The construction and maritime industries, traditionally male-dominated, are seeing more women excel in roles like crane operation.

Women bring skills like empathy, benefiting construction teams.

The construction industry is becoming more balanced in terms of men and women.

Women comprise only 4% of skilled construction trades, but organizations like Chicago Women in Trades aim to increase industry equity.

Female construction apprentices nearly doubled from 2016 to 2019, led by Latinas.

Companies are implementing training programs, career pathways, and competitive compensation to attract and retain female talent.

Mentorship and development programs support the careers of female crane operators.

Women in male-dominated industries face psychological barriers, but companies can help by providing support and promoting equality.

The maritime industry is promoting diversity and inclusion through initiatives like the Maritime Employee Survey and International Day for Women in Maritime.

Women comprise only 12% of the construction industry workforce.

Diversity and inclusion are key to job retention for Gen Z and Millennials, prompting industry leaders to expand successful initiatives.

Companies that embrace diversity tend to outperform their peers and see increased business performance.

Regular feedback and fair practices are key to a successful company culture and diversity initiatives.

Language and behaviors are crucial for building an inclusive culture where individuals feel psychologically safe to be themselves.

The global seafarer workforce, currently 1.2% women, can address crewing shortages with greater inclusion, having already seen a 45.8% increase in women seafarers since 2015.

The construction and maritime industries are making progress towards diversity and inclusion, but still have work to do to address the underrepresentation of women.

The construction and maritime industries, traditionally male-dominated, are seeing more women excel in roles like crane operation.

Title:

Content: Horror movie! Girl opens a crane and becomes a KOL to go to work. She is burned in a smelter furnace explosion.
Author: Leonard
Published: Updated:
A few days ago in Indonesia, a smelter explosion accident occurred, a furnace suddenly exploded in the factory, the fire broke out, and the crane girl at the scene, Nirwana Selle, confirmed that she was buried in the sea of fire.
Online spread the scene of the horror film, because the female network red was working at night, the crane was affected by the fire after the explosion, and Red Nivana was trapped in the driver's seat and could not escape, and the people at the scene were scared to say that she would be burned to death.
Police confirmed that in addition to Nivana, another worker died and are investigating the cause of the accident.
Nivana's mother was heartbroken when interviewed, saying that her daughter was a hardworking person, and that she had left her hometown to earn money to support her family after graduating from high school, and many netizens went to her social platform to mourn.
Nirwanaaa often shares daily cranes on social platforms. (Image from “nirwanaaa _ 55 ” IG)
Nivana works as a crane operator, and often shares her daily work on IG, which makes her popular with netizens.
The scene of the incident was streamed on the Internet, and the footage was believed to be that of Nivana trapped in the crane driving room. The cab fire was fierce and the smoke was blazing, and the picture was so frightening that someone said that people in the cab would be burned to death.
Due to the high position of the crane operated by Nivana, it was difficult to evacuate at once, and the workers were unable to help.
Nirwanaaa works as a crane operator and often shares her daily work on IG. (Image from “nirwanaaa _ 55 ” IG)
+ 6
Police have confirmed that two workers died in the accident, including Nivana.
Police said that the fire was caused by one of the smelters inside the smelter explosion, the fire spread rapidly, and Nivana's crane was near the accident site, and she and another person were trapped in the fire.
The fire was extinguished in the morning, and Nivana, trapped in the crane driver's seat, was found lifeless.
The cause of the accident is being investigated.
Images can be disturbing:
+ 5
Nivana ’ s mother revealed that her daughter wanted to leave her hometown to work after graduating from high school, she moved out of the country for 1 year before waiting for the opportunity to be hired in the smelter to open a crane, when the initial salary is not known, so far has worked for 15 months.
She said that Nivana worked hard, rarely came home, and worked hard to make money for her family.
(Integrated)

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?

appoint women to traditionally male roles

Women bring skills like empathy, benefiting construction teams.

Title:

Content: Hong Kong Wen
Ephesians 2
Female flag bearer of Sports Park: Construction industry is no longer a male monopoly
[Ming Pao News] Kai Tak Sports Park, which is expected to be completed by the end of the year, completed the installation of 27,000 triangular panels on the outer wall last month, and the whole project was completed about 85%, entering the final construction stage.
In the past, society thought that engineering was male-dominated work. The situation has improved greatly in the past 10 years. Today is International Women ’ s Day. Three “English and Female ” who have participated in the Kai Tak Sports Park project since the end of 2019 said that the proportion of men and women in the construction industry has been balanced, and the number of female engineers who have really“ landed ” has increased. The team can play a complementary role.
The Senior Chief Architect of Kwan Sin Ming Architects & Associates, Sin Yee Yan, has to communicate with various professionals in the team, including architectural design companies, contractors and government departments, to ensure that the various buildings and facilities in the park are constructed in accordance with the Buildings Ordinance and relevant laws.
New Attempt Friction Mostly Centering Harmonization Smooth
The biggest challenge is how to connect the triangular panels on the outer wall of the main stadium. Since there are few circular buildings in the area, many site personnel, engineers and even she have not been involved in the installation process.
She recalled that she had examined the fire control system in the dungeon of another project, Hong Kong Children ’ s Hospital, at a high temperature of 36 ° C, and she understood the hard work of the heat work, which led her to consider from the other side, and finally, the external wall of the main stadium was successfully completed with her coordination.
Chow Ya-kee, project manager (design management) of the sports park, who is mainly responsible for the design and construction of outdoor space in the park, believes that a stronger female empathy is the biggest advantage and can better coordinate the needs of all parties; plus, as the mother of two children, can understand the needs of children and parents.
For example, a children ’ s play area is set up in the outdoor space of the park, and safety measures will be examined from the perspective of parents, such as avoiding sharp design, installing iron gates in appropriate positions to reduce the chance of loss, etc.
She said that many people think that construction workers are more rough, and actual workers often take care of their female colleagues.
Take care of your female colleagues.
In the past, many drawings were hand-drawn, but now many are digitized. Women tend to be more careful and have stronger organizational skills to ensure the smooth implementation of projects.
Ming Pao reporters
Previous / Next News

The construction industry is becoming more balanced in terms of men and women.

Title:

Content: 3 women helping build tallest residential building on Florida's West Coast: 'I want my name on that'

A tall building under construction in Downtown St. Petersburg is a point of pride for one woman under a hardhat.

"Because it's going to be the tallest [residential] building on the West Coast of Florida and I want my name on that," said Daniela Farias, a recent USF Civil Engineering graduate.

Farias, Sofia Menacho, and Sydney Rocha are among the relatively few women in a field long dominated by men. According to one industry group, only 10 percent of construction industry workers are female.

"I think they may be a little bit discouraged to join this field because of the low numbers.," explained Rocha, a recent architecture graduate.

Daniela Farias and Sydney Rocha work in the construction industry.

All three women are working to help build The Residences at 400 Central. Eventually, the building will rise 46 stories.

READ: New high rise apartment building coming soon to downtown Tampa

Suffolk Construction is in charge of the project, overseeing many subcontractors working in different trades.

"I work with the concrete subcontractors putting in all the steel and the rebar and also the mechanical and electrical and plumbing trees," said Farias.

All three women are in Suffolk's Career Start program. The goal is to diversify the workforce.

"People from different backgrounds, different cultures, different educations, they all bring a wealth of knowledge and experiences that diversify who we are and make us better as a company," said Chris Lewis, Suffolk's Project Executive.

Getting more women in hardhats depends on more girls taking more math, science, and technology courses in school.

READ: Trader Joe’s to open Palm Harbor store

"If a young girl has a role model to look up to, if they see that it's more common, then I think more women would be encouraged to be in the field," shared Farias.

Some say women could be especially valuable because they are better with details, organizing, and design. Whether that's true or not, the thrill of the build seems to cut across the genders.

"I started here in July, and we were on the second floor," said Menacho. "Now we're on the 24th floor. It's amazing."

With a labor shortage in the industry, Suffolk and other companies are looking to fill jobs that were once virtually "men only" with qualified women. As new buildings rise, old barriers could be coming down.

"I think I never had that in my head that I can't do something," said Farias.

Efforts to recruit women may signal a changing mindset in the new buildings that are changing our skyline.

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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?

appoint women to traditionally male roles

commit to gender equality in hiring practices

tie gender diversity targets into contracts and deals

Women comprise only 4% of skilled construction trades, but organizations like Chicago Women in Trades aim to increase industry equity.

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

commit to gender equality in hiring practices

Female construction apprentices nearly doubled from 2016 to 2019, led by Latinas.

Title:

Content: Daytime Plus
Send Save Print PDF
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?

What specific groups of women have been entering the construction industry in greater numbers recently?

Companies are implementing training programs, career pathways, and competitive compensation to attract and retain female talent.

Title:

Content: 3 Tips for Strategic Construction Workforce Planning for 2024

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The construction industry is on a roll. From bustling skylines boasting magnificent skyscrapers to sprawling infrastructure projects connecting cities, the demand for skilled workers is at an all-time high.

This very success story, however, presents a unique challenge: construction workforce management.

Gone are the days of reactive staffing – scrambling to fill positions as projects take off. Today’s competitive landscape demands a strategic and proactive approach.

Here’s why:

  • Skilled Labor Shortage: The construction industry faces a significant skilled labor shortage. According to the Associated General Contractors of America (AGC), the industry needs to fill over 600,000 open positions each year. This shortage creates fierce competition for talent, making it crucial to attract and retain qualified workers.
  • Project Complexity: Modern construction projects are becoming increasingly complex. Building Information Modeling (BIM), sustainable practices, and advanced technologies are all becoming commonplace. This necessitates a workforce equipped with diverse skill sets to navigate these complexities.
  • Efficiency and Cost Control: In a competitive market, efficiency reigns supreme. Delays due to staffing issues can have a domino effect, impacting project timelines and budgets. Strategic construction workforce management helps ensure the right people are in place at the right time, minimizing disruptions and keeping projects on track.

So, how can construction companies navigate this tightrope walk and emerge victorious?

Here are 3 key strategies to build a stronger workforce and ensure smooth project execution in 2024:

Embracing Technology: Streamlining the Workforce Management Maze

Technology has become an indispensable partner in construction, transforming project planning, execution, and yes, even workforce management. Here’s how embracing the right tools can revolutionize your approach:

Workforce Planning Software: Imagine a crystal ball that predicts your labor needs. Workforce planning software acts just like that. These tools analyze project timelines and required skillsets to forecast staffing requirements. They also track worker qualifications, certifications, and availability, ensuring you have the perfect team assembled for each project phase.

For example, a company building a high-rise apartment complex can utilize workforce planning software to identify peak staffing needs for specific stages like concrete pouring or electrical installation.

The software can then analyze existing worker qualifications and identify any skill gaps. This allows the company to proactively recruit or upskill existing employees to address those gaps, ensuring a smooth and efficient construction process.

Mobile Apps: Empower your workforce with the power of mobile technology. These apps can streamline communication, improve onboarding processes, and facilitate timekeeping and payroll. Imagine a new hire effortlessly accessing onboarding documents on their phone, eliminating the need for lengthy paperwork.

Or, picture a field worker submitting timesheets directly from the job site, saving valuable administrative time.

Virtual Collaboration Tools: Break down geographical barriers and foster seamless communication between field teams, project managers, and HR personnel with video conferencing and project management platforms.

Real-time updates, collaborative planning sessions, and easy access to project documents all contribute to a more transparent and efficient work environment.

Investing in Your Workforce: Building a Talent Powerhouse

A highly skilled and motivated workforce is the bedrock of any successful construction project.

But with the looming skilled labor shortage, retaining and developing existing talent is critical.

Here’s how to cultivate a workforce powerbase:

  • Comprehensive Training Programs: Identify skill gaps within your team and create targeted training programs to bridge them. This could involve technical training on new construction methods like prefabrication or soft skills training focused on leadership and communication. By offering opportunities for continuous learning, you demonstrate your commitment to employee development, fostering loyalty and engagement.
  • Career Development Pathways: Employees who see a clear path for career advancement within the company are more likely to stay motivated and invested. Develop well-defined career development programs that offer mentorship opportunities and training relevant to higher-level positions.
  • Competitive Compensation and Benefits: While offering competitive salaries is essential, don’t underestimate the power of a comprehensive benefits package. Consider offering health insurance, retirement plans, and tuition reimbursement programs to attract and retain top talent. A well-rounded benefits package demonstrates your commitment to employee well-being and can be a major differentiator in today’s competitive market.

Building Bridges: Partnering for a Robust Talent Pipeline

The construction industry relies on a diverse range of skilled trades – electricians, plumbers, welders – to bring projects to life.

Building strong relationships with key partners, like trade unions and educational institutions, can be a game-changer in securing a steady flow of qualified talent. Here’s how these partnerships benefit everyone involved:

  • Partnering with Trade Unions: Trade unions often represent a readily available pool of skilled and certified workers. Forging strong relationships with these unions allows you to tap into their network and identify qualified candidates for your projects. This streamlines the recruitment process and ensures you have access to a reliable pool of talent.
  • Collaboration with Vocational Schools and Training Programs: Work with local vocational schools and training programs that specialize in construction trades. This collaboration can be mutually beneficial. You can help shape the curriculum to ensure it aligns with the specific needs of the industry, while the schools can place graduates directly into relevant job opportunities within your company.
  • Offering Internship Programs: Attract young talent and cultivate future leaders by offering internship programs. These programs provide students with valuable hands-on experience in a real-world construction environment. This allows them to test the waters of a construction career while giving you the opportunity to identify promising future employees.

Building a Sustainable Workforce for the Future

By embracing technology, investing in your workforce, and building strong relationships with key partners, construction companies can build a sustainable and future-proof workforce. T

The construction industry is poised for continued growth, and the companies that prioritize strategic workforce management will be best positioned to capitalize on this exciting future.

By implementing these strategies, you can ensure you have the right people in place, with the right skills, at the right time. So, take the first step today and start building your workforce for success!

Name: Paul Miller

Facebook: https://www.facebook.com/profile.php?id=61558015089781

Paul Miller is a skilled content writer specializing in construction management topics at MobiClocks. With a keen eye for detail and a passion for the industry, Paul writes engaging and informative articles that cater to professionals and enthusiasts alike.

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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?

create training and apprenticeship programs

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

Mentorship and development programs support the careers of female crane operators.

Title:

Content: As part of IAB’s Women in Leadership Series and in celebrating International Women’s Day 2024, Zoya Malik, Editor-in Chief, International Accounting Bulletin reached out to Liza Robbins, CEO, Kreston Global to understand the network’s strategies for understanding the strengths women leaders bring and providing training they seek to mentor and deliver growth within the accounting profession

Zoya Malik: What is the relevance still in celebrating International Women’s Day?

Liza Robbins: In my position as Chief Executive of Kreston Global, I am fortunate to foster conversations about talent and equality with business leaders across the globe. Celebrating International Women’s Day (IWD) is not just a symbolic gesture; it’s an opportunity to acknowledge and champion the incredible contributions women make to our profession and the barriers that they still face.

Women are vital players in shaping the future of accounting, particularly as we confront issues of talent shortages and attrition. IWD is an important platform for open discussions about challenges females in our profession face, and milestone to examine, affirm, and progress our commitment to building a truly inclusive and diverse workplace.

ZM: How Kreston is involved in furthering Women’s Leadership across firms?

LR: Women’s leadership in the accounting sector hinges on creating equitable pathways through the corporate pipeline which enable women to command the same titles and salaries as their male counterparts.

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Through our many global communities and networks, we work towards gender equality on our Board and global groups to role model what we seek in our firms, share knowledge to assist firms to grow and to promote collaboration across all our firms to help them, their people, their clients, and other stakeholders to thrive.

As a network, we constantly look at the tools and systems in place to ensure women entering the accounting profession receive the necessary support to excel in their careers. This includes conversations around pay equity, inclusive policies, returnship programmes, and flexible work arrangements alongside community and knowledge sharing initiatives like mentorship, networking, and tailored leadership programs.

ZM: How is Kreston Global training women for leadership roles?

LR: Finding success in accounting – regardless of gender – is no longer simply about technical aptitude. We have launched our Kreston Futures emerging talent committee to involve our younger members in the network’s activities across service lines, operational activities and upskilling opportunities.

While not gender specific, these touch on leadership challenges voiced by females in our network including developing a leadership voice, navigating challenges and conflict, and building confidence in your abilities.

We also create opportunities for our younger talent to consult with our institutional partners on the future of accountancy and careers to ensure their views are represented.

ZM: What in your view are the unique strengths and insights women bring to their leadership positions?

LR: Great leadership doesn’t follow gendered parameters, nor is it the same pedigree for every role or organisation. That said, female leaders – past and current – often possess excellent communication and interpersonal skills, are adept at building collaboration and consensus, and demonstrate strong strategic thinking and problem-solving abilities.

From a cultural perspective, women often bring diverse perspectives and experiences to the table which can foster innovation and creativity within teams. With many women taking on primary carer responsibilities alongside their corporate journey, they can also bring a heightened understanding of the importance of positive work-life balance – and the strategies to make it work.

As we grapple with a declining number of student and young professionals entering our sector, these are vital skills to enhancing and evolving corporate culture and positioning our industry as a competitive employer of choice.

ZM: Do tell us about your own leadership development journey?

LR: The challenges for women in the accountancy profession are just one representation of a much wider talent problem. My role exposes me to diverse perspectives from within and beyond the accounting space, and I consistently seek out opportunities to develop my understanding of gendered access, accommodation, and amplification issues.

By access, I mean examining the pathways to funding and institutional support for female founders and leaders. By accommodation, I focus on how we can better support females through inclusive programmes that allow them to achieve their personal and professional goals in tandem – particularly as it relates to salary, progression, and working arrangements. Finally, I look at what techniques business leaders are using to foster and amplify female perspectives and experiences through community and education, and how these can equip the next generation of women with the tools they need to excel in leadership roles.

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?

create training and apprenticeship programs

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

vocational training
mentorship opportunities
educational programs

Women in male-dominated industries face psychological barriers, but companies can help by providing support and promoting equality.

Title:

Content: Careers

Female transit trucker on navigating gender hurdles

Industries traditionally dominated by men are making meaningful efforts to attract more women to their workforces. But just how do they get the balance right?

It’s a concern Irene Naliaka, now in her tenth year as a professional driver working with Sahara Motors, wrestles with.

They transport imported vehicles from the Mombasa Port to Kampala, Uganda.

Her interest in driving led her to seek a job in the field.

"I was desperate for a job and I had to question myself as to what I could do comfortably. I had tried my hand on a lot of things, but then driving earned it."

Women can assume roles in male-dominated areas. But the reality of being a woman only hit Ms Naliaka when she started working.

"Driving for me is a hobby, so it never seemed strange when I took up the work offer. However, I was the only woman on the team but they made it easy for me to blend in."

Ms Naliaka says she has become better at the work with time.

"I am looking forward to driving even harder machines, such as the top loader operators,'' she says.

Her first trip was not easy. ''It was a decision that I had made and I knew that I wanted to drive, but I was not ready for it to be honest. I remember when one of my sisters asked me if I was normal and that I should look for a different job,'' she says.

Read: The future of women at work

As a mother of four with a nine-month-old baby, it was hard for her.

"On my first assignment, I turned up with my baby, I had my son's bag and my bag. My employer thought it was a joke that I was travelling with a little baby, but then I didn't have anyone to look after him and I needed to get the job done," she says

Ms Naliaka's first trip to Kampala took more than 24 hours, whereas drivers are expected to reach Kampala in 16 hours. Many working mothers struggle with the challenges of getting ahead in their careers and the guilt of not being home all the time.

How will I manage to be part of my children's life? Will my absence be worth it? How will I explain to them that I have to be away? These were the questions that stalked Ms Naliaka.

She talks of restraining her duties as a mother and trying to find balance. Mostly, Ms Naliaka would be on the road for four days and get three days to be home and vice versa if the cycle changed.

Before her travel, she says, "I have to make sure I sleep well because our highways can be very terrible. I wake up as early as 5 am so that I talk to my little boys and see them off for school by 6 am."

"I then prepare and leave the house at 8 am because I need to be at the car pickup point by 10 am to manage the clearance process and be ready to leave at around 3 pm. We leave Mombasa in a convoy, which means we have to journey as a team to Kampala,’’ she adds

According to Ms Naliaka, the power of choosing to be a working mom cannot be underestimated. She has to deal with being a fatigued parent though it gets better with time.

How did she find her voice?

"At the beginning of 2013, my husband was involved in a serious car accident, he lost two spinal discs, the L5 and thorax 7 and that left him immobilised. Two years after the accident, I had to find something to do as his medication took most of my savings. So I had to put food on the table and make sure he got his medication. My husband had his reservations at first, but these were his words, 'I know you are a strong woman, you can do it, but this is too hard'," Ms Naliaka says.

She continues, " It was not easy, we had fights in between because of the long absence, but in the end, it worked after he saw that I could do it. At the moment he is slowly regaining his mobility."

Her husband is a maths teacher.

Does she have moments when she feels like she should take a seat back from the industry?

"Yes. When I started, the migration process was a thorn in the flesh situation. I used to waste hours to be cleared and that interfered with my travel back home. But I came to make terms with the slow clearance," she says.

It also meant pacing herself because work and mothering need to be done.

Irene Naliaka poses for a photo on March 04, 2024 at Nation Centre building in Nairobi. PHOTO | BILLY OGADA | NMG

Challenges

"The roads are never the same, the weather keeps changing every time," she says.

"In the Rift Valley, we sometimes get hailstorms just out of nowhere. That's when professionalism comes in, you slow down, use the lights to indicate because you've got to manage your space, use the heater to heat the car and the windscreen to clear the precipitation. There was a time when I couldn't do it because it was too intense, so I'd just pulled over to the roadside and wait for the storm to clear,’’ she adds.

She has also encountered her fair share of ruthless truck drivers.

''Women are naturally wired to be soft, in some cases, you might be driving and enjoying your moment and a truck honks carelessly and it might frighten you to lose track.''

Ms Naliaka also recounts how unfair the male-dominated industry might be for women.

"Men feel we are fighting for their position. From my experience and the type of work I do, men don't want women on the roads. There was a time when a boss told a short lady that she could not drive, but there are short men on the job too," she points out.

Read: What women leaders sacrifice to 'have it all'

As women continue to break through the glass ceiling and navigate their way in the workplace, Ms Naliaka is proud to have had only one accident in 10 years.

"You have to be brave, be yourself, be bold, don't be afraid to speak up because that will always get you through. If it's a 'no, stand firm, if you can't manage it, just speak up. It's always good to ask," she says.

[email protected]

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

commit to gender equality in hiring practices

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

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

The maritime industry is promoting diversity and inclusion through initiatives like the Maritime Employee Survey and International Day for Women in Maritime.

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Content: Home / Shipping News / International Shipping News / Global call for feedback on employment conditions and tackling discrimination as 13th Annual Maritime Employee Survey opens

Global call for feedback on employment conditions and tackling discrimination as 13th Annual Maritime Employee Survey opens

The 13th edition of the Maritime Employee Survey from Halcyon Recruitment, Diversity Study Group and Coracle Maritime has been launched, with a call for maritime professionals from all corners of the industry to submit their feedback on their employment experiences.

The survey is focused on shipping’s global shore-side workforce, spanning all sectors, locations, disciplines and levels of experience. Among the areas of focus for this year’s survey are pay and benefits, access to training and development opportunities, discrimination in the workplace, and the provision of diversity and inclusion initiatives.

Running since 2009, the Maritime Employee Survey is one of the best-established benchmarking exercises on global employment trends in the maritime sector, shining a spotlight on the experiences of those in shoreside roles. Supported by more than a decade’s worth of data to help track long-term trends, the survey provides invaluable insights that are broken down by ship segment, by region and by professional field.

At a time when diversity, equity and inclusion (DEI) is rising up shipping’s agenda, the survey will also provide insight into the progress towards tackling discrimination in the workplace and on implementing diversity strategies and programmes to help drive positive change.

Calling for maritime professionals from across the industry to take part in the survey, Heidi Heseltine, CEO of Halcyon Recruitment and Founder of the Diversity Study Group, said:

“The past 12 months have seen the maritime world take cautious steps towards recovery as the worst of the pandemic seems to be behind us, but in a complex, fast-changing industry, there is no single story of where we find ourselves today. The experiences of those working in shoreside roles are diverse, but through this survey, we once again want to build a picture of the industry and identify the trends that can help employers to understand the experiences and priorities of its workforce.”

Heidi Heseltine, CEO, Halcyon Recruitment and Founder, Diversity Study Group

“We want to hear from everyone, whatever your role and sector, wherever in the world you’re based, and whether you’re an industry veteran or in your first year in the maritime industry. As well as benchmarking salary and benefits, we’re particularly keen to see if the industry is making meaningful progress on tackling discrimination and supporting greater diversity and inclusion. I’d urge everyone working in the industry to spare a few minutes to complete our survey.”

The 2022 survey is now open and will run until 14th October. It can be completed online here: The Maritime Employee Survey 2022

The survey is completely confidential and a full report of the results will be published later this year.
Source: Halcyon Recruitment

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Content: Pausing To Reflect Around IMO's International Day For Women In Maritime

Four years ago, I was walking with my daughter in the pram during lockdown and thinking about ways in which to stay connected with people in the short term...
UK Transport
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Four years ago, I was walking with my daughter in the pram during lockdown and thinking about ways in which to stay connected with people in the short term, but also to create something that can have a future. I wanted this initiative to have a focus and a cause, and so our Women in Maritime Network was born. Over the past few years we have brought together clients and contacts from our offices around the world, with a joint aim to progress and support those already in the industry as well as to inspire the next generation. The network has been on real a journey - from virtual webinars and workshops to in-person networking events and thought provoking panel discussions.

In 2022, the IMO launched the International Day for Women in Maritime to take place annually on 18 May to celebrate the women in the industry but also to encourage the industry as a whole to look at itself and at how it can improve its diversity and inclusivity. Shortly after the launch, we had a thought provoking discussion with Lena Gothberg, the producer of the Shipping Podcast, who highlighted the changes that needed to be made and that it was everyone's responsibility to make a change whether it is through marketing, recruitment policies, flexibility for families or commercial incentives.

While I was hopeful, I wasn't convinced the message was being heard.

2024 has changed that.

As this year progresses I am hearing more and more inspiring stories - it is exciting. From small changes, such as a male manager including the more junior woman's name alongside his on documents. This showed that not only was she was involved in the content of that document but that he considers her on an equal footing – simple yet powerful. I saw institutional changes too, including more and more newly created women's networks in organisations that have been historically conservative. I was moved by the hurdles that these women had to jump in order to get the network approved. The sheer grit and determination required to drive change for the women who are following them was evident.

More than ever we are seeing gender diversity linked targets being a priority across multiple deals. Last year the London office advised ABN AMRO on the US$200m sustainability and gender diversity linked loan to Navigator Gas and our Athens team advised Citi and BNP Paribas on the $2.8bn sustainability- and gender diversity-linked facility to GasLog Ltd. But its not just us, we're seeing this trend across the shipping market as a whole, coming together for actionable change to collectively to address the environmental impact of the industry through regulation, technology and financial incentives – in particular incentivising gender diversity in shipping loan agreements. This is a trend that we expect to continue throughout 2024 and beyond.

I recently finished a nine month secondment at UKEF where I watched some truly stand out women making an impact - not only in the executive committee, but in managerial roles throughout the department. UKEF have since vowed to increase SME support fivefold, with a focus on SMEs that are underserved, such as ethnic minority and women-led businesses. What a fantastic example to set.

Spring 2024 has also seen the Flexible Working Act passed into law so that employees are now able to request flexible working arrangements from day one of their employment, instead of having to wait 26 weeks. This is music to the ears of many carers who need to be able to work flexibly to make the puzzle of working life fit together.

Just this week I was at an event to celebrate the Women in the Maritime industry, with excellent discussions and enthusiasm for the changes to come. Despite all this positive momentum, there is an alarming amount of work still to do - from educating the younger generations on the variety of career options, to finding ways to retain and promote senior female talent in organisations, there are a number of tangible things than can be done to help progress gender equality in the industry.

Is it too soon to say that tides are turning (pun intended)?

Yes, but to have so much good news and being only May gives me hope for what is to come.

No pressure June to December, but there is a lot to live up to.

The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.

Pausing To Reflect Around IMO's International Day For Women In Maritime

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

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

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

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

Women comprise only 12% of the construction industry workforce.

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.

Diversity and inclusion are key to job retention for Gen Z and Millennials, prompting industry leaders to expand successful initiatives.

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Content: Developing the Next Generation of Maritime Professionals

By Elpi Petraki

As technology advances and the shipping industry looks at how it can decarbonize effectively, we hear a lot about “future-proof” solutions. However, in order to truly future-proof the industry, we need to understand the needs of seafarers and shore-based staff today so we can effectively invest in the next generation: the industry’s future leaders.

The shipping industry is one of the oldest industries in the world, and its vast range of shore-based and at-sea job roles offers a huge variety of career opportunities. However, a global labor shortage means that there is strong competition from other industries for new talent.

To attract that talent, we first need to understand what motivates the next generation. Deloitte’s 2022 Gen Z and Millennial Survey provides some interesting insights. In uncertain times, the survey puts cost of living and climate change as top current concerns overall.

Where selecting an employer is concerned, work/life balance and learning/development opportunities are the top criteria, closely followed by salary and benefits. However, diversity and inclusion and the societal and environmental impact of organizations were also shown to be key factors when it came to retention; many respondents said they would turn down a job if it failed to align with their personal values.

Educating Future Leaders

To attract the next generation of leaders, shipping would, therefore, be well advised to redouble efforts to collaborate with educational institutes so that training and career development paths reflect today’s priorities.

The work WISTA does to support women in shipping is relevant here, as it facilitates continuous professional development and encourages training courses that help equip women with the skills they need to progress in their careers.

WISTA Hellas, for example, is working closely with prominent educational institutes and offers full- and part-time scholarships, which are available to any woman working in the maritime industry. Opportunities include the Alba Graduate Business School’s M.B.A. in shipping, an M.S. in logistics and supply chain management from BCA College and the University of Piraeus’s M.S. in ship management. We have also partnered with the Alba Graduate Business School to provide a leadership program specifically for women in maritime.

At an international level, WISTA and the Institute of Chartered Shipbrokers (ICS) offer five scholarships each year for the institute’s foundation diploma, and last year WISTA International launched the Maritime SheEO Leadership Accelerator Programme in partnership with the International Maritime Organization. The accelerator provides women with the management knowledge and skills they need to progress into leadership positions while creating visible role models within the industry.

There are several other initiatives designed to encourage students and young maritime professionals. For instance, in Greece, the Young Executive Shipping (YES) Forum provides a platform for open dialogue between the industry, students and young professionals to bridge the generational gap and to share knowledge and experience. Isalos.net organizes a range of industry events to promote opportunities in the maritime industry, in addition to hosting an online careers platform for cadets.

Other organizations are also responding to the need to develop the next generation of maritime professionals. The Maritime Port Authority in Singapore recently appointed 18 students to be the first MaritimeSG Youth Ambassadors, and the city of Rotterdam has established a Young Maritime Board to participate in the Rotterdam, Maritime Capital of Europe program.

Addressing Recruitment Challenges

In the more immediate term, the 2021 BIMCO/ICS Seafarer Workforce Report predicted that by 2026, there will be a need for almost 90,000 additional STCW (Standards of Training, Certification and Watchkeeping)-certified officers as demand for seafarers to operate the world’s merchant fleet continues to outstrip supply. The situation was surely exacerbated by COVID-19, which exposed or highlighted unappealing aspects of a career at sea.

For example, work/life balance, crew connectivity, security on board and differing legal systems around the world are just some of the challenges faced by seafarers, which can have a negative impact on job satisfaction or crew retention.

As an industry, we need to find solutions to provide seafarers with greater support, such as implementing work patterns that increase shore leave; investing in policies and processes that promote greater diversity and inclusion by creating the right environment on board for everyone; enabling existing crew to receive training and to upskill as new technologies are introduced; and ensuring a safe and secure working environment for all.

Digitalization and New Technologies

New technologies should also create new roles that are more in tune with the skill sets of the younger generation, making the industry a more attractive option, particularly when digital solutions are being used to address issues such as decarbonization.

The demand for digital skills within the global workforce will only continue to increase, and we can see this being translated in school curriculums, where there is a greater focus on STEM subjects and the introduction of computer coding at primary levels of education.

Digitalization also provides a level playing field. Going forward, my prediction is that more women will be recruited into maritime technology roles, as men and women are equally qualified to embark on such careers.

We have an ambitious and tech-savvy cohort of young professionals with a desire to make a difference. But as an industry, we must act together to raise awareness of the array of opportunities on offer within shipping and to actively engage with the next generation to secure a sustainable future for the industry.

Elpi Petraki is president of WISTA Hellas and works at the Greek ship management company ENEA Management, which is her family business.

Title:

Content: Seatrade Maritime is part of the Informa Markets Division of Informa PLC

This site is operated by a business or businesses owned by Informa PLC and all copyright resides with them. Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. Number 8860726.

5 key takeaways for DEI in maritime

Photo: Diversity Study Group
Heidi Heseltine founder of Diversity Study Group
Effective diversity, equality, and inclusion (DEI) initiatives are built on clear insight, agreed upon outcomes, and targeted approaches — intentionally working to avoid the inevitable pitfalls of a ‘one-size-fits-all’ approach.

Drawing on data-led insights from members of the Diversity Study Group (DSG), Founder Heidi Heseltine offers 5 key insights on getting the basics right in maritime.

1. Building inclusion throughout an organisation’s levels

We know that shipping has made vital progress in recruiting and retaining women in certain sectors over the last few years, with significant effort put in into achieving a more gender balanced workforce. For instance, we’ve seen improvements in closing the gap in more junior/trainee levels and in management positions — though these numbers drop off at head of department and director roles, indicating fewer women in executive and senior roles.

While the knee-jerk reaction to this would be to specifically target greater inclusion only at specific tiers of management — which is often effective and can look great on corporate ESG registers — organisations should look to embed and maintain inclusion efforts at all levels, so that gender-parity is reflected throughout the business whether lower level or higher. After all, we know from well-established research that when women make up 30% in any given decision-making forum they stop being treated as ‘exceptional’ and additional women are not seen as particularly remarkable or threatening. This can be particularly key for creating welcoming spaces and proactively preventing backlash to DEI efforts, where possible. If the goal is embedding sustainable and resilient DEI practices, then our focus must be on ensuring that having women in all spaces in reasonable numbers is not the exception, but the rule.

2. Avoiding seeing women in maritime as a monolith

Women are diverse in their requirements of a workplace and its culture, and should not be lumped into a single group defined by our presumptions. When considering what DEI approaches work best at sea or even on shore, we need to account for the fact that our global workforces are culturally diverse and have different levels of awareness when it comes to gender, age, nationality, ethnicity, sexual orientation, disability, neurodiversity and gender identity, amongst others. Societal norms, local legislation, and what is understood as ‘diverse’ can vary based on lived experience as well as the demographics of those involved. Understanding what is important to the women in individual workplaces and how we as an industry can support them will help us develop appropriate action plans for the short and long term.

3. Creating support systems to enable gender parity in technical positions

Technical positions, fleet and port management are slower to evidence change and inclusion when compared to progress seen in more traditionally female-led fields like maritime finance, Human Resources (HR), and Communications and Marketing. Organisations keen to address this disparity might benefit from creating training programs that include mentorship initiatives, skill-building workshops, and leadership development opportunities tailored to women in technical fields. This can foster confidence for the employee and their co-worker, help establish relationships for them to draw on in the workplace, and ensure they have the sector-specific knowledge and tools that they need to succeed.

4. Fostering relationships and embedding peer support

Following on from the previous point, peer support often plays a pivotal role in fostering an inclusive workplace but this doesn’t mean that disparities may not persist among different groups of people. Working with DSG, I’ve seen factors such as nationality, culture, ethnicity, and location all help or hinder DEI efforts. This is why it is crucial to closely monitor changes in perceptions, especially during challenging industry conditions, to prevent any employee from feeling undervalued or unsupported since this can impact engagement, efficiency and productivity. It’s important that organisations proactively work to recognise and address any issues in morale, which then helps maintain employee wellbeing and ensures a continued level of performance and investment in the organisation’s goals. Regular feedback mechanisms and evolving and updated policies can help support better company culture.

5. The support of leadership in successful DEI practices

Data from our members at DSG indicates that simply having knowledge of an organisation's commitment to equality, with good intentions evolving to well-researched and considered action and policy, significantly boosts confidence in fair treatment. This is often irrespective of group affiliations benefiting from such policies — everyone benefits from the process.

This confidence in a company’s commitments not only supports recruitment and retention — as establishing a sense of belonging and fairness often attracts dedicated workers and keeps them — but often helps elevate the public and private profiles of the organisation and its leaders.

The future of our workforce is global; to remain competitive within and outside of our industry, embedding fair practices and equality is likely to be a key differentiator for success.

Companies that embrace diversity tend to outperform their peers and see increased business performance.

Regular feedback and fair practices are key to a successful company culture and diversity initiatives.

Language and behaviors are crucial for building an inclusive culture where individuals feel psychologically safe to be themselves.

The global seafarer workforce, currently 1.2% women, can address crewing shortages with greater inclusion, having already seen a 45.8% increase in women seafarers since 2015.

Title:

Content: Crewing shortages could be addressed with greater inclusion of women

–First Lady tells maritime industry stakeholders
WHILE speaking at the American Caribbean Maritime Foundation (ACMF) Gala and Anchor Awards at the Lauderdale Yacht Club in Fort Lauderdale on Thursday evening, First Lady Arya Ali advocated for greater inclusion of women in the maritime industry through training and job opportunities.

Mrs. Ali served as patron of the Gala and Anchor Awards which honours stalwarts in the cargo and cruise industry for their accomplishments and positive impact on the Caribbean shipping and maritime sector.
This year, the Gala and Anchor Awards was held under the theme: “Talent in your backyard”. Noting that talent exists here in the Caribbean, Mrs. Ali posited that talent is underutilised when women are unable to access opportunities and contribute to the development of the region’s maritime industry.

She drew attention to the fact that women represent only 1.2 per cent of the global seafarer workforce as per the BIMCO/ICS 2021 Seafarer Workforce Report, underscoring that this represented a positive trend in gender balance, with the report estimating 24,059 women serving as seafarers, which is a 45.8 per cent increase compared with the 2015 report.

“Now, imagine if we were to make more opportunities available to women in the maritime sector, how many of our challenges could be addressed – including crewing shortages,” she told a gathering of almost 200 people, which included executives from some of the largest shipping and cruise line companies in the Caribbean.

With the global shipping industry suffering acute crewing shortages, particularly among officers, the First Lady said that this is the ideal time for companies and agencies to think about greater inclusion of women in the industry.
“Important in all of this is ensuring we create an environment in which women are identified and selected for career development opportunities in the maritime industry,” she said, adding that the Government of Guyana remains committed to supporting gender equality and the empowerment of women through gender specific fellowships and other opportunities.

She highlighted an ongoing collaboration between the Office of the First Lady and the Atlantic Alliance Maritime and Offshore Training Institute – a 100 per cent woman-owned Guyanese company – through which 100 women from the hinterlands are being provided with scholarships for maritime training.
Mrs. Ali said that efforts like these must continue with support from partners like ACMF, which has since provided scholarships to 42 Guyanese.

“…it would be remiss of me to not acknowledge the 42 scholarships which have been provided to Guyanese through the Foundation for Maritime Training. As Guyana’s maritime sector continues to rapidly expand, these kinds of investments in local companies and in our human resource will prove to be invaluable to our nation’s development,” she said.

Mrs. Ali also used the opportunity to urge players in the industry to reassess their individual and collective roles – both at the national and regional levels – and to rethink as industry professionals, government officials, diplomats, experts, and even advocates how they could build an industry that is more resilient, reliable, and inclusive.

The event was attended by a number of officials including President and CEO of Royal Caribbean International, Michael Bayley; President of the Caribbean Maritime University (CMU), Professor Andrew Spencer; President of ACMF, Dr. Geneive Brown Metzger; and Director-General of the Maritime Authority of Jamaica, Rear Admiral Peter Brady among others.

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

The construction and maritime industries are making progress towards diversity and inclusion, but still have work to do to address the underrepresentation 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?

commit to gender equality in hiring practices