The construction and maritime industries have seen gradual but meaningful progress toward gender diversity, including increased participation of women as crane operators.

For example, while women still represent a small fraction of tradespeople—just 6% in British Columbia's construction sector as of 2022—industry efforts focus on recruiting underrepresented groups to address labor shortages and diversify workforces.

Notable female crane operators like Farkhana Safargaleeva in Russia, with 15 years of experience and recognized for exceptional skill and calmness, and Li Rui in China, demonstrate how women excel in these technically demanding roles when supported by inclusive workplaces.

In Ukraine, companies such as Meest and Ferrexpo have formed female teams in traditionally male roles, offering adaptive workloads and career advancement, which highlight practical strategies to break barriers in heavy industry roles.

Historically, women faced significant gender barriers including stereotypes about physical capability, exclusion from mentorship and training opportunities, and workplace cultures that were not supportive.

Leading companies and industry initiatives have countered these barriers through targeted mentorship programs, inclusive recruitment strategies, providing ergonomic equipment adaptations, and delivering training tailored to women’s needs.

The establishment of Women in Maritime Networks and global initiatives like the International Maritime Organization’s leadership accelerator programs also increase visibility and support for women in these roles, promoting systemic change.

Research confirms that gender-diverse teams benefit organizations through improved workplace culture, heightened safety awareness, better communication, and enhanced operational performance.

Women often contribute strengths such as multitasking ability, patience, and meticulousness that contribute positively to high-risk and complex operations like crane handling.

The construction and maritime industries have seen gradual but meaningful progress toward gender diversity, including increased participation of women as crane operators.

Title:

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

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

5 key takeaways for DEI in maritime

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

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

1. Building inclusion throughout an organisation’s levels

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

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

2. Avoiding seeing women in maritime as a monolith

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

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

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

4. Fostering relationships and embedding peer support

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

5. The support of leadership in successful DEI practices

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

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

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

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

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

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

commit to gender equality in hiring practices

appoint women to traditionally male roles

For example, while women still represent a small fraction of tradespeople—just 6% in British Columbia's construction sector as of 2022—industry efforts focus on recruiting underrepresented groups to address labor shortages and diversify workforces.

Title:

Content: Short-term contractions in British Columbia’s construction sector are short lived, with the residential sector poised to drive growth to 2032

OTTAWA, Ontario, April 28, 2023 (GLOBE NEWSWIRE) — British Columbia’s construction sector enjoyed another strong year of growth in 2022, with investment levels in both the residential and non-residential sectors rising to peaks. The former was sustained by high levels of real-estate demand, while the latter was supported by a series of ongoing engineering-construction projects and strong investments in hospitals and health care facilities.

Construction demands are expected to contract in the near term, with elevated interest rates curbing residential demand and work concluding on key major non-residential projects.

BuildForce Canada released its 2023–2032 Construction and Maintenance Looking Forward report for British Columbia today. It finds that after recording strong gains in 2021 and 2022, employment is poised to contract in the short term due to a modest decline in residential construction related to rising interest rates and the wind down of work on several major projects in the province. A series of increases follow through the remainder of the forecast period, mostly in the residential sector, with total employment reaching more than 4% above 2022 levels by 2032. These numbers are based on existing known demands and do not take into account the federal government’s goal to double the number of new homes built across Canada over the next 10 years, nor the anticipated increase in demand for construction services related to the retrofit of existing residential, industrial, commercial, and institutional buildings to accommodate the electrification of the economy.

“British Columbia has been one of the busiest construction markets in Canada for several years, with many major non-residential projects stacked on top of a booming residential sector,” says Bill Ferreira, Executive Director of BuildForce Canada. “Although both will likely experience modest declines in activity in the short term, higher levels of migration into the province will boost residential construction activity across the medium and long terms, while activity in the non-residential sector will fluctuate with the ebb and flow of work on several major projects.”

A full analysis of British Columbia’s construction sector requires detailed looks at not only the provincial market as a whole, but also at the two key provincial sub-markets: the Lower Mainland and Vancouver Island. Both have their own unique market conditions.

The Lower Mainland construction market, which includes Greater Vancouver, Fraser Valley, Sunshine Coast, Squamish, and Lillooet, accounts for approximately 60% of the province’s construction employment. Regional activity strengthened again in 2022, led by peak levels of investment in both the residential and non-residential sectors.

Total construction employment in the Lower Mainland construction market is expected to contract through to 2026, as losses in the residential sector offset gains in the non-residential sector. Thereafter, it rises to the end of the forecast period, increasing by 3% to 2032, with employment in the non-residential sector accounting for all of the increase. Residential employment is mostly unchanged.

The Vancouver Island construction market, which includes the Capital Region, Cowichan Valley, Nanaimo, Alberni-Clayoquot, Strathcona, Comox Valley, Powell River, Mount Waddington, and Central Coast, also experienced growth in 2022. Activity was supported by a modest increase in residential investment and stronger growth in the non-residential sector. Construction employment is expected to contract by just over 3% across the forecast period, as residential employment declines by nearly 4% from its 2022 peak, and non-residential employment is virtually unchanged.

BuildForce Canada projects that British Columbia’s construction industry will need to recruit 52,600 additional workers over the forecast period to keep pace with expansion and replacement demands. More than 38,000 of those workers – or 20% of the 2022 construction labour force – are expected to retire during this period. Although the addition of almost 34,000 workers under the age of 30 from local recruitment efforts will help to offset these retirements, the labour force faces a near-term need for large numbers of experienced skilled workers. By 2032, the industry could face a deficit of 18,700 workers unless anticipated recruitment is increased.

The development of skilled tradespersons in the construction industry takes years, and often requires participation in a provincial apprenticeship program. New registrations in British Columbia’s 25 largest construction trade programs have fluctuated in recent years, despite an overall increase of 14% in employment between 2013 and 2019.

Based on projected new registrations and completion trends, several trades may be at risk of undersupplying the number of new journeypersons required by 2032. Trades within this group include Boilermaker, Bricklayer, Carpenter, Gas Fitter, Glazier, Heavy Equipment Operator, Industrial Instrumentation Technician, Industrial Mechanic, Insulator, Lather, Mobile Crane Operator, Painter and Decorator, Powerline Technician, Roofer, and Welder.

The construction industry remains focused on building a more diverse and inclusive labour force. To that end, efforts are ongoing to enhance the recruitment of individuals from groups traditionally under-represented in the province’s construction labour force, such as women, Indigenous People, and newcomers to Canada.

In 2022, there were approximately 33,500 women employed in British Columbia’s construction industry – a contraction of about 5% from 2021 levels. Of them, 31% worked directly in on-site construction. As a share of the total, women represented just 6% of the 182,100 tradespeople employed in the industry in 2022. That figure is unchanged from 2021.

The Indigenous population is another under-represented group that presents recruitment opportunities for British Columbia’s construction industry. In 2021, Indigenous workers accounted for 6.2% of the province’s construction labour force, which is a slight increase from 2016. It is also notably higher than the share of Indigenous People represented in the overall labour force. As the Indigenous population is the fastest growing in Canada and Indigenous workers seem predisposed to the pursuit of careers within the sector, there may be scope to further increase the recruitment of Indigenous People into the province’s construction industry.

The construction industry is also committed to the recruitment of newcomers to Canada. Historically, newcomers and more established immigrants have accounted for about one quarter of British Columbia’s construction workforce. With the province expected to welcome an average of just under 80,000 newcomers every year through 2032, based on historical settlement trends, the immigrant population will be a key potential source of labour force growth for the construction sector.

Increasing the participation rate of women, Indigenous People, and new Canadians could help British Columbia’s construction industry address its future labour force needs.

BuildForce Canada is a national industry-led organization that represents all sectors of Canada’s construction industry. Its mandate is to support the labour market development needs of the construction and maintenance industry. As part of these activities, BuildForce works with key industry stakeholders, including contractors, proponents of construction, labour providers, governments, and training providers to identify both demand and supply trends that will impact labour force capacity in the sector, and supports the career searches of job seekers wanting to work in the industry. BuildForce also leads programs and initiatives that support workforce upskilling, workforce productivity improvements, improvements to training modalities, human resource tools to support the adoption of industry best practices, as well as other value-added initiatives focused on supporting the industry’s labour force development needs. Visit www.buildforce.ca.

For further information, contact Bill Ferreira, Executive Director, BuildForce Canada, at [email protected] or 613-569-5552 ext. 2220.

This report was produced with the support and input of a variety of provincial construction and maintenance industry stakeholders. For local industry reaction to this latest BuildForce Canada report, please contact:

Chris Atchison
President
British Columbia Construction Association
(250) 818-9671

Kim Barbero
CEO
Mechanical Contractors Association of British Columbia
604-205-5058

Paul de Jong
President
Progressive Contractors Association of Canada
403-620-3781

Kelly Scott
President
BC Road Builders and Heavy Construction Association
604-436-0220

Rob Viccars
Communications & Marketing
Canadian Homebuilder’s Association of British Columbia
604-432-7112 ext. 301

Funded by the Government of Canada’s Sectoral Workforce Solutions Program.

CBJ Newsmakers

Recommended

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

commit to gender equality in hiring practices

Notable female crane operators like Farkhana Safargaleeva in Russia, with 15 years of experience and recognized for exceptional skill and calmness, and Li Rui in China, demonstrate how women excel in these technically demanding roles when supported by inclusive workplaces.

Title:

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

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

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

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

appoint women to traditionally male roles

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

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

long careers that span decades
support and assistance from management

In Ukraine, companies such as Meest and Ferrexpo have formed female teams in traditionally male roles, offering adaptive workloads and career advancement, which highlight practical strategies to break barriers in heavy industry roles.

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

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

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

appoint women to traditionally male roles

Historically, women faced significant gender barriers including stereotypes about physical capability, exclusion from mentorship and training opportunities, and workplace cultures that were not supportive.

Title:

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

What you need to know:

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

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

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

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

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

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

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

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

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

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

Leading companies and industry initiatives have countered these barriers through targeted mentorship programs, inclusive recruitment strategies, providing ergonomic equipment adaptations, and delivering training tailored to women’s needs.

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

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

create training and apprenticeship programs

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

The establishment of Women in Maritime Networks and global initiatives like the International Maritime Organization’s leadership accelerator programs also increase visibility and support for women in these roles, promoting systemic change.

Title:

Content: Developing the Next Generation of Maritime Professionals

By Elpi Petraki

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

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

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

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

Educating Future Leaders

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

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

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

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

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

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

Addressing Recruitment Challenges

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

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

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

Digitalization and New Technologies

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

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

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

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

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

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?

create leadership programs for women
professional development
promote women
support networks

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

inclusive policies
mentorship opportunities

Research confirms that gender-diverse teams benefit organizations through improved workplace culture, heightened safety awareness, better communication, and enhanced operational performance.

Women often contribute strengths such as multitasking ability, patience, and meticulousness that contribute positively to high-risk and complex operations like crane handling.

Title:

Content: My channel
* Drag categories can be customized sorting
Recover Default OK
Setup
Alert
Jinshan ’ s most expensive “buyout ” landlord smashed 410,000 renters this year
Cryptocurrency platform FTX CEO arrested, extradited back to the United States, Stanford parents implicated
Fewer fines, fewer accidents, more female truck drivers, more and more attention.
In response to the increasing demand for truck drivers, more and more women are joining the ranks of drivers.
According to the Ministry of Labor, there were about 3.1 million truck drivers in 1999, and 4.9% were women. In 2021, there were nearly 3.5 million truck drivers, and 7.9% were women.
The number of female drivers has increased by 80% over the past 20 years. Maggie Selagea is one of thousands of women joining the industry.
In 2008, during the Great Depression, Selagea ’ s construction company went bankrupt, and she turned to the trucking industry, which was not easily affected by the economic downturn.
She became head of the transportation company Mega Load.
The company is headquartered in Chicago and ships throughout the country.
Selagea said, “I grew up with nine brothers and became a car lover.
I take care of my car and I want people who work with me to do so.
Selagea ’ s experience reflects the impact women have had on the transportation industry.
Rhonda Hartman, a member of the American Trucking Association, which recruits women and advocates for Women in Motion, said women drivers prefer safe driving, cherish equipment, have fewer fines and fewer accidents, and thus reduce litigation costs and insurance costs for trucking companies.
This view is supported by the analysis of the 2022 Women in Trucking Index.
The data shows that women often choose to avoid risk and focus more on safety than men.
In addition, women often have excellent multitasking and organizational skills, strong communication, patience, focus and reliability.
Matt Hart, CEO of the Illinois Trucking Association (ITA), agrees, saying there is a national driver shortage and the ITA is trying to recruit more women and form “road teams. ”
Its members must have exemplary driving records and good communication skills.
Hartman was one of the members.
She visited the White House to talk to President Biden.
She regularly offers driving lessons and travels the country as a seminar instructor.
Hart also said that because more trucks are now equipped with automatic transmission, which reduces the physical requirements, making it easier for women to drive.
Both Selagea and Hartman are excited to see more female drivers on board.
“Women ’ s participation has made the industry better, ” Hartman says, even though women are currently paid less.
On average, male truck drivers earn about $61,000, while female truck drivers earn only $52,000.
When the working environment is overwhelmingly male, female drivers may face backlash and stress due to gender.
To that end, Cornilla Johnson, who is training to drive a Class A vehicle, said, “Be confident in what you ’ re doing and who you are. ”
As a woman, you can definitely get through difficult times. "As a single mother, she likes this flexibility in working hours and makes herself more confident.
The Great Depression, Biden.
The last one.
Mon County Water Conservation Art Competition 12.31 Deadline
The next one.
66-year-old cardboard boy identified by police as suspect
Super-popular
More >