth, though Higuish believes it will continue to grow.
This is partly because of the need for labor and because states and local administrations want to see more diversity in companies when they are awarded contracts.
Patrice Haley, of the diversity leadership team at construction giant DPR, said: “In this industry, we can ’ t dismiss people on the basis of gender.
“A lot of veterans are retiring, and we can ’ t leave any of the doors closed. ”
One of the temptations for women in the industry, Haley said, was to see what they were building right in front of their eyes, and she had started working in the industry in a manual job that required wearing a helmet and toe boots.
She said, "I can say I worked on this and built that."
There ’ s also the temptation to pay better than many other jobs that don ’ t require a college degree: In 2021, the average salary of an electrician was $59,000 and $98,500 for a construction manager, according to U.S. Department of Labor data.
Taqiya Wallace, 35, works for a large energy company in tracking construction project documents.
But she dreams of getting a license as a general contractor to start working on her own.
In June, I began studying building skills in a 16-week curriculum organized by Goodwill Industries in South Piedmont, Charlotte, where I learned to read blueprints and handle equipment.
If all goes according to plan, she will finish training with four industry certifications.
Although Goodwill does not target women, its organizers say a group of 15 people who completed training last year were all women, about half of whom went on to work in industry jobs.
Wallace, who was the first to receive a college degree in her family, sees getting a contractor ’ s license and hanging a sign for her company as a way to build the wealth she can bequeath to her family.
She said, “I want to be able to tell them this is our legacy. ”
Harassment and discrimination
Despite these encouraging trends, the sector still has a long way to go.
About a quarter of respondents to a survey of 2,635 workers conducted by the Women ’ s Policy Research Institute last year said they had experienced sexual harassment or repeated harassment on the basis of sex.
Half of those surveyed said that their lack of equal treatment by men was frequent or persistent.
Jenny Parker stood at a construction site in High Point, North Carolina, on a very hot day in July, grabbing a paper cup with an iced drink as she looked at her sawdust, paint and sweat stained shirt and said, "I love this.
It took me 10 years to get here. ”
Parker, who spent nine years in the Marine Corps, was upset by the managerial jobs she worked so she could pay her bills while raising her daughter, so she started working hard in real estate.
She signed up for training in building skills so she could repair the rental housing she owned.
At High Point, Parker received hands-on training in building house structures, performing stone work, and installing roofs.
She said she was able to work in partnership with the men on the team, but there were tensions at times, adding: “To be female in a male environment you have to prove yourself and work twice as hard, ” noting that some men do not accept instructions from a woman.
She said, “It ’ s a mindset that men should overcome. ”
Nicole Goulsby, owner of Red Ladder Residential, a construction company in Raleigh, North Carolina, recalls that when she started running worksites, some men ignored her when she addressed them.
She said her experience of bias faded when she distributed her signed paychecks, and she now notes that there are more women on the crews she contracts, whether they ride boards or paint.
Golsby explained that women build relationships easily and are more attentive to details, making them suitable for her field of work.
Nicknamed “Becky Nicky, ” Golsby said,“ I see things that no one else sees, and that ’ s why I do my job well. ”
The construction industry is also attracting more minority women.
An analysis by the Women ’ s Policy Research Institute found that the number of female construction apprentices between 2016 and 2019 nearly doubled, while Latinas recorded the largest increase of any race.
If we look at Ferridiana Cerato who graduated from college in 2020 with a double major in history and Spanish without being able to find any job that would enable her to benefit from her education well, she decided to try construction management.
Cerato took courses and received some certificates, including a certificate in welding.
She is now a project engineer in Indianapolis.
The job requires toughness, the 24-year-old says, with a lot of conversational “that doesn ’ t conform to HR rules ” and dealing with cynicism at times.
Cerato is one of three women in a team of nine managers and the only Latina among them.
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How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

Women hold about a tenth of painting and carpentry jobs, making construction a lucrative career option with construction managers averaging $98,500 in 2021.

Women in construction face greater risks, harassment, and lower average salaries than their male counterparts.

Title:

Content: Aging spawns the phenomenon of "iron girl" Mainland women enter heavy industry
Social Hotspot 14: 42 2021 / 08 / 12
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Due to labor shortages caused by low birth rates and an aging population, Chinese women are increasingly taking on long-male-dominated heavy labor in construction, transportation and other industries, contrary to traditional gender roles in China ’ s vast labor market.
The Wall Street Journal reports that China ’ s total workforce has been shrinking for years, in part because state policies have limited the size of families.
According to census data, the proportion of the working age population aged 15 to 59 in China has fallen from 70% a decade ago to 63% in 2020, to nearly 900 million people.
The Chinese government is trying to expand the workforce by encouraging couples to have more children and is considering delaying the retirement age.
The number of women workers in the heavy industry is growing fast
At present, most women in China still work in service industries such as retail and catering.
The researchers note that women who switch to construction and transportation are at greater risk of harm and sexual harassment, which used to be dominated by men.
China ’ s aging population faces recruitment difficulties, young people refuse to sell out to the manufacturing industry
The Politburo of the Central Committee announced the implementation of the three-child policy
The latest figures released by the National Bureau of Statistics show that at the end of 2018, nearly 9.5 million women were employed in the construction industry, equivalent to 14% of the total number of construction workers, up from 10% at the end of 2004.
According to the researchers, the official data may underestimate the actual number of women workers in the construction industry, as many women are hired through temporary employment agencies and are not considered regular employees.
Sarah Swider, a sociologist at Wayne State University, has studied construction sites for more than 10 years. Swider said that the number of women working on construction sites has grown rapidly, so employers have set up separate living areas and bathrooms for them.
These women also have to do double the work: in addition to the routine work of moving bricks and making cement, they also have to do laundry and cooking for male workers. The average salary of these women workers is generally about half that of male workers, Swider said.
Women are not as good as men in terms of salary in some jobs.
Researchers who study China ’ s labor force and gender issues estimate that about a third of workers on some construction sites in China ’ s big cities are women, up from almost zero in the 1980s.
Eight years ago, women made up just over one-tenth of construction workers, according to a survey of more than 6,000 construction workers in nine cities by a nonprofit labor rights group in Beijing.
The women ’ s work gradually expanded from cooking and cleaning to screening sand and operating machinery, these people said.
[China Population Census] Statistics Bureau: Old age becomes a long-term important national situation
[Population crisis] Northeast advanced aging two factors are difficult to resolve
Emily Honig, a historian at the University of California, Santa Cruz, said that in the Mao era, female workers were called "iron girls" and were a symbol of gender equality, but after Deng Xiaoping came to power, women's heavy industry was no longer popular as China's wealth increased.
But “now, with labor demand changing again, this Mao era directive seems to be back to square one. ”
A gender pay gap indicator released by the International Labor Organization in 2018 showed that women globally are paid on average nearly 20% less than men, the gender pay gap in China is slightly higher than the global average at 21%, and the gap in the United States is lower at 15%.
Editor-in-Chief: Li Bingqi
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What challenges do women in the construction and maritime  industries face?

Women's participation in construction has expanded beyond traditional roles, with many taking on male-dominated jobs and operating machinery due to labor shortages.

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

Why are construction and maritime industries more popular with women nowadays?

The construction industry must recognize women's value and provide opportunities for advancement to create a more diverse and inclusive workforce.

Title:

Content: Women in Male Occupations
8 March
23: 08 4 March 2022
Farkhana Safargaleeva immediately after school, together with her friend, decided to enter the crane operator.
Romance or inner call - what pulled the fragile girl to manage the crane, build houses and make panels, she does not know.
She said she liked the job from the start.
Farkhana Safargaleeva, crane operator of “Unity ” LLP:
— We graduated from the GPTU, in the direction of us were sent here to the precast.
She worked here for 15 years, decree, perestroika, then went to other construction works.
I already as 5 years returned to this concrete concrete, my heart was sick for my crane, I love, I love this crane very much, I love working on the crane.
But, I did not even expect that I was before retirement, I am already 59 years old, I will return here.
How many houses were erected in the region with the help of skillful actions and many years of experience of crane operator Farkhana Safargaleeva, it is simply impossible to count.
Such qualities as calmness and attentiveness help in the work.
Her burning eyes are seen not only in the profession, but also at home.
A husband, a daughter and a small grandson will all gather at the festive table on March 8.
Farkhana Safargaleyeva ’ s relatives support her interest and success.
Anastasia Kuznetsova, correspondent:
— A woman is calm and brisk, vulnerable and warlike, tender and strong.
Modern women break stereotypes, showing the world how they can create and create.
In the “male ” professions, among other things.
"Unity" LLP produces reinforced concrete products.
The company employs 152 people, including 25 women.
Chief engineer Andrei Nekrasov says that they skillfully show their skills.
Andrey Nekrasov, Chief Engineer of Unity LLP:
— Our company employs a large number of women who are excellent professionals and faithfully perform their work.
It passed, one might say, Crimea and Rome here.
She is an excellent professional, she transfers her skills to young professionals.
Another representative of the fair sex in LLP "Unity" - Natalia Danilova.
She's a compressor operator.
Working in the construction industry is her dream.
And it came true.
All my life I have dreamed of working in the construction industry.
16 she devoted to ensuring the continuous operation of the enterprise.
Natalia Danilova, operator of the compressor unit of “Unity ” LLP:
I have been working here since 2006 for 16 years.
I like my job here.
We supply cement so that our production does not stand, pour slabs, pour panels.
The most important thing is health, so that the world will be around 03.54 and to finish until my retirement – that ’ s my wish.
On the eve of the holiday on March 8, according to tradition, all the men of the enterprise will set a table and give gifts to women who give their strength to such a difficult, but so beloved for them work.
Anastasia Kuznetsova
Read also
"Miss Pampushka 2022".
Convicted prisoners beauty contest held at EU institution 164 / 6
On the eve of March 8, the Council of Mothers congratulated the deputy akim of the region Gani Nygymetov
Women of different professions were congratulated on March 8

What are construction and maritime companies doing to promote and aid women in the field?

What challenges do women in the construction and maritime  industries face?

Addressing challenges faced by women in construction can create a more inclusive workforce, leading to better outcomes and increased innovation.

Title:

Content: Featured

Empowering women in technology: Breaking barriers, building inclusive futures

Chantelle, a recent High School Graduate, is torn between traditional career paths and her aspirations. Raised in a community that values conventional trajectories, such as teaching and nursing, she discovers that the Technological Industry (hereinafter, “Tech Industry”) offers the key to her dreams.

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She sees that despite advancements in diversity and inclusion, Women in Technology (hereinafter, “Women in Tech”) face significant barriers like gender bias and underrepresentation.

However, stories of resilience and success among women in technology highlight the transformative power of empowerment and community support. Inspired by these pioneers, Chantelle sees the “tech field” not just as a career choice, but as a platform to innovate and realise her potential.

Trend

When you attend a “tech event” or visit a technology company in Ghana, it is evident that there are far fewer women than men. This imbalance harms our country because it limits new ideas, creativity and problem-solving skills we can use for the overall progress and development of the country.

Without diverse perspectives, we miss out on innovative solutions and the full potential of our workforce, which is essential for driving progress and growth in the Tech Industry.

Challenges

In the Technology Industry, there is a significant gender gap, with few women in technical roles. Studies consistently show that women occupy only a small fraction of positions within Technology companies, highlighting a glaring imbalance that restricts their opportunities for advancement.

Women working in the “Tech Industry” often encounter biases and stereotypes that act as barriers to their career progression. These challenges can range from subtle forms of discrimination, like dismissive remarks or unequal treatment, to more overt forms, such as being passed over for promotions or denied leadership opportunities simply because of their gender.

These obstacles create a daunting environment for women in the “tech field”, making it difficult for them to thrive and reach their full potential.

Overcoming barriers

Despite facing challenges, some women have defied the odds and achieved remarkable success in the “Tech Industry.” Examples of such women include Ursula Owusu-Ekuful, Ghana's Minister of Communication; Meghan McCormick, Chief Executive Officer of FinTech Company;  Estelle Akofio-Sowah, Country Manager of Google Ghana, who has over 14 years of experience in Internet and Business development, and the former Chief Executive Officer of Airtel Ghana, Lucy Quist, who is the first Ghanaian woman to lead a Multinational Telecommunication Company, transforming Airtel into a rapidly growing brand focused on data and digital services.

She was featured on BBC's Power Women series for her impact on Africa. Additionally, the Regional Managing Director of Internet Solutions, Yvette Adounvo Atekpe, boasts of over two decades of experience in Telecommunications and Information Technology while Mubarakatu Farouk, who founded Kodu Tech, showcasing women's creativity and innovation in technology by using plantain stems to create menstrual products (e.g. sanitary pads).

Her creativity and innovation show that women can come up with amazing ideas in the “Tech World.”

Impact women in tech

Having more women in the “Tech Industry” benefits both businesses and society. Diverse teams are proven to be more creative and effective problem solvers. Women bring fresh ideas and viewpoints that lead to innovative solutions.

Inclusive decision-making leads to better outcomes for companies and societies. Embracing diversity helps tech companies understand and serve diverse user bases. This results in products and services that meet the needs of everyone. “Women in Tech” serves as important role models and mentors for the next generation.

Their successes inspire young girls to pursue careers in Science, Technology, Engineering and Mathematics (STEM) fields, therefore breaking stereotypes. Overall, it will lead to a more diverse and talented workforce in the future.

Call to Action

• Empowering Women in Tech

Empowering “Women in Tech” is not just a social imperative but a strategic necessity for innovation and economic growth. Let us promote STEM education for girls through early exposure, mentorship and scholarships.

This early engagement will ignite a passion for technology in young girls and their use of digital tools in cultivating their interest and paving the way for their future contributions to the industry.

Subsequently, let us support women entrepreneurs with better access to funding, networking and specialised incubators. There is also the need to advocate for equal remuneration and privileges, anti-discrimination laws and supportive legislation that promotes the well-being of women in the “Tech field”.

Also, we need to highlight the achievements of “Women in Tech” to inspire others to emulate those who promote gender diversity. Additionally, let us build strong communities with professional groups and online platforms for knowledge sharing.

• Building inclusive communities

Let us foster inclusive workplaces without bias training, flexible policies and leadership opportunities.

By creating spaces where women can connect, learn and grow together, we can break down barriers and create a more inclusive and equitable “Tech Industry” for all.  Fostering inclusive communities and support networks through organisational initiatives dedicated to supporting “Women in Tech” plays a crucial role in providing mentorship, resources and networking opportunities to help women thrive in the industry.

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 Illustratively, Coding Boot Camps and Mentorship Programs offer invaluable support and guidance to women at every stage of their Tech careers.

Conclusion

As we continue to strive for greater diversity and inclusion in the “Tech Industry,” it is essential to recognise the importance of empowering “Women in Tech.” By addressing strategic policies and systemic barriers, fostering inclusive communities, and amplifying the voices of “Women in Tech,” we can create a more equitable and vibrant Tech Ecosystem where everyone has the opportunity to thrive.

Together, let us break down barriers, build a future and empower women to reach their full potential in Tech and beyond.

The writer is a pupil at Ghartey & Ghartey.
E-mail: [email protected]

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What are governments doing to promote and aid women in construction or maritime industries?

Women can excel in male-dominated roles like crane operating with the right training and support, bringing unique skills and perspectives.

Title:

Content: LUS Fiber hires first woman lineworker, a graduate of the SLCC Power Lineman program

Ashley White
Lafayette Daily Advertiser
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When Lafayette residents look up at the bucket of an LUS Fiber truck they could see Jewel Everett — the company's first woman lineworker.

Everett has been shadowing other workers, learning everything to do with the fiber optic business.

She enrolled in South Louisiana Community College's Power Lineman program and, after getting outfitted with clothing and equipment small enough to fit her, jumped right into working at LUS Fiber.

"I really wanted to go to school for that specific program because it gave me opportunities to either go for electric (line work) or anything that requires bucket trucks or climbing poles," Everett said.

Everett, who enjoys being in the bucket making repairs, said the most challenging part has been lifting and balancing the larger equipment, like the ladders that are more than 20 feet long. But when she conquers those challenges - like the time she had to hang a cross tie during school - it makes the job worth it.

"I’ve always liked doing hard work, and doing hard work comes with making good money and also helping people in a big way," Everett said.

At LUS Fiber, she'll install fiber lines on overhead poles, splice fiber cable, climb poles or use ladders to access fiber infrastructure, and install advanced network gear at locations across Lafayette and Acadiana.

The 25-week program at SLCC includes training students to receive their CDL license, learning first aid, receiving training specific to being a lineworker, learning to work buckets and how to climb utility poles.

"That was one of the good things about having her go to the SLCC program. It’s allowing them to learn the basics and then quickly jump to their next role," said Ryan Meche, director of LUS Fiber. "Once we found clothes that fit her and got her rigged out, she was literally the next day climbing the poles getting work done."

The program was created after Charlotte LeLeux, director of transportation, distribution, and logistics, was approached by utility companies about the dwindling workforce and a need for lineworkers.

The program's first cohort graduated in January 2020. All 16 people had jobs lined up before their graduation day.

Everett was the program's first woman graduate, an honor for SLCC, LeLeux said. LeLeux, who received her CDL license more than 20 years ago, knew some of the obstacles women can face in fields of work traditionally dominated by men.

"When Jewel came in, we had that conversation. I said, 'When you face obstacles and somebody’s pushing back, you don’t think twice. You push back because you’re just as capable,' LeLeux said. "She’s definitely been a pioneer and paving the way for the young ladies that come behind her."

But Everett didn't look at it as a trailblazing opportunity but a way to do something she's interested in.

“You just have to do it, honestly," she said. "And you can’t be scared to do it."

Meche said he's glad Everett chose to work at LUS Fiber after graduation."We're really excited to have someone like Jewel join the workforce with a fresh perspective and highly motivated," Meche said. "We think this is going to be a huge asset and be pivotal to our success and some of these expansion efforts that we're going through."

Contact Ashley White at adwhite@theadvertiser.com or on Twitter at @AshleyyDi.

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How has the gender balance in the construction and maritime industries changed over recent decades?

The percentage of women in construction careers rose from 8% in 2016 to 10.9% in 2020, a trend that industry events and initiatives can help continue.

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

Breaking down traditional gender barriers can create a more equitable and successful construction industry.

Title:

Content: Jump directly to the content
NAILING IT

I’m a female builder – people are always shocked when I turn up on site, especially when I have my lashes and nails done

WHEN they first meet her, people are often surprised by construction worker Georgia Harper's choice of career.

Come rain or shine, the 22-year-old can be found on muddy building sites four days a week, working in a still predominantly male-dominated environment.

For Georgia though - who works as a trainee site engineer for Caddick Construction - it's the best job in the world, and all she's ever wanted to do.

Now, she's determined to break down old, outdated stereotypes that come with the building industry, and inspire more women to pursue a career in construction.

However she does admit people are still often quite surprised when she tells them what she does, and when she turns up to sites.

She says: "People always ask 'Why would you want to do that? It's dirty and cold'.

"I like to have my nails and eyelashes done from time to time, so when people meet me, ‘a woman in construction’, it's not always what they expect.

"I always have a laugh on site when anybody asks for the engineer and I turn up, as they’re usually quite surprised!"

'It's in my blood'

Even as a child, Georgia knew she wanted to go into the building industry.

She says: "When I was a young girl at primary school, I would often ask my dad if I could go to work with him delivering materials to building sites.

"It was here really that my early passions for construction were set alight.

"I loved to see all the different jobs going on around me, bringing such a huge build to life.

"I’d just think to myself, “this is amazing!”

"It’s also worth mentioning that my grandfather was a building surveyor, so it’s definitely in my blood!

"I’ve always wanted to be a site manager so becoming an apprentice engineer on site was the perfect foot in the door; I was getting some real hands-on experience."

'I'm on site four days a week'

Georgia's passion for construction carried through after she left school, and she pursued it professionally.

She says: "After college, I was encouraged into a university course, in urban studies and planning that didn’t quite suit my learning style.

"I soon left the course to pursue a more hands-on route into the industry and found the perfect apprenticeship with Caddick.

"Now, I’m on construction sites four days a week, with just one day at a desk at college.

"Caddick has given me so many training opportunities in the short time I’ve been with them and I’ve already got a lot of courses under my belt from first aid to fire marshalling.

"Before I secured my apprenticeship, I did get in touch with my local planning department and a local architecture firm where I was able to do some work experience, which was brilliant."

'I want to inspire other women'

Now, Georgia couldn't imagine doing anything else.

She says: "I love what I do so much and I just can’t believe that I’ve found myself in this industry.

"A lot of what I do is groundwork for big building projects, so it’s really rewarding to know that none of the final build would be possible without those foundations.

"I’m so proud everyday to do what I do, especially in a male dominated environment.

"Inspiring other women to get into it is definitely something I love doing.

"One thing I hadn’t anticipated when taking up a trade, was the diversity of each working day and the amount of amazing people you meet.

"We have new tradespeople on site everyday so you’re constantly interacting with a whole range of new people."

'There are drawbacks'

However, Georgia admits it can be challenging at times working in such a male-dominated environment.

She says: "Being a young woman in construction doesn’t come without its drawbacks.

"There aren’t always older female role models on site and not having somebody to relate to can be challenging.

"That’s why it’s really important to me to help drive change regarding the industry’s demographic.

"It can also be very arduous in the winter when it’s dark and cold, but in summer when the sun’s out, it’s the best job in the world!

"I love the guys that I work with, we have a great team on site, but I would love for more and more women to step into site roles in construction.

"You often find that women in the industry lean towards office-based roles, whether that’s design and architecture or administration but women are perfect for this job.

"With my work at Caddick, I’ve been invited into schools and colleges to speak to the students about what it is we do.

"When I was studying, I was one of three girls on my course.

"Now, there’s more of a 50/50 split in those classrooms, and it’s so great to see the next wave of women in construction coming through."

Climbing the career ladder

For career-focused Georgia, the only way is up from here.

She says: "Having an apprenticeship definitely has a positive impact on your financial prospects.

"Because I've got real life experience that my university counterparts don’t necessarily have, it just gives you an extra step up from entry level.

"From my role now as trainee site engineer there are loads of progression routes and the money definitely grows as you climb that ladder."

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How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

What are construction and maritime companies doing to promote and aid women in the field?

What are governments doing to promote and aid women in construction or maritime industries?

Why are construction and maritime industries more popular with women nowadays?

Diversity and inclusion initiatives significantly impact the construction industry's performance and innovation.

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2022, diverse teams will be key to the development of companies

Inclusion and diversity in work teams drives innovation. We are stronger when we run a business that cares about its communities and the world we live in. Let's toast 2022 with more opportunities for women.

By
This article was translated from our Spanish edition using AI technologies. Errors may exist due to this process. Opinions expressed by Entrepreneur contributors are their own.

In the early 1990s the auto industry unveiled an innovation in car manufacturing: the airbag . By October 2001, the US National Highway Traffic Safety Administration estimated that airbags had saved more than 7,500 lives. But these first airbags also killed 195 people during this period, mostly children and women under 1.70 meters. The force of the airbag impact on small bodies was brutal and until then this data was unknown.

The reason? In those years, airbag tests were done with mannequins with exclusively male characteristics and not with measurements of shorter female bodies or children. It wasn't until 2011 that the US government began requiring the auto industry to test “female” dummies. In Sweden, the road safety expert Astrid Linder had the solution because, together with her team, she designed EvaRid , the female prototype that helped manufacturers develop vehicles that would protect both men and women.

The story of the first female mannequin created by Linder reaffirms the importance of including more women in the work teams of various corporations. Without Astrid Linder's vision, the auto industry could have taken longer to develop a safe driving option for us.

Diversity and female inclusion in companies is not a whim, but a necessity that benefits society and also companies. McKinsey & Company's global Diversity wins: How inclusion matters study - surveying more than 1,000 companies from 15 countries - found that organizations with diverse and inclusive work teams have 25% or more chances of having earnings above the average, in relation to other similar companies.

Fortunately during these pandemic months, 78% of medium-sized companies are already promoting actions in favor of the desired gender parity and with it, generating a cultural change. 34% are focusing on creating an inclusive culture and ensuring equitable access to more development opportunities and 31% are committed to continuing with flexible work for the benefit of more women.

We know that cultural transformations do not happen overnight, but the priority is for industries to accelerate their processes of female inclusion by 2022. The pandemic brought some setbacks that must be alleviated. As if it were a choir where diverse voices with different harmonic qualities work for a common good; thus, companies must take advantage of equal opportunities both the talent of women and men.

In a post-pandemic world, the empathy, creativity, commitment and versatility of female leadership are needed, as well as assertive communication and a willingness to change. More women are also needed in work teams because precisely they are the ones who most support the diversity, equity and inclusion efforts of organizations.

Creating an inclusive environment in companies can start with some concrete actions such as the following:

1. Speak up for inclusion : Royal Bank of Canada considers it important that the organization's executives and managers receive training on topics related to inclusion and diversity. Like this institution, my suggestion is that companies design a set of communication initiatives that encourage community members to build a solid culture of inclusion.

2. Diversity strategies: some companies such as GAP have a Diversity and Inclusion Council where an advisory group made up of corporate executives and organization leaders develop diversity and inclusion strategies. All the company's actions on inclusion and diversity are also implemented in its business strategies.

3. Professional development programs : invest in the development of educational programs and / or leadership programs that ensure the company has a portfolio of talented and high-potential women; while it gives women the option of developing a career.

4. Celebrate employee differences: Diversity and inclusion behaviors should be celebrated. This is one of the most important ways to show employees that they are respected.

In a few days we will celebrate the arrival of 2022. Many companies prepare their action plan on issues of equality and inclusion because they know that creating diverse work teams that promote an inclusive culture has a positive impact on both society and their business strategies . We are stronger when we run a business that cares about its communities and the world we live in.

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Diverse teams can increase earnings by 25% or more, demonstrating the financial benefits of diversity and inclusion initiatives.

A McKinsey study of over 1,000 companies found that diverse teams, including female inclusion, benefit both society and business.

The construction industry, where 87.9% of workers identified as white in 2021, needs greater diversity to address labor shortages.

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How Construction Leaders Can Build A Better Future

Josh Thompson is the founder and leader of Thompson Exterior Services, a construction and building maintenance company.

When used for the greater good, construction has the power to build communities, perpetuate lifelong careers and help those in need. It is evident if you look around that as the world evolves, construction is evolving right alongside it. Construction today is so much different from the industry I entered almost a decade ago. Some of these changes have affected the way things are done in both a positive and negative manner; however, there have been some exceptional changes that have changed the industry for the better. There are a few different zones where I think these innovative changes can best be seen: green construction, increased diversity and community building.

As entrepreneurs and global citizens, it is our responsibility to assure that we are doing the best we can to give back to the environment and our communities. Finding ways where our work can minimize issues like climate change and inclusivity while simultaneously bringing people together will help make the world a better place for future generations.

Green Construction

While people have probably heard about solar panels, there are a ton of new green construction technologies entering the field. From green insulation to electrochromic smart glass to cool roofs, the way we do construction is changing. These technologies are creating ways to build structures without lessening harm to the environment. Many of these technologies not only benefit the environment but also directly benefit people. For example, standard fiberglass insulation contains components that can be harmful to human health; green insulation, on the other hand, is not only made from recycled materials but takes away hazards to our health. Construction companies and their leaders should look into the use of green technology in construction since it can help lead to a more sustainable construction industry.

Increased Diversity

In 2021 87.9% of those in the construction industry identified as white. This statistic will likely change in the near future as the United States labor force becomes more diverse. Especially as labor shortages are seen across multiple industries, construction will have to look past their usual contingency to find more workers. I can say, both based on my personal experience and on research, that diversity can really benefit the industry. You can learn so much from those who work with you, and the varying backgrounds are especially helpful when you need to analyze an issue from a different perspective. Experiences build a person, and each one of my employees has an experience that differs from one another as well as my own.

A Boston Consulting Group (BCG) study found that diversity helps to increase innovation in a company. Diversity coupled with inclusivity, according to a Cloverpop study, can help improve team decisions by 60% and business decisions by 87%. With changes in the makeup of the United States population, construction will need to become more diverse to continue innovations and stay with the times.

There are a few ways that the construction industry and its leaders can continue on the path to increased diversity. The first step is to review company policies and make sure that they do not conflict with the goal of increased diversity. Once the company policies and procedures are in order, there are a few more steps that a company can take. One is to reduce language barriers. This includes offering training in a language that an employee is most comfortable and fluent in. It may also include incorporating more visuals in training to reduce the amount of English needed to understand concepts. Another step that construction leaders can take is to build partnerships with other minority-owned businesses.

Community Building

Construction is a building industry both literally and metaphorically. In construction, we build buildings, but we also build communities that involve much more than just concrete structures. When correctly implemented, there are many ways that construction can positively impact our community.

For example, new roads and frequently maintained buildings can help boost the economy of an area. New construction in an area can mean new jobs. Certain types of construction can also be extremely beneficial to a community and bring or revitalize vital buildings such as schools and hospitals. Construction thus has the potential to help many underserved communities. Leaders should work to ensure that when they take on a job, it is for the benefit of the community.

Although most of the outlined topics are specific to entrepreneurs within the construction industry, many other business owners can implement this three-step plan in order to positively impact their careers as well as the people around them. Always look for green options and alternatives when possible. Surround yourself and your team with diverse people with different backgrounds, and then lastly, remember to always build up the community around you.

Entrepreneurs help pave the way to the future, so it’s important to learn the fundamental tactics and best areas to focus your resources in order to build a better tomorrow.

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Offering training in native languages and partnering with minority-owned businesses can promote diversity and inclusivity in construction.

The construction industry will become more diverse due to labor shortages and a growing recognition of the importance of diversity and inclusion.

How has the gender balance in the construction and maritime industries changed over recent decades?

How has the level of discrimination for female employees in the construction industry changed over recent decades?

A BCG study shows that diverse backgrounds increase innovation and provide different perspectives, demonstrating the benefits of diversity and inclusion initiatives.

A 10% increase in executive racial diversity boosts pre-tax earnings by 0.8%, as diversity enhances innovation and improves financial performance.

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Content: Master the strategy to solve the labor shortage crisis! Talent Resource Development Center of the Ministry of Labor organizes talent development exchange seminar
Reporter Huang Shou-shuang / reporting from Kaohsiung
On the 28th, the Talent Resource Development Center of the Ministry of Labor Development Bureau of Gao Ping Pendong Branch of the Ministry of Labor held a talent development exchange seminar in Yawan Startup Park, Qianzhen District of Kaohsiung City, hoping to help enterprises and workers grasp the industry trend, and reserve competitiveness, and solve the shortage of labor crisis.
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More than 60 professionals and middle and senior management professionals from the manufacturing and education industries attended the seminar, which showed the high importance attached by the industry to these issues.
According to McKinsey ’ s research, racial diversity in the United States is linearly related to better financial performance, and every 10% increase in racial diversity among executives will increase pre-tax earnings by 0.8%, indicating the direct impact of diversity, equality and inclusion (DEI) on improving corporate financial performance. The development of exchange seminars focuses on the practice of diversity, equality and inclusion (DEI), and in a globalized environment, DEI is not only an ethical responsibility, but also directly related to attracting talent and business interests.
At the meeting, Fung Yen-wen, Director of Human Resources Department of KPMI, shared with representatives of enterprises that enterprises should not think too complicated in the process of implementing diversity, equality and inclusion (DEI).
In the conference, we also invited human resources experts who have worked in the field of ESG (Environmental, Social, Governance) for many years, and Huang Zhiyao, CEO of Impact Education Foundation, to give a keynote speech on the theme of DEI ’ s Diversified Future – Global New Wave. He stressed that in the face of the crisis of child reduction and labor shortage, high pay benefits are no longer the only means to recruit talent. It is also the core strategy for attracting and retaining talent.
Li Meizhen pointed out that this seminar helps enterprises and workers to grasp the industry trend and reserve competitiveness. It is hoped that through such activities, the center will continue to promote the diversified and inclusive development of the industry. The new workplace culture will attract more talented people.
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Racial diversity is linked to better financial performance and attracts talent and business interests, highlighting the importance of diversity and inclusion initiatives.

Inclusive development attracts talented people and retains them through diversity and inclusion strategies.

What are governments doing to promote and aid women in construction or maritime industries?

Diversity and inclusion initiatives improve innovation and performance by increasing cultural awareness and employee engagement.

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Content: Global Market for Diversity and Inclusion (D&I) to Reach $24.3 Billion by 2030

In the changed post COVID-19 business landscape, global market for Diversity and Inclusion (D&I) estimated at US$9.4 Billion in the year 2022, is projected to reach a revised size of US$24.3 Billion by 2030, growing at a CAGR of 12.6% over the analysis period 2022-2030.

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New York, July 03, 2023 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Global Diversity and Inclusion (D&I) Industry" - https://www.reportlinker.com/p06219616/?utm_source=GNW
Employee Resource Groups (ERGS), the largest segment in the global market, is projected to record a 12.1% CAGR and reach US$7.0 Billion by the end of the analysis period. ERGs have come back into popularity in recent years as diversity and equity become more and more important in the workplace. Typical ERGs include networks for women, people of color, LGBTQI+, veterans, those with disabilities and young professionals. Groups based on shared goals often focus on volunteering, mentorship or sustainability. Some of the common benefits that ERGs provide include increasing cultural awareness among staff; increase employee engagement and overall job satisfaction; help employers discover employees with great leadership potential; foster better relationships between new and existing employees; provide professional development opportunities; talent attraction and recruitment; cultivate mentoring; provide cross-functional teamwork; and boost innovation. ERGs also educate employees and lead to higher retention rates.

Revenues in the Recruitment segment worldwide is expected to grow at a CAGR of 10.5% over the analysis period. The market in 2022 was estimated at US$1.3 billion and is projected to reach US$3.0 billion by 2030. Recruitment is one of the major steps to address talent shortage as well as the primary point for building diversity and inclusion in the organization. However, recruitment is also one of the major bottlenecks for building a diverse organization as the recruitment is challenged by biases of the recruiter. Many types of biases can affect the recruitment process and defeat organizational goals of building diversity. Group sentiment is affects recruitment process when one of the panel members is inclined or disinclined towards a candidate owing to peer pressure or other factors. When group thinking is affected by bias, then the recruitment process becomes subjective, leading to lower diversity in the organization.

Training & Development services segment worldwide is projected to reach US$5.8 billion by 2030.

On a regional level, the U.S. market for D&I is estimated at $4.3 Billion in 2022 and is forecast to grow at a 13.7% CAGR over the analysis period. The market in Europe is projected to reach US$7.3 billion by the year 2030. Asia-Pacific represents a noteworthy high growth market with the potential to grow at a CAGR of 11.3% over the analysis period.

Select Competitors (Total 152 Featured)
- Cisco Systems, Inc.
- Cornerstone OnDemand, Inc.
- BizLibrary
- Deloitte
- Designing Digitally, Inc.
- Bain & Company, Inc.
- BIS Safety Software
- DeGarmo
- Atrixware
- CABEM Technologies
- Criteria
- Diversio
- Global Diversity Practice
- Axcet HR Solutions
- BCT Partners

Read the full report: https://www.reportlinker.com/p06219616/?utm_source=GNW

I. METHODOLOGY

II. EXECUTIVE SUMMARY

1. MARKET OVERVIEW
Diversity & Inclusion, A Prelude
Diversity & Inclusion in the Workplace: A Fact Check
Humanity?s Struggle With Diversity. Why is it so Hard to
Achieve Equality?
Percentage Share Breakdown of World Population by Race
It Makes Sense to Look for Cultural Survival & Importance in
the Continued Use of Traditional Languages & Dialects: Global
Number of People Speaking Native Languages as of the Year
2023 (In Million)
The World is Truly a Global Village: Breakdown of Ethnic Groups
As a % of Total Population of Select Countries
Prevailing Corporate Sentiments on Diversity & Inclusion (In %)
Labor Globalization is the New Reality
Globalization Triggers Migration of Skilled Labor to Developed
Countries
Attracting & Retaining Globally Mobile Skilled Migrants is the
New Norm: Immigrant Workers as % of Total Labor Force in
Developed Countries for the Years 1980, 1990, 2000, 2010,
2020, and 2023
The Current State of Diversity in the U.S., A Land of Cultural
Diversity
What Does this Mean for Companies? It Means the Dawn of a New
Era of D&I is Upon the Corporate World
D&I Percentage Score (%) of Major Companies: 2023
Reimagining Workforce Planning to Achieve Competitive Advantage
in the Post-COVID-19 Era
Corporate Roles & Opportunities for Diversity & Inclusion is
Increasing by the Day: % Increase in Diversity & Leadership
Roles & Titles on LinkedIn 2015 Vs 2023
It?s Only the Marginalized Who Appreciate the Value of Business
Diversity: % of White People & People of Color Who Believe
Business Diversity Is Not Crucial for Professional Success
How Diversity, Equity, AND Inclusion Has Been Evolving in
Recent Years
Here?s Evidence that Workplace Diversity Attracts Top Talent: %
of Job Seekers Who Consider Diverse Workforce Before Accepting
Job Offers
Want to Increase Profitability Then Its Time to See How Diverse
Your Workforce Is: Revenue Performance of Companies With High &
Low Diversity Scores
Economic Benefits of Diverse Workforce & Inclusive Work
Environment Are Well Acknowledged Facts
Including ALL in the Fold, Here?s What Companies Do Not Know
A Recap of Challenges Plaguing Successful Implementation of D&I
Programs
Symptoms of a Workplace Lacking D&I
Microaggression, the Often Overlooked Yet Critical Symptom of a
Non-Inclusive Work Environment
What Can Companies to Do to Achieve their D&I Goals?
Implement D&I Best Practices in the Workplace
Acknowledging the Fact that Inclusive Leadership Vital to Success
Role of Manager Training & Bias Awareness in Achieving D&I Goals
Identifying & Addressing D&I Challenges
World Brands
Competitive Market Presence - Strong/Active/Niche/Trivial for
Players Worldwide in 2023 (E)
Recent Market Activity

2. FOCUS ON SELECT PLAYERS

3. MARKET TRENDS & DRIVERS
Current State of Diversity & Inclusion (D&I) Worldwide: A Review
Top Diversity, Equity, and Inclusion Trends for 2023 and Beyond
How Diversity and Inclusion Technology Can Bring
Organizational-Level Changes
Diversity Hiring Picks Up as Millennial and Gen Z Job Seekers
Prefer Companies with Workplace Diversity
Global Workforce Composition: % Breakdown of Male Vs Female
Employees as of the Year 2023
Gender Disparity of People in Leadership Role Continues to
Remain: Gender of People in Managerial & CEO Roles in Fortune
500 Companies as of the Year 2023
US Workforce Composition by Generation for Years 2023 & 2026
Racial Discrimination Still Remains Rife in Workplaces
Despite the Fact Diversity is Beneficial for a Company, the
Reality is that Corporate Leaders Remain White & Male:
Representation of Workforce in the U.S. by Role, Gender &
Race as of the Year 2023
US Workforce Composition by Race and Ethnicity: 2023
What is Racial Discrimination?
Racism Remains the Bitter Reality Despite Laws
Slow Progress: Racism Continues to Survive & Thrive
Sexism & Racism: A Tough Combination for Women of Color
Ways to Effectively Deal with Racial Discrimination at Workplaces
Female Empowerment Improves as Evidenced by Increasing Share in
Leadership Roles
Women Representation in Leadership Roles by Industry: 2022
Percentage Share of Women Hired into Leadership by Year: 2016-2022
Top Reasons Why Women Continue to be Under Represented in
Companies & Politics Worldwide
Creating a More LGBTQ Inclusive Workplace?
Composition of LGBTQ Workforce (In %) by Age Group as of the
Year 2023
% of LGBTQ Workforce Who Experience Discrimination in the
Workplace
Important Role of Employee Resource Groups (ERGs) in Achieving
Diversity in the Workplace
Technology Comes to the Aid of D&I Implementation
Technological Interventions Expedite D&I Initiatives
Advanced Technology Covers Diverse Aspects of D&I Initiatives
AI to Gain Strong Adoption to Facilitate DEI
Using AI to Eliminate Biases
Innovator Diversity Key for Sustainable Innovation - But Is the
System There Yet?
Variegated Teams for Fostering Innovation in Organizations
Special Focus on DEI in the US TV & Film Industry
Hollywood is Far from Adequately Representing Minority Groups
Damaging Impact of ?Gone With The Wind? On Hollywood Racism
Black Representation In The U.S Film Industry: A Special Focus
Overcoming Challenges. Here?s How It Can Be Done
Gender Disparity in Hollywood
What Better Indication of Rampant Sexual Objectification of
Women Than This! Salaries of Hollywood Stars by Age and Gender
(In US$ 000s)
Diverse Films Generate More Revenues! It?s a Fact
What are the Solutions to Encourage & Build Diversity, Equity &
Inclusion in the Movie Industry?

4. GLOBAL MARKET PERSPECTIVE
Table 1: World Diversity and Inclusion (D&I) Market Analysis of
Annual Sales in US$ Million for Years 2022 through 2030

Table 2: World Recent Past, Current & Future Analysis for
Diversity and Inclusion (D&I) by Geographic Region - USA,
Canada, Europe, Asia-Pacific and Rest of World Markets -
Independent Analysis of Annual Spending in US$ Million for
Years 2022 through 2030 and % CAGR

Table 3: World 8-Year Perspective for Diversity and Inclusion
(D&I) by Geographic Region - Percentage Breakdown of Value
Spending for USA, Canada, Europe, Asia-Pacific and Rest of
World Markets for Years 2023 & 2030

Table 4: World Recent Past, Current & Future Analysis for
Employee Resource Groups (ERGs) by Geographic Region - USA,
Canada, Europe, Asia-Pacific and Rest of World Markets -
Independent Analysis of Annual Spending in US$ Million for
Years 2022 through 2030 and % CAGR

Table 5: World 8-Year Perspective for Employee Resource Groups
(ERGs) by Geographic Region - Percentage Breakdown of Value
Spending for USA, Canada, Europe, Asia-Pacific and Rest of
World for Years 2023 & 2030

Table 6: World Recent Past, Current & Future Analysis for
External Partnerships by Geographic Region - USA, Canada,
Europe, Asia-Pacific and Rest of World Markets - Independent
Analysis of Annual Spending in US$ Million for Years 2022
through 2030 and % CAGR

Table 7: World 8-Year Perspective for External Partnerships by
Geographic Region - Percentage Breakdown of Value Spending for
USA, Canada, Europe, Asia-Pacific and Rest of World for Years
2023 & 2030

Table 8: World Recent Past, Current & Future Analysis for
Training & Development by Geographic Region - USA, Canada,
Europe, Asia-Pacific and Rest of World Markets - Independent
Analysis of Annual Spending in US$ Million for Years 2022
through 2030 and % CAGR

Table 9: World 8-Year Perspective for Training & Development by
Geographic Region - Percentage Breakdown of Value Spending for
USA, Canada, Europe, Asia-Pacific and Rest of World for Years
2023 & 2030

Table 10: World Recent Past, Current & Future Analysis for
Recruitment by Geographic Region - USA, Canada, Europe,
Asia-Pacific and Rest of World Markets - Independent Analysis
of Annual Spending in US$ Million for Years 2022 through 2030
and % CAGR

Table 11: World 8-Year Perspective for Recruitment by
Geographic Region - Percentage Breakdown of Value Spending for
USA, Canada, Europe, Asia-Pacific and Rest of World for Years
2023 & 2030

Table 12: World Recent Past, Current & Future Analysis for
Other Segments by Geographic Region - USA, Canada, Europe,
Asia-Pacific and Rest of World Markets - Independent Analysis
of Annual Spending in US$ Million for Years 2022 through 2030
and % CAGR

Table 13: World 8-Year Perspective for Other Segments by
Geographic Region - Percentage Breakdown of Value Spending for
USA, Canada, Europe, Asia-Pacific and Rest of World for Years
2023 & 2030

III. MARKET ANALYSIS

UNITED STATES
Diversity and Inclusion (D&I) Market Presence - Strong/Active/
Niche/Trivial - Key Competitors in the United States for 2023
(E)
Table 14: USA Recent Past, Current & Future Analysis for
Diversity and Inclusion (D&I) by Segment - Employee Resource
Groups (ERGs), External Partnerships, Training & Development,
Recruitment and Other Segments - Independent Analysis of Annual
Spending in US$ Million for the Years 2022 through 2030 and %
CAGR

Table 15: USA 8-Year Perspective for Diversity and Inclusion
(D&I) by Segment - Percentage Breakdown of Value Spending for
Employee Resource Groups (ERGs), External Partnerships,
Training & Development, Recruitment and Other Segments for the
Years 2023 & 2030

CANADA
Table 16: Canada Recent Past, Current & Future Analysis for
Diversity and Inclusion (D&I) by Segment - Employee Resource
Groups (ERGs), External Partnerships, Training & Development,
Recruitment and Other Segments - Independent Analysis of Annual
Spending in US$ Million for the Years 2022 through 2030 and %
CAGR

Table 17: Canada 8-Year Perspective for Diversity and Inclusion
(D&I) by Segment - Percentage Breakdown of Value Spending for
Employee Resource Groups (ERGs), External Partnerships,
Training & Development, Recruitment and Other Segments for the
Years 2023 & 2030

EUROPE
Diversity and Inclusion (D&I) Market Presence - Strong/Active/
Niche/Trivial - Key Competitors in Europe for 2023 (E)
Table 18: Europe Recent Past, Current & Future Analysis for
Diversity and Inclusion (D&I) by Geographic Region - France,
Germany, Italy, UK and Rest of Europe Markets - Independent
Analysis of Annual Spending in US$ Million for Years 2022
through 2030 and % CAGR

Table 19: Europe 8-Year Perspective for Diversity and Inclusion
(D&I) by Geographic Region - Percentage Breakdown of Value
Spending for France, Germany, Italy, UK and Rest of Europe
Markets for Years 2023 & 2030

Table 20: Europe Recent Past, Current & Future Analysis for
Diversity and Inclusion (D&I) by Segment - Employee Resource
Groups (ERGs), External Partnerships, Training & Development,
Recruitment and Other Segments - Independent Analysis of Annual
Spending in US$ Million for the Years 2022 through 2030 and %
CAGR

Table 21: Europe 8-Year Perspective for Diversity and Inclusion
(D&I) by Segment - Percentage Breakdown of Value Spending for
Employee Resource Groups (ERGs), External Partnerships,
Training & Development, Recruitment and Other Segments for the
Years 2023 & 2030

FRANCE
Table 22: France Recent Past, Current & Future Analysis for
Diversity and Inclusion (D&I) by Segment - Employee Resource
Groups (ERGs), External Partnerships, Training & Development,
Recruitment and Other Segments - Independent Analysis of Annual
Spending in US$ Million for the Years 2022 through 2030 and %
CAGR

Table 23: France 8-Year Perspective for Diversity and Inclusion
(D&I) by Segment - Percentage Breakdown of Value Spending for
Employee Resource Groups (ERGs), External Partnerships,
Training & Development, Recruitment and Other Segments for the
Years 2023 & 2030

GERMANY
Table 24: Germany Recent Past, Current & Future Analysis for
Diversity and Inclusion (D&I) by Segment - Employee Resource
Groups (ERGs), External Partnerships, Training & Development,
Recruitment and Other Segments - Independent Analysis of Annual
Spending in US$ Million for the Years 2022 through 2030 and %
CAGR

Table 25: Germany 8-Year Perspective for Diversity and
Inclusion (D&I) by Segment - Percentage Breakdown of Value
Spending for Employee Resource Groups (ERGs), External
Partnerships, Training & Development, Recruitment and Other
Segments for the Years 2023 & 2030

ITALY
Table 26: Italy Recent Past, Current & Future Analysis for
Diversity and Inclusion (D&I) by Segment - Employee Resource
Groups (ERGs), External Partnerships, Training & Development,
Recruitment and Other Segments - Independent Analysis of Annual
Spending in US$ Million for the Years 2022 through 2030 and %
CAGR

Table 27: Italy 8-Year Perspective for Diversity and Inclusion
(D&I) by Segment - Percentage Breakdown of Value Spending for
Employee Resource Groups (ERGs), External Partnerships,
Training & Development, Recruitment and Other Segments for the
Years 2023 & 2030

UNITED KINGDOM
Table 28: UK Recent Past, Current & Future Analysis for
Diversity and Inclusion (D&I) by Segment - Employee Resource
Groups (ERGs), External Partnerships, Training & Development,
Recruitment and Other Segments - Independent Analysis of Annual
Spending in US$ Million for the Years 2022 through 2030 and %
CAGR

Table 29: UK 8-Year Perspective for Diversity and Inclusion
(D&I) by Segment - Percentage Breakdown of Value Spending for
Employee Resource Groups (ERGs), External Partnerships,
Training & Development, Recruitment and Other Segments for the
Years 2023 & 2030

REST OF EUROPE
Table 30: Rest of Europe Recent Past, Current & Future Analysis
for Diversity and Inclusion (D&I) by Segment - Employee
Resource Groups (ERGs), External Partnerships, Training &
Development, Recruitment and Other Segments - Independent
Analysis of Annual Spending in US$ Million for the Years 2022
through 2030 and % CAGR

Table 31: Rest of Europe 8-Year Perspective for Diversity and
Inclusion (D&I) by Segment - Percentage Breakdown of Value
Spending for Employee Resource Groups (ERGs), External
Partnerships, Training & Development, Recruitment and Other
Segments for the Years 2023 & 2030

ASIA-PACIFIC
Diversity and Inclusion (D&I) Market Presence - Strong/Active/
Niche/Trivial - Key Competitors in Asia-Pacific for 2023 (E)
Table 32: Asia-Pacific Recent Past, Current & Future Analysis
for Diversity and Inclusion (D&I) by Segment - Employee
Resource Groups (ERGs), External Partnerships, Training &
Development, Recruitment and Other Segments - Independent
Analysis of Annual Spending in US$ Million for the Years 2022
through 2030 and % CAGR

Table 33: Asia-Pacific 8-Year Perspective for Diversity and
Inclusion (D&I) by Segment - Percentage Breakdown of Value
Spending for Employee Resource Groups (ERGs), External
Partnerships, Training & Development, Recruitment and Other
Segments for the Years 2023 & 2030

REST OF WORLD
Table 34: Rest of World Recent Past, Current & Future Analysis
for Diversity and Inclusion (D&I) by Segment - Employee
Resource Groups (ERGs), External Partnerships, Training &
Development, Recruitment and Other Segments - Independent
Analysis of Annual Spending in US$ Million for the Years 2022
through 2030 and % CAGR

Table 35: Rest of World 8-Year Perspective for Diversity and
Inclusion (D&I) by Segment - Percentage Breakdown of Value
Spending for Employee Resource Groups (ERGs), External
Partnerships, Training & Development, Recruitment and Other
Segments for the Years 2023 & 2030

IV. COMPETITION
Read the full report: https://www.reportlinker.com/p06219616/?utm_source=GNW

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ReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.

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The US and Asia-Pacific D&I markets are expected to grow at 13.7% and 11.3% CAGR, respectively, by 2030.

Diverse workforce increases revenue and profitability, making inclusive leadership vital to achieving D&I goals.

The construction industry averages -0.1% yearly growth and has low diversity, with only 12% women, necessitating diversity and inclusion initiatives.

Title:

Content: The current tagline being used by Australian Contractors Association (ACA), is “Disrupt or Die”.

This is based on a report produced by BIS Oxford Economics (now Oxford Economics Australia), that continue to show the performance in the industry is lower than it was in 1990, or an average growth of -.1 % year on year since then.  It is an industry that is “stuck in the past” and that the industry has failed to innovate according to Disrupt or Die report.

The report highlights that the diversity continues to be low and the percentage of women in the industry is at 12%.  Additionally, men’s suicide rate continues to be high (6 times more likely to die by suicide than an incident).  Also, according to Workplace Gender Equality Agency the pay disparity between men and women is 13.3%, and much higher at more senior levels.

The culture of the industry is clearly not serving anyone.  We are all losing.

Research shows that a fundamental ingredient for a healthy culture is inclusion.  However, to create an inclusive culture in construction obviously won’t happen overnight, as it takes time and considerable effort to drive human behavioural change.   That said, we must start somewhere.  Anywhere!  But the key is to start now.  Thus, the strong current industry sentiment – Disrupt or Die.

Extensive research has shown that from an organisational perspective, companies that embrace diversity and inclusion in all aspects of their business statistically outperform their peers.  At a time of economic struggle this may mean the difference between keeping the business open…or not.  Disrupt or Die.

From a purely economic point of view, improvements to the industry’s productivity performance could save Australia $47 BILLION annually.

We MUST change the culture.  Disrupt!!!

Inclusive Culture

How to disrupt and create a more inclusive culture?

Firstly, there are many different definitions for “inclusive culture” but for simplistic sake for this article, an inclusive workplace culture is one that is supportive of and respectful towards all employees of all backgrounds.

Further, this means a culture which every colleague feels a sense of belonging and connection.  Where people are valued for who they authentically are, and for their unique contribution and the difference they make.  They are listened to.  Seen.  Heard.  And their views are acted on.  Additionally, where people are treated with the same level of respect through the language and behaviours not just through a company policy or values statement.

“inclusion is intentional.  It is about identifying and removing barriers so that everyone can participate to the best of their ability.”

To create a workplace culture where individuals feel safe to be their authentic selves, a level of psychological safety must be created.  This means creating a space where people feel safe to speak up, are not shut down when expressing ideas, and are supported to show up authentically.  This takes time and effort and will not happen on its own.

Language and Behaviours

Two key ingredients to building an inclusive culture are our language and behaviours.

Behaviours

Data has shown that three key leadership behaviours can help drive inclusion include:

  • Openness – open to understand others that are different to them, which helps create a safe environment for people to speak up.
  • Curiosity – being openly curious about learning more from and about your teammates, and proactively seek out different perspectives to your own.
  • Humility – appreciating other people’s strengths and giving credit where it’s due.

It is vital to try to understand from the other persons perspective (perspective taking).  The only way to do that is to ask them …do not assume you know, because you don’t.  Only each of us understand our own perspective based on our experiences, culture, and upbringing.

Perspective taking example:  Ask someone, “I would be interested to know how that made you feel when (example of when a team member experienced something that was not inclusive), to help me understand how to change my own language and behaviours.  Lean in to understand and then evaluate if something needs to be changed.

Language

We have all grown up in different households and cultures and use different words to express ourselves, which makes it challenging to know or understand if you used language that was offensive to others.  Err on the side that your language could be offensive to others.  Lean in to understand when someone highlights this.

Here are a couple of examples from this week that are simple but could be easily missed if  you don’t look at it from a different perspective, or if the person/s offended don’t feel safe to speak up.

Perspective taking example:

(posted on LinkedIn)

Post:  “FFS…really?!”

Using language that makes people feel included is fundamental.  When purchasing items in your supply chain – think before you buy!  Is it inclusive?  If not – ask that they supply products that are.  Just by asking the question and then disrupting the thought process is the start of the journey.  Ask the team to identify things in your supply chain that are not inclusive to help the perspective taking.  Disrupt.

Another example:

(Email received)

“The kitchen guy just came to do some final measurements.  Walked past one of our painters on the way in.  Says to the husband, “so you hired the painters”.  The husband looks at him confused and he says, “young good-looking female” (followed with a wink and a nod).  Wife was now very angry.  The husband doesn’t want to rock the boat with the builder so stays quiet, which further infuriates the wife. She too stays quiet as her husband doesn’t like conflict so in respect to him, said nothing.  However, after the builder leaves, the husband and wife are at odds of how to handle the situation, which has now impacted their wellbeing (are angry) and their relationship (who should have spoken up).  They are now unsure if they want that builder in their house at all.  The supply chain is hot so should they now look for someone more respectful?  Or do they address the language used with the builder?

It’s challenging when the wrong language and behaviours are used in how to address the situation.  We need to include in our culture how to address such situations in a safe and inclusive way.  Perhaps in this case, just getting curious and asking the builder in a non-defensive way, “we’re curious to understand if you know how offensive that language and behaviour is that you just used?”.  Given that the construction industry culture lives in the past, he might have never been told!  Help him!  Disrupt!

Many times, we don’t want to call out the behaviour or language because we don’t want to be seen as going against our mates. If we call it out, we often believe we will, or do get ostracised as for calling out for changes.  All of this impacts the performance of everyone involved.

To disrupt the culture is challenging but by no means insurmountable.  Yes, it takes time and effort, but is in our control to change it!  It takes perspective taking from others and building a safe place to speak up.  The upsides to disrupting and building a culture that is more inclusive is one that outperforms, creates a space for us to be more authentic, more respectful, and is more attractive to work in for everyone.

Be a disrupter!

Lean into creating a safer and more inclusive culture.

The industry needs us all to help build a better future.

Embracing diversity and inclusion can save Australia $47 billion annually by improving industry productivity.

Creating an inclusive culture requires time, effort, and key leadership behaviors like openness, curiosity, and humility.

Women are underrepresented in construction, but government initiatives and vocational training can support their participation.

What are governments doing to promote and aid women in construction or maritime industries?

educational programs
inclusive policies
vocational training

Empowering women in construction supports diversity and inclusion, bringing valuable contributions to the industry.

How has the gender balance in the construction and maritime industries changed over recent decades?

What are governments doing to promote and aid women in construction or maritime industries?

What positive experiences are highlighted in the personal stories of successful women in construction and maritime industries, especially of female crane operators?

Inclusive policies can promote gender equality and advance sustainable development.

What are governments doing to promote and aid women in construction or maritime industries?

Diversity and inclusion initiatives lead to more innovative solutions and increased consumer reach.

Title:

Content: Breeding Innovation: How Broadband Can Help Diversify the Workforce

A broadband industry full of technicians from diverse backgrounds can become a future broadband industry with diverse leadership.

Closing the digital divide has never been more within our reach. Armed with a historic $65 billion in federal funding and over $86 billion in private investment since 2021, the broadband industry is driving toward the national goal of universal access and affordability by 2030. Once every corner of the country is connected to modern communication networks' economic, educational, medical, and social benefits, we could see a new renaissance of innovative thought and societal contribution. Imagine all the problems we could solve!

But first, the broadband industry needs more workers.

To meet the rising demand for installation and repair, the Brookings Institution expects companies will need to create and fill 12,000 new roles in addition to the 36,000 existing positions they will need to expand. While low unemployment rates and stagnant wages suggest a worker shortage, one study by the U.S. Bureau of Labor Statistics found major underrepresentation of women and people of color in the broadband industry: Only 4.5% of 155,000 telecommunications/radio equipment installers were women; 10.5% were Black.

What better opportunity to diversify the broadband workforce and pave the way for greater innovation, representation, and inclusive decision-making to create more solutions that positively impact more people?

Understand the Benefits and Spread the Word

The best first step to diversifying the broadband workforce is for leaders and hiring managers to understand why diversity and inclusion are in everyone's best interests. Diverse perspectives in a conversation lead to more innovative solutions for more problems that consider different groups of people. Diverse decision-making on a product or engineering team, for example, could result in the launch of new products or services that broaden a company's reach to more consumers. Inclusion also keeps workers on a team.

Diversity of thought in decision-making can be a competitive advantage, but according to McKinsey research, the winners reaping the most benefits from diversity and inclusion initiatives are the companies that push for bold action and systematic, business-led approaches. The best-ranked organizations in gender diversity at the executive level were four times more likely to earn greater profits than those at the bottom of that list. The worst-ranked organizations in gender and ethnic diversity were 27% more likely to earn fewer profits than all other groups.

When company leadership acknowledges and embraces the benefits of diversity, it becomes easier to spread that through the team. On my path to becoming a female CEO in a male-dominated industry, I started to pay much more attention to the inclusion of women. I kept track of their development and observed their distinct approaches to being women in a technical field. This awareness in leadership across more diverse groups can result in policies that recruit and retain a more diverse workforce and demonstrate leadership's willingness to drive diversity through action.

Ensuring Inclusion

Broadband companies should review their company policies and find opportunities for greater inclusion. Include employees from diverse backgrounds at all stages of recruitment and hiring and develop mechanisms to evaluate diversity in those processes. Look for language in the job description that might imply potential biases toward or against a certain group of people and adjust it to be more general.

Attend job fairs and conferences that focus on underrepresented communities. Partner with educational institutions or diversity-focused organizations to recruit from a broad range of communities and age groups. We have worked with several companies that recruit workers from among landscapers, carpenters, and other skilled craftspeople who work well with their hands and often make great broadband technicians.

Once we hire for diversity, then we need to demonstrate our commitment to providing a safe environment that supports and nourishes it. Establish spaces and platforms for conversation around diversity so employees can connect, share experiences, and shape a more inclusive workplace. Encourage employees to develop diversity initiatives or networking opportunities and bring them to the table to propose for implementation. Make diversity a part of the team effort and empower employees to bring their full, authentic selves to work.

Educate and Train

One eligible use of the $42.5 billion in the Broadband Equity, Access, Training and Deployment (BEAD) initiative is training and workforce development, making diversifying easier. Unlike other career paths that require years of expensive education, broadband jobs need people who know practical skills they can easily develop through hands-on training. We can draw employees from a much larger talent pool by creating a pathway to gain the skills and experience required for their role.

Make employees aware of training and career development opportunities and actively encourage workers from diverse groups to apply. At our company, we developed Clearfield College — a three-part program of self-learning, instructor-led courses, and hands-on work that team members can complete at their own pace. We ensure we have diverse trainers so everyone can see themselves represented. One of our best instructors is a woman. Having both her and myself as a face representing the company allows more women from diverse backgrounds to envision themselves rising to success in a male-dominated field.

Broadband companies can seek partnerships with public institutions, schools, colleges, and vocational programs. Offer internships, apprenticeships, and mentorship programs as alternative pathways to career development. I'm a member of the Fiber Broadband Association's Women in Fiber committee, which has a program that connects women new to the industry with mentors in fiber leadership. These connections provide valuable learning experiences to mentees and prepare them for potential leadership opportunities in the mentor's company.

At the end of the day, the ways we best go about diversifying the broadband workforce are no different from diversifying the workforce in general. The difference is the result. A broadband industry full of technicians from diverse backgrounds can become a future broadband industry with diverse leadership. The work we do now to embrace diversity as an advantage can encourage technological and communications advancements that solve more of the world's problems. Diversity in broadband is how we breed innovation.

The Newsweek Expert Forum is an invitation-only network of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience.
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Inclusive companies earn greater profits, demonstrating the financial benefits of diversity and inclusion initiatives.

Leadership awareness promotes diversity and inclusion by reducing biases and attracting underrepresented groups through diverse hiring processes.

In Cuyahoga County, minority- and women-owned businesses received only 4.6% of primary construction contracts, totaling $51.5 million of $1.1 billion spent.

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Calls for equity in construction is about more than addressing discrimination

Dominic Ozanne, president and CEO of Ozanne Construction Co., doesn’t mince words when relaying the origins of his Black-owned family business. When Ozanne’s father Leroy incorporated the company in 1956, he surmounted police-enforced segregation by harnessing a southern Louisiana upbringing where quitting was never an option.

“Dad was out bidding work and getting performance bonds,” said Ozanne. “He overcame all of that with determination and skill and a southerner’s attitude.”

Today, opportunities for minority contractors are out there, though not at the level that some observers hope for. A Cuyahoga County-led disparity study found gaps between the number of local minority- and women-owned shops and the contracts awarded to them. Among other findings, the 2020 report revealed that only 4.6% of primary construction contracts – or about $51.5 million of $1.1 billion in total spend - were given to minority- or women-run businesses.

In 2021, former county executive Armond Budish issued four executive orders intended to address disparities, including expansion of a small business enterprise program that reserves bids for underserved companies. The orders aligned with contracting-related recommendations from the Citizens’ Advisory Council on Equity, created in 2020 when Cuyahoga County declared racism a public health crisis.

Any gains from this effort did not prevent demonstrators from protesting the lack of Black contractors as key partners in the construction of the new Sherwin-Williams downtown headquarters.

Yet, Cleveland minority entrepreneurs maintain that the environment for their fellow builders is more complex than an all-encompassing word like “discrimination” can convey. Ozanne Construction, a multi-disciplinary firm that does business throughout the Midwest and southern U.S., is among the 31 minority-owned companies engaged in development of Sherwin-Williams’ new R&D Center in Brecksville. The paint and coating manufacturer is collaborating with another 37 minority businesses on its $600 million global HQ. An additional 13 firms are involved as “non-construction project partners” on both the headquarters and R&D projects, Sherwin-Williams spokesperson Julie Young said i
n an email.

Despite demonstrations to the contrary, Dominic Ozanne believes Sherwin-Williams and other Cleveland corporations are making an honest effort to bridge the opportunity gap. Issues arise when corporations treat minority contractors as commodities rather than trying to build a more substantive connection. This largely “transactional” atmosphere is compounded by an unfriendly payment cycle that makes growth difficult for new entrepreneurs, said Ozanne.

“Construction is already challenging, then you want smaller firms to wait 45 days before they get paid,” Ozanne said. “Owners can put a ten-day payment cycle in place so smaller firms don’t have to carry payroll and cost of materials. That’s a huge obstacle.”

The work is out there

Over his long career in the industry, Adrian Maldonado has been in rooms where people grumbled about equity in construction projects. However, most malcontents Maldonado meets are not decision-makers - this latter group has been much more receptive in taking inclusion seriously, he said.

Maldonado’s company, Adrian Maldonado & Associates, has contributed to notable developments including the MetroHealth campus transformation and the forthcoming Fairfax Market in Cleveland’s Innovation District. The firm, which provides staffing and management support, has also enjoyed relationships with local industry leaders such as Turner Construction and Gilbane Building Co.

A mentor-protégé agreement with Turner sees the builder giving the ten-person firm vital developmental assistance. Outcomes of this association include revenue growth from $300,000 in 2020 to a projected $1.15 million this year.

“If you don’t have these kind of relationships, it’s real tough,” said Maldonado, who is Hispanic. “But just because people give you the opportunity, that doesn’t mean you’re set. You still have to perform.”

The landscape for small minority businesses can be bleak without outreach, added Maldonado. To that end, the Berea-based entrepreneur urged fellow owners to constantly make phone calls about project availability. He also suggested completing contract preregistrations for jobs that seem out of reach. Preregistrations can be essential in teaching inexperienced entrepreneurs about taxes, insurance premiums and other next-level facets of the industry, he said.

Maldonado is chairman of the Contractors Assistance Association, a group that directs minority contractors to projects, industry events and other community resources. Intentionality around inclusivity means there is work to be had for smaller companies like his, he said.

“It’s part of the DNA (for big builders),” said Maldonado. “They know if there’s going to be a goal (around equity) when bidding for government work. They know who’s out there and who can perform.”

Considering an equitable future

Getting more minorities involved with construction should be an industry goal in the years ahead, said Dominic Ozanne. According to the Bureau of Labor Statistics, nearly 90% of the construction workforce in the U.S. is white and male. As of 2019, Cleveland’s construction workforce was 79.7% white, 12% Black, 4.6% Hispanic, and 3.6% Native American, Asian and Pacific Islander, per a report on Greater Cleveland’s construction workforce from the W.E. Upjohn Institute for Employment Research.

Youth sports is one possible pathway to improvement, due to that demographic’s physical ability and propensity for hard work, Ozanne said. Since 2020, Ozanne Construction has also brought in minority enterprises for nearly a dozen jobs – among them I PROMISE Housing in Akron and the Cleveland Play House demolition in Midtown.

“We’ve worked with just about everyone out there on multiple projects,” said Ozanne. “We try to lead in a positive manner, and try to help Black, Hispanic and female firms at every opportunity.”

David Wondolowski is among those “hyper-focused” on building a better Cleveland with marginalized businesses on board, he said. Wondolowski is executive secretary of the Cleveland Building & Construction Trades Council, an umbrella organization for the 29 local unions working in the Greater Cleveland area.

Wondolowski has a straightforward view on the need for diverse construction talent in Northeast Ohio.

“We are at a point and time where we have a shortage of workers,” Wondolowski said. “We don’t have the luxury of excluding anyone.”

While most local companies are well-intentioned in balancing the diversity scales, Wondolowski would prefer more effort around minority access to capital as well as the technical upskilling needed to run a business.

Wondolowski recently helped launch the Minority Contractor Capital Access Program aimed at underrepresented Summit County-based construction startups. Each MCCAP member must be at least 51% owned by women, veterans, people with disabilities, members of the LBGTQ+ community or racial or cultural minorities.

Participants receive technical assistance along with training around bidding and government contracting. Cleveland would be wise to use the Summit County program as a template, considering the wealth of work coming online, said Wondolowski.

“There’s a lot of good things happening and projects being discussed,” Wondolowski said. “We can’t miss the chance to bring more people into the workforce and help develop the contractors of tomorrow.”

From an economic standpoint, Cleveland has no choice but to tap into the skill and ability proliferating locally, noted Adrian Maldonado, the Berea construction entrepreneur.

“I’m a small business contributing well over $400,000 in payroll a year, and focused on creating jobs for people of color,” said Maldonado. “I’d like to have a diverse workforce so I’m more appealing to those big companies, because they’re looking to diversify and meet their own targets and goals.”

Douglas J. Guth is a freelance journalist based in Cleveland Heights. His focus is on business, with bylines in publications including Crain's Cleveland Business and Middle Market Growth.

Cleveland's construction workforce is predominantly white and male, comprising 79.7% white, 12% Black, 4.6% Hispanic, and 3.6% other minorities.

Diversity and inclusion initiatives can improve the construction industry's performance and innovation, and help address its workforce shortage.

Construction Inclusion Week promotes diversity and equity in the construction industry by offering educational resources.

Title:

Content: There were 1,669 press releases posted in the last 24 hours and 401,839 in the last 365 days.

CONSTRUCTION INCLUSION WEEK 2024: AMPLIFYING BELONGING IN THE BUILT ENVIRONMENT

We invite the entire construction community to join us in this important awareness initiative by registering to participate or becoming a sponsor.”
— Ray Sedey, Chair of Construction Inclusion Week 2024
UNITED STATES, April 18, 2024 /EINPresswire.com/ -- As Construction Inclusion Week enters its fourth year, the organization proudly announces that registration and sponsorship opportunities for the 2024 effort, scheduled for October 14-18, are open. Construction Inclusion Week aims to unite the construction industry to advocate, amplify, and celebrate diversity, equity, and inclusion (DEI).

Last year, Construction Inclusion Week saw more than 5,000 active registrations and engagements in the effort, demonstrating the industry’s readiness to embrace change and foster a more inclusive environment. Construction Inclusion Week 2024 seeks to build upon the momentum built over the past three years to offer an industry-wide platform to celebrate unity, belonging, and inclusion. The initiative aims to cultivate a construction industry that celebrates diverse perspectives and skills and makes equitable opportunities available for all.

Construction Inclusion Week was launched in 2020 to harnesses the collective energy throughout all facets of the construction industry, including general contractors, specialty contractors, subcontractors, suppliers, architects, engineers, owners, technology firms, and other service providers to advocate, amplify, and celebrate the diversity within our industry. Construction Inclusion Week provides a focused opportunity to showcase industry strides related to DEI and offers educational resources to drive continued improvement, not only for one week but 24/7/365.

Sponsorship Opportunities for 2024: In 2024, Construction Inclusion Week provides opportunities for firms to demonstrate their commitment to belonging and inclusion in the construction industry through sponsorships:

· Ambassador Sponsorship ($5,000): Offers high-level recognition across collateral materials .
· Supporter Sponsorship ($1,500): Provides visibility across campaign materials.

Free Registration and Educational Content: Participation in Construction Inclusion Week remains free, with firms and individuals receiving access to valuable tools and curriculum content. The 2024 pre-planning guide is available , including access to resources such as the DEI maturity model, planning calendar, and swag store. Full curriculum content will be available over the summer, focusing on daily themes such as Commitment & Accountability, Belonging, Supplier Diversity, Workplace Culture, and Community Engagement.

Join the Movement: “The momentum we’ve built over the past three years is remarkable, but there is still much more work to do,” says Ray Sedey, Chair of Construction Inclusion Week 2024 and Chairman and CEO of McCarthy Building Companies. Inc. “As we enter our fourth year, the need for collective action and continued commitment to integrating DEI in the industry is more critical than ever. We invite the entire construction community to join us in this important awareness initiative by registering to participate or becoming a sponsor.”

How to Participate: For registration details and to explore sponsorship opportunities, please visit www.constructioninclusionweek.com.

###

About Construction Inclusion Week: Construction Inclusion Week, a 501c(6) entity, is organized by leading construction firms, including McCarthy Building Companies, Inc., Turner Construction Company, Clark Construction Group, Smoot DC, Gilbane Building Company, DPR Construction, and Mortenson. Construction Inclusion Week is a designed to highlight the importance of diversity, equity, and inclusion within the construction industry. It serves as a call to action for all industry stakeholders to reflect on progress, embrace diversity, and take steps toward a more inclusive future.

Asheya Warren
PRAXIS
+1 972-755-5330
awarren@praxis-psm.com

What are governments doing to promote and aid women in construction or maritime industries?

Construction Inclusion Week offers free access to educational resources and valuable tools to promote diversity and inclusion initiatives.

What are governments doing to promote and aid women in construction or maritime industries?

Diversity initiatives improve innovation and performance, as seen in Wales & West Utilities' award-winning equality, diversity, and inclusion initiative.

Title:

Content: Wales & West Utilities has been given an award for diversity and inclusion.

The CIPD Wales Awards crowned the gas emergency and pipeline service as the Best Equality, Diversity, and Inclusion Initiative within the private sector this year.

The award recognised the organisation's efforts in pushing innovative HR practices and creating an inclusive working space by mitigating inequalities, overcoming resistance, breaking down barriers and bias, and fostering change.

Head of people & engagement at Wales & West Utilities, Bethan Jones said: "We are delighted to be recognised by our professional body for our continued drive to address important issues that build a sustainable commitment to fostering diversity, promoting inclusion, and creating an equitable working environment.

"Our values underpin everything we do, and we strive to create a working environment that supports and fosters diversity, inclusion, and equity."

Lesley Richards, head of the CIPD in Wales, said: "HR and people development directly influences the successful operation of every business and are integral to championing employee progress and retaining talent.

"All of our winners, those highly commended and finalists have proven that are excellent examples of the difference that HR and people practices can make."

The CIPD in Wales, the professional body for HR and people development, held the awards at Cardiff City Stadium and honoured more than 80 finalists across nine categories.

In December, Wales & West Utilities was recognised by Utility Week with its newly introduced Skills and Diversity Award.

The company services 7.5m people across Wales and the south west of England.

Inclusive working spaces and diversity initiatives foster equity and mitigate inequalities in the workplace.

What are governments doing to promote and aid women in construction or maritime industries?

HR practices influence business operations and talent retention, and are recognized for excellence in diversity and inclusion initiatives.

Diverse teams drive innovation and business performance, leading to better financial results and growth in the construction industry.

Inclusive work teams have 25

Inclusive work teams have 25

Inclusive work teams have 25