The construction and maritime industries have traditionally been male-dominated, but there is a growing trend towards greater gender equality and diversity, with women increasingly taking on roles such as crane operators.

Women are breaking down traditional gender barriers in the construction and maritime industries by taking on non-traditional roles such as crane operation.

The International Maritime Organization (IMO) has launched initiatives to achieve global gender equality in the maritime sector, including the Gender Diversity Programme, which was launched in 1988.

The IMO's efforts have led to a gradual transformation in women's inclusion in the maritime sector, with more women taking on leadership roles and technical positions.

The UAE has launched initiatives such as the "Leaders in Difference" initiative to empower women in the maritime workforce, and has prioritized qualifying female talent for maritime industry growth.

Companies such as Leighton are promoting diversity in the construction industry, with a 20% female workforce in Hong Kong and initiatives such as paid maternity and paternity leave and flexible work policies.

The construction industry has seen a significant increase in the number of women taking on trades roles, such as electricians, plumbers, and carpenters, thanks to initiatives such as the UK's Construction Industry Council's "Be Fair" framework.

Women like Elena Badaeva, a female crane operator in Sumerla, are operating at an altitude of about 40 meters and have worked in various cities, including Kirov and Nizhny Novgorod.

The Savannah River Site has hired its first female crane operators, marking a significant milestone in breaking down gender barriers in the industry.

Farkhana Safargaleeva, a crane operator with 15 years of experience, is one of the 25 women holding positions at Unity LLP company, which produces reinforced concrete products.

However, women still face challenges in the construction industry, including sexual harassment and unequal treatment, with a quarter of women in construction experiencing sexual harassment and half feeling unequal treatment by men.

To become a crane operator, women need to possess specific technical skills, including mechanical knowledge of equipment design and use, and must perform minor repairs and have at least 5 years of experience.

Crane operators must also have valid motor training courses certificates, proficiency in oral and written communication, and computer skills.

Women can work as crane operators in construction and maritime industries, breaking traditional gender barriers, and can possess and develop the necessary skills, such as calmness and attentiveness, through training and experience.

The International Maritime Organization (IMO) has launched the International Day for Women in Maritime, and the Women in Maritime Network was created to support women in the industry.

Overall, while there is still much work to be done, the construction and maritime industries are making progress towards greater gender equality and diversity, and industry support for women in these sectors is on the increase.

Diversity and inclusivity are key to organizational success, and companies in these industries are starting to recognize the importance of promoting diversity and inclusion to drive innovation and profitability.

Embedding inclusion at all organization levels is crucial for promoting diversity, and this can be achieved by supporting systems that enable gender parity in technical positions and fostering inclusive workplaces through peer support.

Leadership support is also vital for successful diversity, equity, and inclusion (DEI) practices, and companies should aim to have at least 30% female representation in decision-making forums.

By promoting diversity and inclusion, companies in the construction and maritime industries can benefit from a more diverse and skilled workforce, and can help to address industry challenges such as crewing shortages.

The construction and maritime industries are making significant progress towards greater gender equality and diversity, with women increasingly taking on leadership roles and technical positions.

The number of women in the US construction sector has reached 14.1 percent, and the number of female construction apprentices has nearly doubled from 2016 to 2019.

However, women still face challenges in the construction industry, including sexual harassment and unequal treatment.

The Chinese construction industry has also seen an increase in women's participation, with women making up 14% of the workforce in 2018, although they still earn half the salary of male workers on average.

Globally, women represent only 1.2% of the seafarer workforce, but there has been a 45.8% increase in female seafarers since 2015, and initiatives such as scholarships and training programs are aiming to increase women's inclusion in the maritime industry.

The UAE's Emirates Global Aluminium (EGA) has set targets to increase the number of women in supervisory positions to 25% by 2025, and has partnered with organizations such as Aurora 50 to promote gender diversity.

Companies such as Tata Steel are promoting diversity and inclusion in the workplace, and women are breaking gender barriers in traditionally male-dominated roles, such as operating Stacker-cum Reclaimers.

The government is also offering training programs for women, and urging them to become multi-skilled in male-dominated fields, with a focus on providing equipment and industrial training centers.

Women face challenges in engineering and maintenance roles, including lack of physical strength, but can bring coordination and communication skills to the industry, and can overcome physical strength limitations with tailored training programs.

Women can become industry leaders with perseverance and self-improvement, and companies like Citybus are providing support and family-friendly work environments to help women succeed.

Some companies still doubt women's abilities in certain jobs, but women have proven their capabilities in various areas, and can accomplish work faster despite family commitments.

Women's involvement in various fields has increased, and companies are restructuring to include more women in leadership positions, with a focus on empowering women and promoting diversity.

The key performance indicators used to measure the success of diversity and inclusion initiatives in construction and maritime companies include demographic representation, accountability infrastructure, progression metrics, misconduct resolution metrics, wellbeing metrics, personnel metrics, social impact metrics, and environmental impact metrics.

These KPIs can be used to inform future initiatives by providing insights into the challenges and progress of diversity and inclusion efforts, and by tracking the effectiveness of initiatives aimed at promoting diversity and inclusion.

Companies such as Leighton and W.R. Grace are using KPIs to track diversity and inclusion progress, and are implementing initiatives such as mentorship programs and flexible work arrangements to support women in the industry.

The use of data and analytics is becoming increasingly important in tracking diversity and inclusion progress, and companies are using tools such as HR dashboards and sustainability reports to monitor and report on their diversity and inclusion efforts.

Ultimately, promoting diversity and inclusion in the construction and maritime industries requires a commitment to creating a culture of inclusivity and respect, where everyone has the opportunity to thrive and succeed, regardless of their gender or background.

The construction and maritime industries have traditionally been male-dominated, but there is a growing trend towards greater gender equality and diversity, with women increasingly taking on roles such as crane operators.

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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%.
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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?

Women are breaking down traditional gender barriers in the construction and maritime industries by taking on non-traditional roles such as crane operation.

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‘The possibilities are endless’: SRS highlights first female operators

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AIKEN, S.C. (WRDW/WAGT) - It’s Women’s History Month, and in once male-dominated fields, women are taking over. The Savannah River Site put the spotlight on some of their first female operators. We caught up with one woman who is a second-generation employee. Loretta Barnett began her job...

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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?

The International Maritime Organization (IMO) has launched initiatives to achieve global gender equality in the maritime sector, including the Gender Diversity Programme, which was launched in 1988.

Title:

Content: The two institutions will promote gender equality in the areas of education, training and research in the maritime sector
Dubai, United Arab Emirates: The Arab Academy for Science, Technology and Maritime Transport (AASTMT) and the Arab Women in Maritime Association (AWIMA) signed a Memorandum of Understanding (MoU) at the International Maritime Organization (IMO) headquarters in London to explore opportunities for women ’ s participation in academia to support and strengthen the regional maritime sector.
The agreement is in line with the efforts of the International Maritime Organization (IMO) to achieve gender equality in the maritime sector globally, and the fifth goal of the United Nations Sustainable Development Goals on gender equality.
The MoU was signed by H.E. Eng. Hessa Al Malik, Advisor to the Minister for Maritime Transport Affairs at the Ministry of Energy and Infrastructure, President of the Arab Women Association in the Maritime Sector, and H.E. Prof. Dr. Ismail Abdel Ghaffar Ismail Faraj, President of the Arab Academy for Science, Technology and Maritime Transport.
Promotion of gender equality
Through this partnership, the two institutions will advocate and encourage other IMO member states to actively support the development of the Arab Women in Maritime Association, and call on states to work in an integrated manner with national bodies responsible for gender equality, to ensure reporting on compliance with the SDGs.
It will also encourage the participation of women at all levels related to education, training and research in the maritime sector, in addition to supporting national mechanisms for the employment of women in accordance with the Sustainable Development Goals, the Convention on the Elimination of All Forms of Discrimination against Women and any future goals set by the United Nations within the framework of the 2030 Agenda for Sustainable Development.
H.E. Eng. Hessa Al Malik, Advisor to the Minister for Maritime Transport Affairs at the Ministry of Energy and Infrastructure and President of the Arab Women in Maritime Association, said: “The maritime sector has witnessed gradual transformations over the past years in terms of the inclusion of women in the workforce.
IMO has been a key driving force behind this change, with its commitment to addressing the gender imbalance in the maritime sector through an integrated institutional framework.
In addition to the efforts of governments, we all have to shoulder our responsibilities, whether it ’ s policy makers, business owners, ship operators, stakeholders or even specialists.
Our collaboration with the Arab Academy for Science, Technology and Maritime Transport (AASTMT) is part of our ongoing efforts to make the maritime sector an inclusive and inclusive one. AASTMT has a long history of training ambitious female maritime professionals and has always inspired them. ”
Encouraging the participation of Arab women
For his part, Prof. Dr. Ismail Abdel Ghaffar Ismail Faraj, President of the Arab Academy for Science, Technology and Maritime Transport, said: “We are honored to cooperate with the Association of Arab Women in the Maritime Sector to promote national and regional recognition of the active contributions of Arab women in the development of the maritime economy.
When the IMO Gender Diversity Programme was first launched in 1988, only a few maritime training institutes accepted female students into classes.
Since then, the capacity-building and diversity programme at IMO has helped to develop an institutional framework for integrating gender equality into IMO policies and procedures.
Today, along with the Arab Academy for Science, Technology and Maritime Transport, there are many institutions that are keen to attract male and female talent, and this is the first step to making the maritime sector free of gender bias.
Next comes the importance of spreading awareness about the unlimited opportunities available to women and taking responsibility at the individual level to avoid any discrimination on the basis of sex. ”
In addition, the two institutions will encourage the maritime sector and all its stakeholders to establish and strengthen gender-neutral operational frameworks that concretely support women ’ s opportunities in terms of employment, employment, career advancement, employability and advancement to the highest levels in line with their experience and qualifications. the maritime sector and its activities.
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How has the gender balance in the construction and maritime industries changed over recent decades?

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The IMO's efforts have led to a gradual transformation in women's inclusion in the maritime sector, with more women taking on leadership roles and technical positions.

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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.

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?

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

The UAE has launched initiatives such as the "Leaders in Difference" initiative to empower women in the maritime workforce, and has prioritized qualifying female talent for maritime industry growth.

Title:

Content: Energy and Infrastructure Launches ‘ Leaders in Difference ’ Initiative
T + T - normal size
The Ministry of Energy and Infrastructure has launched the “Leaders in Difference ” initiative, which is dedicated to empowering women in all fields, especially in the maritime sector.
The initiative aims to qualify experienced female talent capable of making a difference in the industry, in order to help promote the growth of the maritime sector in the UAE, based on its leading global position.
This comes within the framework of efforts on the empowerment of women within the strategic plan of the International Maritime Organization and in line with the celebration of the International Day of Women in the Maritime Sector
The UAE places a high priority on empowering female talent in the maritime workforce by nurturing young female talent and providing them with the necessary resources to excel, as this contributes to strengthening the sector with the capabilities of future female leaders.
Engineer Hassan Mohammed Juma Al Mansouri, Undersecretary of the Ministry of Energy and Infrastructure for Infrastructure and Transport Affairs, said: “We need skilled competencies in the maritime sector of both sexes, like any other industry, and our main goal should be to recruit enhanced talent to ensure the growth of the sector.
We need to change all preconceptions about the industry, discovering a diverse and young group that is able to keep up with its continuous development.
Today, maritime academies and institutions focus on the need to inject the maritime workforce of qualified female talents, this is the required role that contributes to the guidance and care of women to provide them with the necessary resources to achieve excellence, and thus we witness the birth of a maritime industry that is renewed by distinguished female leaders.
Engineer Hessa Al Malik, Advisor to the Minister for Maritime Transport at the Ministry of Energy and Infrastructure, said: The need to promote the role of women in maritime activities has become an issue of unprecedented importance and is receiving great attention at all levels.
The UAE is one of the founders of the IMO Gender Equality Network.
The State also contributed to the preparation of a set of IMO resolutions in the field of women ’ s empowerment, gender equality and the promotion of women ’ s participation in the maritime sector, in line with the United Nations Sustainable Development Goals, especially the fifth goal on gender equality.
The UAE is also currently chairing the Association of Arab Women in the Maritime Sector, in cooperation with the Technical Cooperation Programme of the International Maritime Organization (IMO) in supporting women in the maritime sector.
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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?

promote women to higher roles
active recruitment of women

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

Companies such as Leighton are promoting diversity in the construction industry, with a 20% female workforce in Hong Kong and initiatives such as paid maternity and paternity leave and flexible work policies.

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Content: Leighton looks to revolutionize construction to promote a diverse and inclusive work environment
Contract 14: 00 2022 / 07 / 05
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When it comes to the construction industry, many people will immediately think of a group of "real men of workers" who work day and night on the ground sweating like rain, forming a gender stereotype.
Leighton Asia (Leighton), which has been based in Hong Kong for more than 46 years, hopes to transform the male dominated image of the construction industry and create a diverse and inclusive working environment to inspire creativity and enhance team performance.
Leighton is an international construction company with parent company CIMIC Group based in Australia and team members from different countries.
Diversity and inclusion are the core values of the Group, regardless of the gender, age, race, cultural background, marital status or family status of employees, so that each employee can play their role in a diverse, equal and respectful work environment.
Creating a Family-Friendly Work Environment
As the times change, more and more women choose to enter the construction industry, Leighton has been continuously optimizing the working environment and policies to meet the development and needs of employees.
Among them, Leighton is a pioneer in the industry, providing employees with paid maternity leave and paternity leave that exceed the statutory requirements, and with flexible work policies, allowing employees to pursue their careers while taking care of their families.
Attracting female professionals to join the industry
Leighton also established the WOICE (Women in Construction and Engineering) network to enhance the care and support of employees, provide more training and further training opportunities, and work with different organizations to share the career development of women in the industry and attract women to join the construction industry.
WOICE covers all employees and enhances employee care and support.
Leighton currently employs about 20% of its workforce in Hong Kong.
Through recruitment and promotion, the company aims to achieve equal gender representation of interns and trainee engineers in the future, and to increase the proportion of female executives to more than 20%.
Leighton actively leads the industry in promoting a diverse and inclusive working environment to attract more women to join the construction industry.
Building an inclusive and diverse working environment is just one part of Leighton ’ s corporate social responsibility, and we will continue to work on different indicators to achieve sustainable development and bring more benefits to the community.
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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 positive experiences are highlighted in the personal stories of successful women in construction and maritime industries, especially of female crane operators?

The construction industry has seen a significant increase in the number of women taking on trades roles, such as electricians, plumbers, and carpenters, thanks to initiatives such as the UK's Construction Industry Council's "Be Fair" framework.

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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?

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?

Women like Elena Badaeva, a female crane operator in Sumerla, are operating at an altitude of about 40 meters and have worked in various cities, including Kirov and Nizhny Novgorod.

Title:

Content: Your people, Shumerlya
I sit high, I look far away...
This story is not about Masha, but about a woman.
which operates at an altitude of about 40 meters.
"Our Lena, Lenochka" - only so, not otherwise,
They call her male colleagues.
On the eve of the professional holiday of builders
the newspaper visited the construction site on Kolkhoznaya Street, where a new five-storey building (the first entrance) is growing.
Moreover, literally a day before the visit, the last slab of the floor of the fifth floor was laid there - an event for builders, especially the old guard, a landmark.
And put
This slab is just Elena Badaeva, for many years the only crane operator in Sumerla.
This modest worker grew up and continues to live in the native Chuvash Algash.
After graduating from the Algashinsky secondary school, she entered the Cheboksary School No. 17 as a crane operator.
What then attracted her so much in this profession, Elena no longer remembers, probably wanted something unusual.
After studying, in 1989 in the direction came to Shumerlya, in the department of mechanization No. 2.
I could have stayed in Cheboksary, but I wanted to be closer to my parents.
And since then, except for a break in the difficult 90s, she has not changed her chosen path.
Kirov, Nizhny Novgorod, Cheboksary, Kanash, Yoshkar-Ola and other cities - the geography of our heroine's work is extensive.
In Shumerle, she built houses on the MOPR, Kostochkin, Lenin, Shchors, Shcherbakov, Frantsev.
At one object, Lenin, 1 / 1, two daughters even went up to her.
“They always worried about me, ” says Elena. – And now, already as adults, they constantly call.
If the weather is bad, then immediately - Mom, get down! "
One day, during the construction of a house on the MOPR, a strong wind flew sharply.
“I managed to get together, took my bag, began to descend as the crane began to turn.
From the bag all the documents scattered ”, – now with a smile remembers Elena and admits that she inexplicably pulls up into the sky, into the open.
But she had to work at the height of the 18-storey building!
The place of work of E. Badaeva today is LLC "UMS 3", whose profile is specialized construction work on orders of general contractors, the same building trust No 3.
But ordinary people habitually consider Elena part of the SU-8 team.
I mean, it really is.
“There is an excellent team, management, ” she says of Sumerlin builders,“ will always support.
If there was a different attitude, I would have left long ago.
And they work like - smoothly, quickly!
Good, funny people here. ”
Aksakal in the team of the construction management No. 8 is Alexander Doctorov, who is called Yevgenich in a friendly way.
The most creative profession in the world, he gave 45 years.
A native of the village of Medyany, Nizhny Novgorod region, he graduated from a construction college and went to work in SU-8.
The first 2 years he was a carpenter, then he became a master of construction and installation works, in 1988 he was appointed foreman.
Since 2022 - senior foreman.
In Soviet times, he mainly worked at industrial facilities of the city: a machine factory, a plant, a chemical plant, a butter factory, a meat factory, a construction management base.
Then in housing construction.
In recent years, he led construction in Kanash, Cheboksary, Krasnye Chetai.
For many years of work received various rewards.
Every free day Alexander prefers to devote to his lifelong hobby - fishing.
“I sat on the shore of Sura with a fishing rod, visited the parents ’ house – rested my soul, ” he shared.
One such animal once washed up on the street Frantseva.
The cat, who was called Stepan, always met Alexander Evgenyevich in anticipation of food, lived all winter, and then disappeared.
To be photographed for the newspaper during our meeting A.E. Doctors categorically refused.
The winter photo was given to us by a colleague.
The veteran of the SU-8, like all ordinary workers, does not like the hype around him.
But he noted the professionalism and discipline of workers and management specialists, their coordinated work at the facilities and shared plans for the near future: in December this is the delivery of a single-entrance house on Kolkhoznaya, next year the construction of the second entrance and the beginning of the construction of several houses on MOPRA street.
Posted by: anna

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

The Savannah River Site has hired its first female crane operators, marking a significant milestone in breaking down gender barriers in the industry.

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

Farkhana Safargaleeva, a crane operator with 15 years of experience, is one of the 25 women holding positions at Unity LLP company, which produces reinforced concrete products.

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

However, women still face challenges in the construction industry, including sexual harassment and unequal treatment, with a quarter of women in construction experiencing sexual harassment and half feeling unequal treatment by men.

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

sexual and workplace harrassment
attitudinal biases at work

To become a crane operator, women need to possess specific technical skills, including mechanical knowledge of equipment design and use, and must perform minor repairs and have at least 5 years of experience.

Title:

Content: Wednesday, 29 Rabi II 1444 Hijri, corresponding to 23 November 2022 AD
Presentation link..
Aramco Drilling provides vacant jobs for citizens in its various branches
Contact – Editorial Team:
Arabian Drilling Company (ADC) has announced the availability of vacancies for Saudis in a number of disciplines to work in the company ’ s branches and projects in the Kingdom, according to the following details:
* Job titles and requirements
1. Function of engine mechanic
* Qualifications:
– Holds valid and current motor training courses certificates from various OEMs.
A high level of proficiency in oral and written communication with good computer skills, at least 10 years in a similar role in a company of similar size and complexity.
2 – The function of the crane operator
* Qualifications:
Mechanical knowledge of the design and use of the equipment they work with, as well as the ability to perform minor repairs.
– Minimum 5 years validation work in crane operation in oil fields or logistics companies.
3. Storekeeper
* Qualifications:
Manage material orders including warehouse control, repair of material orders, return of materials and inventory.
Maintaining a filing system in warehouses, keeping records and records according to a standard and policy while following up the services provided on the drilling platform and receiving services on the drilling platform.
4 – Drilling platform monitor function
* Qualifications:
Ensure the safe, economical and efficient performance of drilling and completion of the well and work on the activities by supervising the implementation of the activities in accordance with the company ’ s standards, contractual requirements and the client ’ s program
Communicate with the rig manager and other department heads to coordinate their activities in support of operations, and in particular to supply specialized materials, services and expertise
5 – Carpenter ’ s Job
* Qualifications:
Maintenance Carpenter – Repair of wooden doors, filing cabinet, wooden bed, cabinets, office table, chair, workstation, gypsum wall and all work related to maintenance carpenter.
– Repair of wooden doors, filing cabinets, wooden beds, cabinets, office table, chair, workstation and gypsum wall.
6. The function of the painter
* Qualifications:
– Responsible for mixing paints, matching colors, preparing surfaces and putting paint on them.
He may perform finishing touches or coordinate large painting projects related to machines.
– Mixing, matching and applying paints and other finishes on different surfaces, while providing decorative and fruit finishes on demand, and dealing with planning and preparation of work efficiently.
* Submission
– To apply and learn more about the conditions of the advertised positions, please visit the following link:
– Application link – (click here).

Crane operators must also have valid motor training courses certificates, proficiency in oral and written communication, and computer skills.

Women can work as crane operators in construction and maritime industries, breaking traditional gender barriers, and can possess and develop the necessary skills, such as calmness and attentiveness, through training and experience.

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?

The International Maritime Organization (IMO) has launched the International Day for Women in Maritime, and the Women in Maritime Network was created to support women in the industry.

Title:

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

Overall, while there is still much work to be done, the construction and maritime industries are making progress towards greater gender equality and diversity, and industry support for women in these sectors is on the increase.

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

Diversity and inclusivity are key to organizational success, and companies in these industries are starting to recognize the importance of promoting diversity and inclusion to drive innovation and profitability.

Title:

Content: Provin: a trend towards diversity and inclusion in the workplace
T + T - normal size
According to Deloitte ’ s 2018 Millennials Survey, 74% of respondents believe that organizations become more innovative when creating an inclusive culture. As future teams will be made up mainly of millennials, hiring should be done according to this vision and diversity should remain a key aspect of the company ’ s culture. It ’ s time to change traditional work styles and start a renewed dialogue that makes the workplace more modern and inclusive.
Nayef Al Otaibi, CEO of Proven Arabia for AI-enabled Solutions, said that the Middle East is in a period of real transformation in the post-COVID-19 era, during which the focus of companies has increasingly shifted towards establishing diversity and inclusion in the workplace as a useful measure of organizational success, and companies have become more aware of the value that diversity and inclusion bring to the organization as a whole.
Today ’ s measures of diversity are not limited to gender and ethnic origins, as the business environment has moved beyond these two aspects and is concerned with the inclusion of diverse cultures, beliefs, values, ethics and socio-economic backgrounds as well.
Organizations in the region have quickly realized that their strength is linked to the speed of change and transformation through inclusion and the benefits of recruiting and supporting diverse groups, so forming a truly diverse team at all organizational levels becomes stronger every year, and is a necessity given that everyone has the same opportunities regardless of who they are.
Empowering
Companies such as Provin Arabia seek to empower the team of individuals with special abilities by providing them with promising job opportunities, a supportive work environment, and the opportunity to develop and benefit from their skills and abilities, according to the 2016 National and Regional Disability Prevalence Report.
Research shows that diversity and inclusion boost profits and creativity in organizations.
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Embedding inclusion at all organization levels is crucial for promoting diversity, and this can be achieved by supporting systems that enable gender parity in technical positions and fostering inclusive workplaces through peer support.

Leadership support is also vital for successful diversity, equity, and inclusion (DEI) practices, and companies should aim to have at least 30% female representation in decision-making forums.

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

By promoting diversity and inclusion, companies in the construction and maritime industries can benefit from a more diverse and skilled workforce, and can help to address industry challenges such as crewing shortages.

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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The construction and maritime industries are making significant progress towards greater gender equality and diversity, with women increasingly taking on leadership roles and technical positions.

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

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

The number of women in the US construction sector has reached 14.1 percent, and the number of female construction apprentices has nearly doubled from 2016 to 2019.

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?

However, women still face challenges in the construction industry, including sexual harassment and unequal treatment.

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

sexual and workplace harrassment
attitudinal biases at work

The Chinese construction industry has also seen an increase in women's participation, with women making up 14% of the workforce in 2018, although they still earn half the salary of male workers on average.

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?

Globally, women represent only 1.2% of the seafarer workforce, but there has been a 45.8% increase in female seafarers since 2015, and initiatives such as scholarships and training programs are aiming to increase women's inclusion in the maritime 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?

educational programs
inclusive policies
vocational training

The UAE's Emirates Global Aluminium (EGA) has set targets to increase the number of women in supervisory positions to 25% by 2025, and has partnered with organizations such as Aurora 50 to promote gender diversity.

Title:

Content: ECONOMY
EGA launches gender diversity challenge programme
Thank you for reading the news about Emirates Aluminium launching the Challenge programme to promote gender diversity, and now we start with the most important details
Follow Gulf 365 - Abu Dhabi - Abu Dhabi: “Gulf 365 ”
EGA launched the Challenge in partnership with Aurora 50, in the presence of Abdulla Ali Al Nuaimi, Assistant Undersecretary for Labour Affairs at the Ministry of Human Resources and Emiratisation.
Organised under the auspices of the Ministry of Human Resources and Emiratisation, the Challenge brings together the UAE ’ s leading male-dominated industrial companies to promote gender diversity.
Abu Dhabi National Oil Company (ADNOC), Dubai Cables Company (Ducab), Emirates Steel, Siemens, Strata, Abu Dhabi National Energy Company (ADNEC) and Technip FMC are participating in the program.
EGA aims to increase the proportion of women in supervisory positions to 25 per cent by 2025 and aims to reach 15 per cent of all EGA positions by 2026.
• Diversity and inclusion
Dr. Sultan Ahmed Al Jaber, Minister of Industry and Advanced Technology – Managing Director and Group CEO of ADNOC, said: “In line with the leadership ’ s vision of achieving gender balance and equal opportunities in all areas of life, ADNOC as a responsible global energy provider is committed to this principle, and we are pleased to join the ‘ Challenge ’ program, which contributes to achieving this balance and inclusion in the energy workforce. ”
• Improved performance
Abdulnasser Bin Kalban, Chief Executive Officer of EGA, said: “Gender diversity at work improves business performance and benefits society as a whole.
We are focused on enhancing this value in order to achieve our ambitious goals of growing and relying on talent in the future. ”
• Achieving standards
Abdulla Al Nuaimi, Assistant Undersecretary for Labor Affairs at the Ministry of Human Resources and Emiratisation and a member of the UAE Gender Balance Council, said: “The Ministry ’ s victory in the fifth cycle of the gender balance index at the federal government level for 2023 confirms the level of care and interest in achieving gender balance standards in the labor market and developing them to keep pace with new developments and technological developments. ”
EGA employs more than 470 women in various positions, including more than 160 in operations and technical facilities.
Another 100 Emirati women joined EGA last year.
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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?

Companies such as Tata Steel are promoting diversity and inclusion in the workplace, and women are breaking gender barriers in traditionally male-dominated roles, such as operating Stacker-cum Reclaimers.

Title:

Content: Follow Us:

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?

The government is also offering training programs for women, and urging them to become multi-skilled in male-dominated fields, with a focus on providing equipment and industrial training centers.

Title:

Content: Labour Minister urges women to become multi-skilled

Minister of Labour, Joseph Hamilton, MP, is urging women to start thinking outside the box, and not let society determine the kind of jobs they should be doing.

The Minister was at the time addressing residents during a recent Cabinet outreach to Region Two (Pomeroon-Supenaam). He said it is important for women to emancipate themselves from thoughts that they must only work in a particular field.  He said he is pushing for young persons, especially women to be multi-skilled.

“I want when I am doing heavy duty equipment operator programme in Region Two, there are women in the programme… that is where the money is at. I am saying to women you have to start thinking differently, and I am encouraging people, who do training in the Region, every programme that is supposed to be male dominated programme, they have to ensure women are in the programme.”

The minister also urged the women to take advantage of the other programmes offered by Government, to qualify themselves.

Since taking office, the Ministry of Labour has made training a priority across the country, especially for young people. To fulfil the mandate, steps have been put in place to train over 35,000 people.

Every region now has its own Board of Industrial Training (BIT) Officer who works with residents to craft training programmes based on the needs of their respective communities.

Recently, the labour ministry donated a number of electrical sewing machines and other materials to women in Matthews Ridge, Region One.

In August 2021, the ministry allocated a plot of land in Mahdia, Region Eight for the construction of the town’s first-ever industrial training centre.

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

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

educational programs
inclusive policies
vocational training

Women face challenges in engineering and maintenance roles, including lack of physical strength, but can bring coordination and communication skills to the industry, and can overcome physical strength limitations with tailored training programs.

Title:

Content: Breaking the male-dominated role of CLP in recruiting girls for engineering performance was recognized
October 28, 2022 02: 00
Eastern Network Television
More News Clips
Women have been "evenly divided" with men in many workplaces, but the engineering, maintenance and other industries are still dominated by men.
However, the situation has changed in recent years. CLP Power has recruited more and more young women to join the army, from 11.5% in 2020 to 13.9% in September this year. Three of them have different academic qualifications and backgrounds. It is said that "the hair cannot be cut off."
Li Zhijun, a 33-year-old secondary technician of aerial antennas, demonstrated the use of a lever commonly known as "Fuse Bamboo" to interrupt the power supply, so as to repair overhead cables.
The operating lever is more than 5 meters long and weighs 3 kilograms, and it is a bit difficult to operate. She said that the operating lever will be longer and heavier when working.
Li admitted that she was not as physically fit as a male apprentice, but she did not give up, and successfully fought for the opportunity in the later period of 3 years of training, and was allowed to put out Fuse on her own, which made her very satisfied with her work.
After graduating 10 years ago, she worked as a government clerk, switched to the technology industry due to her job boredom, and later joined CLP as an apprentice.
Ye Jinyi, a 24-year-old assistant engineer who works in a power plant and graduated with first class honours in the Department of Mechanical Engineering at HKUST, shared that lack of physical strength can also be intelligent. For example, once, colleagues planned to extract the lubricating oil on the machine, but the gap was too narrow to extract.
Ms Ip said that girls also have the advantage of "putting things first" in the industry. Usually rough engineers will be courteous and able to play the role of coordination and communication.
Lin Xiaoqing, a 21-year-old trainee technician, smiled. She spoke more gently and explained the situation to her clients more smoothly.

Women can become industry leaders with perseverance and self-improvement, and companies like Citybus are providing support and family-friendly work environments to help women succeed.

Title:

Content: International Women ’ s Day _ Citybus ’ s First Female Instructor Cultivates 100 Drivers: Don ’ t Be a Monster
Author: Wei Jingquan
Published: Updated:
Today (March 8) is International Women ’ s Day / March 8 Women ’ s Day.
Traditionally, the transportation industry has been regarded as a male-dominated industry. Master Han Kuan, who has worked in the public transport industry for 30 years, is now the driving instructor of Citybus and the first female coach coach of Citybus.
Her motto is “If you have confidence, don ’ t be a monster, you can ride it. ”
Captain Yeung (left) and Miss Kuan (Han) Fu are the two female drivers of Citybus. (Photo provided by Citybus)
Citybus said that more and more women have joined the company in recent years, and the number of female drivers has been increasing, rising by more than 30% compared to 2022.
Sister Kuan: It takes a little more time for the female driver to adjust to the driver's cab
“Sister Kwan ” Han worked in the public transport industry for 30 years and joined Citybus as its driver in 2013.
She has a wealth of driving experience, whether it is mountain roads, flat roads, or long-distance, and even open-top buses can be easily mastered. Sister Kuan was promoted to driving instructor in 2022, becoming the first female coach coach of Citybus, and has so far trained nearly 100 new force soldiers to join the bus industry. I can handle it, and I can fight with other brothers and sisters, without any difference. "
Kwan believes that female drivers are more attentive than male drivers, but sometimes they are affected by women's smaller size, strength or psychological quality, and spend a little more time adapting to the driver's cab than men.
Ms. Kwan Han Fu is the first female coach coach of Citybus, and has trained nearly 100 new soldiers to join the bus industry.
(Photo provided by Citybus)
The female driver of line 720 used to be a language teacher and was good at communicating with children.
The driver of Route 720 moved to Hong Kong eight years ago to take root.
Originally a primary school language teacher, she joined Citybus as bus driver in order to better take care of her family and accompany her children to grow up.
“When I first came to Hong Kong, it took me a while to get used to it because I was unfamiliar with my life.
In order to get familiar with the road conditions in Hong Kong faster, I will take the initiative to “run the line ” whenever I have time, so that I can become a professional driver as quickly as possible. ”
Yang said with a smile, maybe because she is a mother, so many children like to ride the bus driven by her.
She watched the children grow from the driver ’ s seat, and she felt incredible honor and joy.
“As long as there is perseverance and continuous self-improvement, both men and women can become the soul of the industry! ”
Full Pay Maternity Leave and Maternity Leave Benefits
Citybus said it was committed to creating a family-friendly working environment to enable its staff to achieve a family life balance.
Current benefits include: 24 weeks of full pay maternity leave, 12 days of full pay prenatal inspection leave, 3 days of paid marriage leave, 14 days of full pay paternity leave, 2 days of paid compassionate leave and special work arrangements for pregnant drivers.
Citybus has recently actively encouraged female colleagues to join the Committee of the Transport and Logistics Association, “WiLAT ”, to work together to promote the advancement of women in the field of logistics and transportation.

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

Some companies still doubt women's abilities in certain jobs, but women have proven their capabilities in various areas, and can accomplish work faster despite family commitments.

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Content: Money and Business
Rana Jamali: Some companies are not convinced of the ability of women to give …
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Rana Gamali, member of the Chamber of Food Industries of the Federation of Industries, and head of the external relations sector at Coca-Cola Egypt, said that the most prominent challenges facing women in the labor market is the presence of companies that are not yet convinced of the ability of women to give just like men.
Jamali added that although women are committed to responsibilities related to their families, which makes them need to leave work at certain times, they have the ability to accomplish their work faster, so some companies believe that men outperform women in certain jobs is incorrect.
A member of the Chamber of Food Industries of the Federation of Industries, and head of the foreign relations sector at Coca-Cola Egypt, stressed that women have proven their capabilities in several areas that they have not been present for a long time, such as trade, the implementation of sales operations, and the management of factories.
She explained that the Corona crisis affected the entire economy of the world, where it was directed to work from home and therefore the nature of work differed, and there are some companies restructuring their employees to affect men and women together.
As for the climate of competition between men and women, she explained that it is very healthy and positive, even competition among the products of companies is good, and without competition, the products would remain the same without new development and innovations and improvement in quality, and competition between men and women in work is in the interest of the company, work, society and the economy as a whole.
She pointed out that there are many advantages to working with a women ’ s team, and the disadvantages can be that they commit to certain times out of work, to perform their family duties, unlike men.
She pointed out that women have made many gains, especially under the leadership of President Abdel Fattah al-Sisi, as women have become strongly involved in the House of Representatives, the administrative prosecution, the judiciary and all leadership positions, and have become involved in all fields, as Egypt has witnessed a general allocation of women.
She continued: « The Federation of Egyptian Industries has established a new committee called the Committee of Businesswomen, which has many axes to work in, and will cooperate with the Committee of Small Industries, which is chaired by the President of the Chamber of Food Industries Ashraf Al-Jazairli in order to empower women in small projects ».
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How has the level of discrimination for female employees in the construction industry changed over recent decades?

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

having to work harder to prove oneself
attitudinal biases at work

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

Women's involvement in various fields has increased, and companies are restructuring to include more women in leadership positions, with a focus on empowering women and promoting diversity.

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?

The key performance indicators used to measure the success of diversity and inclusion initiatives in construction and maritime companies include demographic representation, accountability infrastructure, progression metrics, misconduct resolution metrics, wellbeing metrics, personnel metrics, social impact metrics, and environmental impact metrics.

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Content: Organizations that seek to achieve diversity, equity, and inclusion as measurable outcomes know the importance of metrics and Key Performance Indicators (KPIs) in their efforts. DEI metrics allow organizations to better understand and operationalize their challenges, hold their leaders and other stakeholders responsible for making progress, and experiment with targeted interventions to reduce inequity. However, even in organizations that already recognize the importance of DEI metrics, leaders can struggle to measure the right ones. It’s both hard to know where to start and challenging to draw out the most important metrics from the noise.

Leaders looking to effectively measure their DEI progress must first realize that there are many categories of outcomes valuable to stakeholders deserving measurement, and that only measuring demographic representation is insufficient. For each that you choose to measure, develop a theory of change — a set of connected hypotheses that will collectively create positive outcomes — to identify tailored proxy metrics. Finally, to ensure that the hard-earned findings from your data-driven DEI efforts don’t simply gather dust on a shelf, create a plan in advance for using that data to take action, hold leaders accountable, and communicate the purpose of your organization’s DEI efforts. Taking these actions allows you to clearly prove your progress to stakeholders, form a case for scaling initiatives that are working, and effectively and responsibly deploy cutting-edge DEI interventions.

Recognize the importance of outcomes beyond demographics.

As of late 2021, over half of all Russell 1000 companies publicly share the race/ethnicity, gender, and job category information they send to the government with their other stakeholders. Many of the leaders I talk to, thinking of these disclosures, link “DEI metrics” to “disclosure of demographic information.” “Our DEI metrics are great,” one told me, “Our company is 52% women.”

While publicly sharing these metrics is an important step, on their own these metrics aren’t enough to meet rapidly changing stakeholder expectations. If your organization cares about DEI, recognize that in practice this means caring about a much larger set of outcomes, including:

  • Accountability infrastructure: the system of incentives and responsibilities by which an organization holds its leaders accountable for achieving DEI goals. Some high-profile examples include the appointment of Chief DEI Officers or decisions to tie executive pay to the achievement of corporate DEI and Environment, Social, and Governance (ESG) goals. An example of an outcome metric related to this category is the percentage of VP-level and above leaders who have DEI-related responsibilities embedded in their evaluation, promotion, or pay.
  • DEI infrastructure: the formal and informal groups through which an organization does DEI work and achieves DEI goals, which often includes Employee Resource Groups (ERGs), DEI Councils, Committees, and Advisory Boards, Working Groups, and DEI full-time employees and consultants. An example of an outcome metric related to this category is the funding and/or headcount available to the entit(ies) tasked with doing DEI work, relative to its size and the size of the organization.
  • Progression: the processes and structures related to employee career progression. This includes the processes for promotion, recognition, and learning and development, as well as formal and informal programs like sponsorship and mentorship. An example of an outcome metric related to this category is the average period of time for an employee to be promoted.
  • Misconduct and conflict resolution: the formal and informal processes by which an organization resolves incidents of misconduct, like discrimination. These processes include reporting processes and conflict resolution practices. An example of an outcome metric related to this category is the percentage of formal and informal employee reports resolved in a satisfactory way for the reporter.
  • Wellbeing: the resources and systems that enable employee and stakeholder wellbeing on and off the job, including an organization’s healthcare benefits, flexible and remote working policies, pay and salary, accessibility, and sick pay and leave policies. An example of an outcome metric related to this category is the percentage of the workforce that works when sick.
  • Personnel: the demographics and other qualities of an organization’s workforce, including not only employees, but others working in an organization’s ecosystem, including part-time workers, seasonal workers, contractors, partners, and vendors. An example of an outcome metric related to this category is the proportion of female employees at each job level.
  • Social impact: the impact of an organization’s operations on the people and communities around it, including its contributions to democratic norms and safe and civil society. An example of an outcome metric related to this category is monetary losses from legal proceedings associated with unethical behavior like fraud, insider trading, anti-trust behavior, or malpractice.
  • Environmental impact: the often-unaccounted-for impact of an organization’s operations and supply chains on the environment, life within it, and climate change. An example of an outcome metric related to this category is the percentage of waste recovered and revalued through reuse.

Stakeholders are no longer only interested in representational data; they increasingly want to know if an organization is funding effective DEI work, eliminating discrimination and resolving incidents fairly, and ensuring that its operations don’t disproportionately impact marginalized communities. Collecting metrics on a variety of outcome types and disaggregating each of them by demographics allows your organization to gauge progress on DEI in a similarly holistic and multifaceted way as your stakeholders do, and improve the likelihood that when you report success, your stakeholders agree.

Create a theory of change.

For each category you seek to measure, develop a working theory of change: a set of connected hypotheses for actions that will collectively move your organization from your current Point A to your intended (in this case, more diverse, equitable, and inclusive) Point B.

For example, if your organization is seeking to increase its representation of Black, Latine, Indigenous, and Southeast Asian people, women, disabled people, and LGBTQ+ people at every job level, a sample theory of change might involve:

A theory of change is essentially an informed guess operationalized into hypotheses. While there is no such thing as a correct or incorrect theory of change, developing one collaboratively with a diverse group of stakeholders increases the likelihood that these informed guesses are accurate to your organization.

The primary value of an accurate theory of change, however, is in its ability to directly inform specific proxy metrics: metrics that do not directly measure the desired outcome, but rather important additional factors related to its achievement.

If your theory of change involves lowering the turnover rate by creating a more inclusive culture and implementing pay transparency policies, then it follows that the proxy metrics you’d collect beyond the outcome metric of turnover rate would be assessments of inclusion and level of pay transparency. Applying this same process to each aspect of your theory of change will give you the set of outcome metrics and proxy metrics best related to your DEI efforts.

Use your data and findings to follow up.

Your DEI measurement efforts don’t end at “picking the right metrics.” Metrics bring the most value to DEI work when they’re directly used to align leaders on what challenges need addressing, and to get from metrics to useful findings, you’ll need to disaggregate these metrics by demographic and organizational factors.

Demographic factors refer to social information collected about people’s identities, traits, communities, and beliefs. Common dimensions include race, gender, age, and disability status, though depending on the region, organization, and research question, additional dimensions may be assessed like sexuality, religion, political orientation, class status, parental status, pregnancy status, transgender status, and veteran status.

Organizational factors refer to information collected about people’s experiences and positions within organizations. Common dimensions include tenure, job level, department, role, management vs. independent contributor status, office location, pay, and remote vs. hybrid status.

Analyzing your data by these factors might, for example, reveal a gender disparity in turnover rate primarily related to experiences of junior-level employees with their managers. Exploring this data further and collecting additional qualitative data through focus groups, interviews, qualitative surveys, and exit interview data might illuminate managerial bias, the lack of resources for managers to lead effectively, or aspects of the company-wide culture that punish junior-level employees who speak up.

Even before you arrive at your findings, ensure you create a plan to follow up on what the data reveals and know how to effectively safeguard, use, and communicate about the data itself. In other words, treat DEI metrics and DEI data with the same rigor and accountability you would treat any serious data-driven initiative, and rely on it to add the same degree of rigor and accountability to your organization’s DEI initiatives.

While DEI measurement may feel like a relatively “new” space, informed leaders don’t have to be intimidated by the prospect of leading these efforts in their own organizations. There may not be an easy list of “best practice” metrics; that’s true. But if you’re able to recognize the outcomes your stakeholders value in your organization, create a theory of change to guide the metrics you use, and follow up on your data and findings, you’ll be able to make measurable, accountable progress toward achieving Diversity, Equity, and Inclusion as tangible outcomes.

These KPIs can be used to inform future initiatives by providing insights into the challenges and progress of diversity and inclusion efforts, and by tracking the effectiveness of initiatives aimed at promoting diversity and inclusion.

Companies such as Leighton and W.R. Grace are using KPIs to track diversity and inclusion progress, and are implementing initiatives such as mentorship programs and flexible work arrangements to support women in the industry.

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How W.R. Grace Creates A Culture Of Diversity, Equity & Inclusion

When global manufacturing leader W.R. Grace made a commitment to diversity, equity, and inclusion (DEI) across its workforce of 4,500 employees in 50 locations worldwide, data visibility was the first priority. To be clear, the business goal was to bring historically underrepresented talent – women and people of color – into more leadership roles on a global scale. But core to the strategy was a holistic DEI approach to benchmark and track progress against accurate metrics.

“Great talent and a high-performance culture drive our competitive advantage bringing high-quality products to our customers on time. We want every employee to feel that what’s best for W.R. Grace is best for them,” said Sunil Kumar, SAP enterprise architect at W.R. Grace. “With employees from various backgrounds and cultures in numerous countries worldwide, we want to create an environment where everyone can make their most valuable contribution.”

I talked with Kumar during the SAP Sapphire in Orlando event, where he explained how W.R. Grace was evolving its people-centric culture, increasing employee creativity and productivity to support the company’s innovation advantage. W.R. Grace was also an SAP Innovation Awards 2022 finalist.

Democratized data produces actionable insights

W.R. Grace is in good company. One survey found over 60% of people view an inclusive workplace environment as very important. Other research revealed that more than 90% of executives believed their organization needed to invest more in technology to address demand for consistent and reliable ESG reporting. What more, one report said 82% of investors believed companies should embed ESG directly into their corporate strategy. At a multi-cultural organization like W.R. Grace, creating a workplace grounded in a culture that fosters DEI is about being committed to bringing out the best in every employee.

The human resources (HR) team at W.R. Grace took the lead in creating the parameters for what’s become the company’s self-service DEI dashboard. Analytics capture data from major HR processes including job applications, interviews, hiring decisions, high potential worker designations, development activities, promotions, and terminations. The HR data comes from SAP SuccessFactors, and is analyzed by SAP Analytics Cloud running on SAP Business Technology Platform.

“We want to avoid conscious and unconscious bias, recognizing people for their actual talent and not just personal background, and providing employees with multiple opportunities to develop their skills,” said Kumar. “HR identified the measurable dimensions for tracking our DEI commitment as people are interviewed and hired, develop their skills and move up, or leave the company. Each department has KPIs to meet. With the data, we can monitor progress against those goals.”

Accurate DEI numbers don’t lie

There’s a wealth of insights that accurate data can reveal about an organization’s DEI progress. Consider the hiring process. At W.R. Grace, data shows the representative gender and ethnicity of candidates who applied for positions, made the shortlist, and were interviewed and hired. Down the road, data also tracks the number of people, by those same dimensions, who are promoted or leave the company. Following strict data privacy and protection rules, HR teams can monitor and prove compliance with company equality policies. HR receives color-coded alerts when algorithm-based data indicates that DEI thresholds aren’t being met. They can quickly see where people aren’t progressing at any employment stage, from resume submission and interviewing, through onboarding and after they are hired.

“While the goal is workforce equity on a global scale, objectives are regionalized by departments depending on their baselines,” said Kumar. “Leaders can quickly identify patterns by position, manager, department, and region. Continuous updates allow us to make continuous improvements. When people are more aware of these issues, they can take the right actions that will help us build a more diverse workforce.”

DEI is integral to business resilience

Providing qualified people with equal opportunities to succeed in the workplace has become table stakes for organizations to excel in a challenging business environment. A recent study showed that if employees trusted their employer’s commitments, they were 87% less likely to leave their organization. What’s more, their engagement levels can increase up to 20%. In another survey, 92% of business respondents agreed that companies dedicated to ESG policies will outlast competitors that lack those commitments. W.R. Grace is clearly on to something, namely a stronger future.

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

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

The use of data and analytics is becoming increasingly important in tracking diversity and inclusion progress, and companies are using tools such as HR dashboards and sustainability reports to monitor and report on their diversity and inclusion efforts.

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Content: Iveco Group launches its first Sustainability & DE&I Wee

TORINO, ITALY

Turin, 20thJune 2023. Since its inception, Iveco Group (MI: IVG) has been driven by a determination to make a positive impact on the world and create long-term value for all its stakeholders. Sustainability is at the core of the Company’s Strategic Business Plan and its business is conducted in an economically sound, environmentally friendly, and socially beneficial manner.

Demonstrating this commitment, the Group has launched a new Company-wide initiative, the “Sustainability and Diversity, Equity & Inclusion (DE&I) Week”. The entire organisation numbering more than 35,000 people has been invited to participate in a full schedule of activities from 19th to 23rd June.

Iveco Group senior leaders are playing a major role, hosting live streams and panel discussions every day to explore the four sustainability priorities that define the Group’s Environmental Social Governance (ESG) strategy: carbon footprint, workplace & product safety, life cycle thinking and inclusion & engagement. Particular attention is being given to DE&I through networking initiatives, training and discussion groups on relevant topics such as exploring bias and how to reduce it, and an awareness campaign that coincides with Pride Month. These and many other DE&I projects carried out throughout the year in all our regions, reaffirm the Group’s commitment to standing in solidarity with everyone contributing their diverse strengths, as per one of the Values of the Company (“we contribute diverse strengths”).

Local teams are coordinating volunteering projects around the world in support of the communities where Iveco Group operates, with employees working side-by-side with NGOs in various cities, including Bangkok, Cordoba, Istanbul, Madrid, Shanghai, Sete Lagoas, Ulm, Vysoke Myto and Turin. The effort in this Italian city will fund Rise Against Hunger, a global non-profit movement to end hunger.

The Sustainability & DE&I Week kicked off with a panel discussion hosted by Gerrit Marx, Chief Executive Officer, Iveco Group, and key senior leaders for this topic. Edna Ogwangi, Chief Programs Officer of Rise Against Hunger, also participated in the panel discussion. During the week, several other sessions with internal experts will take place to give employees greater insight into the Company’s Sustainability targets through discussions involving professional experiences and best practices.

Iveco Group uses a set of approximately 200 sustainability-related performance indicators to give maximum coverage of all its key ESG aspects. A summary of the Group’s sustainability strategy, commitments and actions has just been released on the occasion of the Sustainability and DE&I Week and is now available on the corporate website: Iveco Group 2022 Sustainability Essentials.

Gerrit Marx, CEO, Iveco Group, commented: “Iveco Group aims to contribute to a more sustainable future for all, and this means keeping our promises to our employees, customers, shareholders, suppliers, dealers and partners – but this is not enough. Our purpose states that we commit to advancing a more sustainable society: integrity and respect are fundamental pre-requisites for fully working according to the Sustainability and Diversity, Equity & Inclusion principles, which are at the centre of all the activities, meetings and insights taking place this week.”

Iveco Group N.V. (MI: IVG) is the home of unique people and brands that power your business and mission to advance a more sustainable society. The eight brands are each a major force in its specific business: IVECO, a pioneering commercial vehicles brand that designs, manufactures, and markets heavy, medium, and light-duty trucks; FPT Industrial, a global leader in a vast array of advanced powertrain technologies in the agriculture, construction, marine, power generation, and commercial vehicles sectors; IVECO BUS and HEULIEZ, mass-transit and premium bus and coach brands; IDV, for highly specialised defence and civil protection equipment; ASTRA, a leader in large-scale heavy-duty quarry and construction vehicles; MAGIRUS, the industry-reputed firefighting vehicle and equipment manufacturer; and IVECO CAPITAL, the financing arm which supports them all. Iveco Group employs more than 35,000 people around the world and has 20 industrial sites and 29 R&D centres. Further information is available on the Company’s website www.ivecogroup.com.

Media Contacts:
Francesco Polsinelli, Mob: +39 335 1776091
Fabio Lepore, Mob: +39 335 7469007
E-mail: mediarelations@ivecogroup.com

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Ultimately, promoting diversity and inclusion in the construction and maritime industries requires a commitment to creating a culture of inclusivity and respect, where everyone has the opportunity to thrive and succeed, regardless of their gender or background.

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Why every organization should pay attention to diversity, equity, and inclusion

Diversity, equity, and inclusion are topics that have gained increasing attention and discourse in recent years, in the media and organizational environments, thanks to movements like ‘MeToo’ and ‘Black Lives Matter.’

All too frequently, though, the story revolves around how businesses fail to reach their diversity objectives. Even though most organizational leaders realize the commercial need of hiring and keeping a diverse and inclusive workforce, it is obvious that many are still struggling to make it a reality.

Today, every company needs to analyze how much its business and its brand present commitment to diversity to the public and how much they give space to internal pluralities. With the integration of diversity and inclusion, organizations can demonstrate a broad and attractive vision for all, in addition to showing a more open and respectful mindset. To achieve this goal, it is essential to better understand what diversity and inclusion are, what are the differences between these concepts, and how we can put them into practice.

What are diversity, equity, and inclusion?

The acronym DEI, which stands for Diversity, Equity, and Inclusion, is an encompassing word used to define programmes, policies, strategies, and practices utilized by an organization to promote an equal workplace and promote fairness and inclusivity initiatives. Promoting equality and inclusion as part of your corporate culture is critical for your firm’s success, especially in today’s dynamic marketplace. It also fosters an equal work environment, which leads to a great employee experience.

This talks about people, their singularities, experiences, experitise, and ways of projecting themselves to the world; and how they integrate into different spaces — social, economic, political and corporate. When we link diversity, equity, and inclusion to the business environment, there is a great benefit to the organizational climate and culture, in addition to adding value to the relationships between employees and their results.

One of the most important objectives that an organization can achieve is to create a work environment that makes diversity, equity, and inclusion three fundamental characteristics of their culture. Being able to (re)orientate your recruiting and personnel management policy means, first of all, having a more representative, but also a more productive workforce, and a much more effective employer branding.

Let’s have a look at each of the concepts, why they are important, and how to develop them in your organization.

Diversity

Diversity is related to the concept of plurality, that is, characteristics, behaviors, and values that make people unique. Diversity can be understood as any characteristic that differentiate people from one another. It also means multiplicity and variety, being related to all the attributes that characterize or differentiate individuals within a group or society.

Diversity is built day by day, with a continuous process that allows not only to have a diversified work team, but which represents the diversities of the context and is amalgamated around them, giving rise to a mentality capable of characterizing both the culture of the brand, its daily operations and productivity.

Inclusion

The concept of inclusion is the ability to understand and recognize other individuals who are different in one or several aspects, respecting their pluralities and integrating them into the environment. Inclusion is the act of creating healthy spaces for people with different aspects from yours, accepting and dealing with their differences. In this way, it is possible to adapt the environment so that everyone present is respected and can live independently in their singularity.

Inclusion goes hand in hand with diversity, that is the ability to make all diversities coexist and cooperate in the best possible way, making them peculiar strengths of the organization. Making room for diversity leads to inclusion, that is, to more equitable recruitent processes and workflows in which everyone recognizes inclusiveness as the founding value of the activity, to welcome, involve, and enhance each colleague—thanks to a truly capable environment to unite different cultures and human perspectives, in dialogue and cooperation. To do this, it is necessary to limit badly rooted habits and dismantle unconscious prejudices, which do not allow us to grow inclusively and positively.

Among employees, especially among the youngest, there is an increasing desire to work in environments where diversity and inclusion are acquired concepts, and in which the corporate mentality is open and proactive in promoting progressive policies.

Equity

The concept of DEI is taking precedence in companies as workplace cultures are improving. In particular, diversity is already a well-known notion among forward-thinking businesses. However, greater awareness of social exclusions encountered by persons from underprivileged backgrounds has pushed the term ‘equity’ to the center of discussions about diversity and inclusion. Some people say that Equity is the missing link between diversity and inclusion.

Equity in the workplace is all about empowering and leveling the playing field for all employees. In the workplace, equity refers to treating everyone fairly. It refers to providing equal opportunity to people from diverse origins, cultures, and talents. Transparency in cause and effect is clear, with everyone expecting the same in terms of penalties and rewards. There is equal opportunity when there is equity as it fosters a pleasant work environment for both employees and employers.

Importance of diversity, equity, and inclusion in organizations

According to the Diversity and Inclusion Speakers Agency, by 2024, 47.2% of the workforce will consist of women. Other sources reveal that 78% of employees believe their organizations lack diverse leadership, three out of four employees prefer diverse companies, and 80% want inclusive companies.

Therefore, DEI is more than just a socially responsible thing to do. In addition to valuing and serving different people, it also:

• Drives employee productivity and performance

• Fosters creativity and innovation

• Grows a company’s talent pool

• Reduces employee turnover

• Increases profits and grows a company’s market

Organizations can now begin to see diversity, equity, and inclusion as strong points for business growth. With different worldviews interacting, there’s an emergence of a more favorable space for creativity and innovation, which can result in more efficient processes or products that are suitable for different groups in society. But for companies to have diversity, equity, and inclusion as a value, it is necessary to take action.

How to apply the principles of diversity, equity, and inclusion?

Before organizations can take advantage of DEI, their leaders must commit to making these initiatives a tenet of their values. They must invest the necessary resources to ensure that different groups are adequately represented, that there is fairness in opportunities and pay structures, and that all people feel welcome and included in the organization.

An inclusive environment cannot be achieved without awareness and cultural competence; to enhance diversity you need to know and understand them. Only by starting from this premise is it possible to undermine old privileges, encourage discussion and recognize those who have always been discriminated against fairness of treatment, expression, and growth within the company.

With more attentive and aware interactions, we understand the values and experiences of others and how diversity is fertile ground for everyone’s life and how important it is to respect them.

For the more structured realities, it may be interesting to set up a working group dedicated to diversity management, so as to monitor the difficulties and progress of the tortuous inclusiveness process within the organization.

Finally, to adapt all the collateral paths capable of fostering diversity and inclusion, starting with recruiting and personnel management.

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