The construction industry has traditionally been a male-dominated field, but women are increasingly breaking through the walls of the profession, with the number of female construction apprentices nearly doubling between 2016 and 2019.

Women like Andy Dirkschneider, who heads Brookline Homes in Charlotte, are proving to be well-suited for the construction industry, with skills such as building relationships easily and being more attentive to details, making them suitable for the field of work.

Events like Transportation & Construction GIRL Day are helping to encourage young women to consider careers in the transportation and construction industry, with hundreds of girls and young women attending the event.

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

Women like Daniela Farias, Sofia Menacho, and Sydney Rocha are helping to break down traditional gender barriers in the construction industry, working on projects such as the tallest residential building on Florida's West Coast.

The presence of women in the construction industry is not only about numbers, but also about the skills and perspectives they bring, with women being better with details, organizing, and design.

To create a more inclusive work environment for women in male-dominated construction and maritime careers, companies can establish policies and practices that support diversity and equality, such as providing paid maternity and paternity leave that exceed statutory requirements.

Companies like Leighton have been continuously optimizing their working environment and policies to meet the development and needs of employees, including women, by offering flexible work policies and allowing employees to pursue their careers while taking care of their families.

The creation of networks like WOICE (Women in Construction and Engineering) can also 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.

Understanding what is important to the women in individual workplaces and how the industry can support them is crucial in developing appropriate action plans for the short and long term, taking into account factors such as ethnicity, sexual orientation, disability, neurodiversity, and gender identity.

Creating support systems to enable gender parity in technical positions, such as training programs with mentorship initiatives, skill-building workshops, and leadership development opportunities tailored to women in technical fields, can help address the disparity in technical positions.

Construction companies can implement training programs that provide on-the-job experience and mentorship to attract and retain women in crane operation and heavy machinery roles.

These programs can include apprenticeships, internships, and training sessions that cater to the specific needs of women in these roles, such as equipment operation and maintenance.

Companies can also establish partnerships with organizations that specialize in promoting women in non-traditional trades, such as the National Association of Women in Construction.

Initiatives like women-only training sessions, networking events, and support groups can help create a sense of community and belonging among female crane operators and heavy machinery workers.

Additionally, construction companies can offer flexible work arrangements, such as part-time or job-sharing options, to accommodate the needs of women who may be balancing work and family responsibilities.

Providing personal protective equipment (PPE) that is designed to fit women's bodies can also help to create a more inclusive work environment.

Companies can also promote women in leadership positions and provide opportunities for career advancement to demonstrate their commitment to diversity and inclusion.

The implementation of these training programs and initiatives can help to break down traditional gender barriers and create a more diverse and inclusive work environment in the construction industry.

By attracting and retaining more women in crane operation and heavy machinery roles, construction companies can benefit from a more diverse workforce, improved productivity, and enhanced reputation.

Ultimately, the success of these programs and initiatives depends on the company's commitment to creating a culture that values and supports diversity, equity, and inclusion.

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, including building inclusion throughout an organisation’s levels.

The construction and maritime industries have made vital progress in recruiting and retaining women in certain sectors over the last few years, but still face challenges in retaining employees.

Research shows that a fundamental ingredient for a healthy culture is inclusion, and creating an inclusive culture in construction takes time and considerable effort to drive human behavioural change.

Companies that embrace diversity and inclusion in all aspects of their business statistically outperform their peers, and improvements to the industry’s productivity performance could save Australia $47 BILLION annually.

To create a culture of inclusivity and respect, companies should set measurable goals and then measure them, as numbers don’t lie and are an important aspect of creating inclusive organisations.

Building diverse teams and a culture that nurtures those teams and individuals is crucial to stopping the churn and getting closer to the organisation’s overall D&I goals.

The key to creating a more inclusive culture is to start now and disrupt the traditional ways of working, with a strong current industry sentiment being “Disrupt or Die”.

Extensive research has shown that companies that embrace diversity and inclusion in all aspects of their business outperform their peers, and this may mean the difference between keeping the business open or not during times of economic struggle.

Inclusive culture can be disrupted and created by starting somewhere and taking considerable effort to drive human behavioural change, with the goal of creating a healthy culture that values diversity and inclusion.

The construction industry has traditionally been a male-dominated field, but women are increasingly breaking through the walls of the profession, with the number of female construction apprentices nearly doubling between 2016 and 2019.

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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?

appoint women to traditionally male roles

Women like Andy Dirkschneider, who heads Brookline Homes in Charlotte, are proving to be well-suited for the construction industry, with skills such as building relationships easily and being more attentive to details, making them suitable for the field of work.

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

Events like Transportation & Construction GIRL Day are helping to encourage young women to consider careers in the transportation and construction industry, with hundreds of girls and young women attending the event.

Title:

Content: By Conor McCue

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

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

(credit: CBS)

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

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

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

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

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

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

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

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

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

(credit: CBS)

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

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

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

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

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

MORE NEWS: Denver Weather: Cooler Temperatures Settle In Quickly

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

Conor McCue

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

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?

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

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

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

Women like Daniela Farias, Sofia Menacho, and Sydney Rocha are helping to break down traditional gender barriers in the construction industry, working on projects such as the tallest residential building on Florida's West Coast.

Title:

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

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

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

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

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

Daniela Farias and Sydney Rocha work in the construction industry.

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

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

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

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

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

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

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

READ: Trader Joe’s to open Palm Harbor store

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

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

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

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

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

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

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

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

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

appoint women to traditionally male roles

The presence of women in the construction industry is not only about numbers, but also about the skills and perspectives they bring, with women being better with details, organizing, and design.

To create a more inclusive work environment for women in male-dominated construction and maritime careers, companies can establish policies and practices that support diversity and equality, such as providing paid maternity and paternity leave that exceed statutory requirements.

Title:

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.
(Special offer)

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

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

Companies like Leighton have been continuously optimizing their working environment and policies to meet the development and needs of employees, including women, by offering flexible work policies and allowing employees to pursue their careers while taking care of their families.

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

being able to combine work and family
support and assistance from management
being able to support their families

The creation of networks like WOICE (Women in Construction and Engineering) can also 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.

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?

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

Understanding what is important to the women in individual workplaces and how the industry can support them is crucial in developing appropriate action plans for the short and long term, taking into account factors such as ethnicity, sexual orientation, disability, neurodiversity, and gender identity.

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.

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

Creating support systems to enable gender parity in technical positions, such as training programs with mentorship initiatives, skill-building workshops, and leadership development opportunities tailored to women in technical fields, can help address the disparity in technical positions.

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

create training and apprenticeship programs

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

Construction companies can implement training programs that provide on-the-job experience and mentorship to attract and retain women in crane operation and heavy machinery roles.

Title:

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

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

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

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

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

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

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

We MUST change the culture.  Disrupt!!!

Inclusive Culture

How to disrupt and create a more inclusive culture?

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

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

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

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

Language and Behaviours

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

Behaviours

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

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

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

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

Language

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

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

Perspective taking example:

(posted on LinkedIn)

Post:  “FFS…really?!”

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

Another example:

(Email received)

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

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

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

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

Be a disrupter!

Lean into creating a safer and more inclusive culture.

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

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

create training and apprenticeship programs

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

create training and apprenticeship programs

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

create training and apprenticeship programs

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

create training and apprenticeship programs

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

create training and apprenticeship programs

These programs can include apprenticeships, internships, and training sessions that cater to the specific needs of women in these roles, such as equipment operation and maintenance.

Title:

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

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

create training and apprenticeship programs

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

vocational training
inclusive policies
educational programs

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

Companies can also establish partnerships with organizations that specialize in promoting women in non-traditional trades, such as the National Association of Women in Construction.

Companies can also establish partnerships with organizations that specialize in promoting women in non-traditional trades, such as the National Association of Women in Construction.

Initiatives like women-only training sessions, networking events, and support groups can help create a sense of community and belonging among female crane operators and heavy machinery workers.

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

create training and apprenticeship programs

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

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

create training and apprenticeship programs

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

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

create training and apprenticeship programs

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

Additionally, construction companies can offer flexible work arrangements, such as part-time or job-sharing options, to accommodate the needs of women who may be balancing work and family responsibilities.

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

Providing personal protective equipment (PPE) that is designed to fit women's bodies can also help to create a more inclusive work environment.

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

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

Companies can also promote women in leadership positions and provide opportunities for career advancement to demonstrate their commitment to diversity and inclusion.

Title:

Content: Menu
Diversity and inclusion: 7 best practices for changing your culture

Diversity and inclusion: 7 best practices for changing your culture

A team that’s diverse and inclusive leads to better outcomes in all areas of business: from recruitment and retention to product development. Here’s how to tune your D&I efforts so they work.

Diversity and inclusion (D&I) have become necessary missions for most businesses.

Research has long shown that diverse teams are more productive, more engaged, and the companies that create them are more profitable.

Despite the requisite commitment and knowledge, however, creating a truly diverse and inclusive workforce takes much more than locating and tapping a diverse hiring pipeline.

According to a recent study in the Harvard Business Review (HBR), organisations of all sizes have made unprecedented investments around diversity, equity, and inclusion (DEI) in the past few years.

That same report, though, found that those efforts are not finding the level of success companies had hoped for. Much of the disappointment is not with recruitment, however. It’s with employee retention.

“In a lot of organisations, especially in tech organisations, you get a revolving door,” says Stuart McCalla, managing partner at Evolution. “People come in and then they leave.”

That’s expensive and frustrating for everyone involved.

CIO.com spoke to DEI leaders and experts to uncover the best practices for building diverse teams and a culture that nurtures those teams and individuals to stop the churn and get closer to the organisation’s overall D&I goals.

1. Set measurable goals and then measure them

“One of the most important aspects of creating inclusive organisations is about measurement,” says McCalla. “Numbers don’t lie.”

You can’t really know how well you are doing at building the inclusive environment you want if you don’t set goals and measure your progress against them.

Yet, according to the HBR study, 60 per cent of companies report that they have a DEI strategy but gender representation goals (26%) and race representation goals (16%) are infrequently part of it.

These are not recruitment goals. They are representation goals.

Maybe you hired a diverse team for entry-level positions. But where are they now? Did they get promoted and build diversity in your management team? Or did they leave because there was no opportunity for advancement, the company culture didn’t make them feel welcome, or there was bias that’s invisible to your management team but crystal clear to them?

You can use data to identify these issues and prioritise where you need to implement programs, offer training, and focus your efforts.

“If you examine the average tenure of an underrepresented group and discover that it’s less than a year or two, aggregate the exit interview data for that group,” explains McCalla.

“If 35% of those folks say they left for a better opportunity, 45% say they were unable to progress in their career, and 20% say their manager didn’t understand their experience, what should you focus on?”

Knowing your goals and how you are performing against those goals gives you a workable plan for improving what needs attention.

The HBR study found that companies do collect this sort of data, but it is underutilised.

Most companies collect gender data (90%) and ethnicity data (88%). But when it comes to attrition, only 52% of those companies analyse the data by gender and less than half (40%) look at it through the lens of race and ethnicity. And when it comes to tracking who gets promoted? The numbers drop again.

2. Fix your inclusion problems before you recruit

“The intention has to be there,” says Luan Lam, chief people officer at Harness.io. Like many D&I experts, Lam is a strong advocate of starting a company with a DEI plan already in place, setting the tone for every hire past the founders.

“If you set your intention from the beginning, it builds a framework you can fine-tune as you go along,” he says. In this way, DEI isn’t an afterthought, added during a crisis. It is baked into everything from office design to hiring to pay to processes.

“That way, there isn’t a lot of cleaning up to do. You set your intention. You put a plan in place. And you execute against that plan,” he says.

That’s great advice for startups. But if your company is not a startup, it is still important to fix your culture before you recruit. You can’t hope that, somehow, the new hires — simply through their presence — will repair your company culture from within.

“Internally organised inclusion efforts often fall informally on people from diverse backgrounds,” explains Cassandra Shapiro, global head of DEI at Reaktor.

“That is extra labor for people who are already facing unequal opportunities or barriers that are invisible to people from the majority. So, to have to create inclusion for people that come in after them is additional work. If organisations don’t find a way to formalise inclusion efforts before they start bringing in more people, people from marginalised backgrounds will not be interested in shouldering that burden and will leave.”

Recruiting a team without assuring that they will be included by your culture is a waste of your resources and efforts.

“When people find an excellent position, interview, join, and realise the culture is not making space for them, it is a monumental waste of effort — on both sides,” says Shapiro.

3. Encourage people to tell their story

A great place to start on this journey is to create forums — Slack groups, employee resource groups, events, and educational opportunities — that establish environments where people can tell their stories.

“If we encourage safe forums for speaking up, we can create a sensitive and mature approach to discussing injustice,” says Nichelle Grant, head of diversity, equity, and inclusion at Siemens USA. “We can create a dialogue that strengthens our organisational culture and builds a more resilient organisation as a whole.”

This can be simple to implement and powerful: Invite experts to speak about topics around equity or that throw a spotlight on diverse experiences. Create forums where people can tell their own story and where people are encouraged to listen and respond.

“When you share stories, people automatically sit up and listen,” explains Shapiro. “They find a way to connect their own stories and their own experiences with the stories and experiences you’re sharing. At Reaktor we have open DEI meetings that end up as storytelling sessions. We also do education sessions when there are topics people want to talk about.”

For example, explains Shapiro, “We found an expert on neurodiversity and asked him to speak. The purpose was to educate us on the basics of neurodiversity. But there was also a question-and-answer session where people were buzzing, typing in lots of questions.”

That level of interest and curiosity led to Reaktor employees starting a dedicated Slack channel for neurodiversity matters, a safe space for neurodivergent people and advocates to come together. “That is a rich and active place now,” she says.

Creating these channels of inclusion are important for the people who are already there, but they also go a long way towards creating a place that is welcoming to new team members.

4. Make leaders accountable to your DEI goals

Managers have an outsized influence on the experience of people on their team so it’s important that they hear these stories around diversity and inclusion, too.

Unfortunately, leaders are often the last to hear from discontent team members, especially if they are seen as the problem. Leaders are gatekeepers for promotion, so when they make decisions that are influenced by unconscious bias, it has a ripple effect on the culture.

The HBR story found that for DEI goals to succeed, executives and leaders must be held accountable to them.

Yet most DEI plans don’t do this. Only 28% of companies hold C-suite executives accountable for progress against the DEI strategy, 23% for pay equity, 12% for gender diversity, and 5% for racial and ethnic diversity.

A mere 7% of companies hold execs accountable for gender diversity in promotions, and 5% are accountable for racial and ethnic diversity in promotions.

Having a clear process and stated criteria for advancement, too, according to a report from Culture Amp, can move responsibility and decision-making power away from managers so employees believe that bias will not stand between them and opportunities.

“One thing that has been successful for us is to work with leaders and get them ready to hear things that don’t match their current beliefs,” says McCalla.

“It can be hard for skilled, competent, successful leaders who have been around to accept the understanding of systemic oppression – how different identities work. It is hard, especially for those leaders. It is an extra layer of complexity and yet this is the leadership skill for the 21st century.”

John Marcante, CIO-in-residence at Deloitte, experienced how hard it is to see the world through a lens that is not your own at an employer-hosted diversity and inclusion event when he was the CIO at Vanguard.

“I sat next to a Black executive, and we started sharing stories,” he says. “At the time, my son was learning to drive. We got into a conversation about the stories Black parents tell their sons — especially about keeping their hands on the wheel and not reaching for the glove compartment — as an officer approaches the car. I’ve never taught my son anything like that. It hit me so hard. That was my first understanding that life is very different.”

And understanding how different the lens is for underrepresented groups is a great start. No one can be passionate and engaged in solving a problem they can’t see.

“I think about this as building a practice where I am weaving in behaviors and actions with intention into everything I do, so that it’s part of my job,” explains Libby Maurer, vice president of user experience at HubSpot. “If we’re not doing that, this is just an extra thing on your checklist that doesn’t yield an inclusive environment.”

5. Create ways for people to say what’s wrong

People who experience bias are often hesitant to tell leaders what’s wrong. Overcoming the feeling that nothing will be done about it, that there will be backlash against them, and that speaking up is dangerous to their career is an integral part of living life as an underrepresented group.

“Finding avenues for people to speak directly to you while removing any potential backlash that they might feel is so important,” says Shapiro.

Even something as simple as an anonymous Google form where people can say what’s going on can help. Even better? Solicit feedback through anonymous surveys and feedback tools so that you aren’t waiting for someone to experience extreme dissatisfaction before they find the courage to speak.

“We have many listening posts and feedback channels to listen for inclusion issues, lack of inclusion, and a lack of safe environment,” says Maurer. Without those sorts of listening posts, and even perhaps with them, you will rely heavily on exit interviews to course correct your efforts.

Solicit feedback in those exit interviews and encourage exiting employees to be candid and you will get better data to measure against your goals, change your culture or leaders, expand DEI programs, and clarify systems around pay, equity, and advancement.

“We have an entire system when folks decide to leave,” says Maurer. “So, we can get deep into the drivers for why they made that decision.”

6. Examine the rules and assumption that define your culture

Because life is so different for different slices of the population, it’s important to examine policies and cultural norms that enforce one culture while excluding others.

If you have a dress code, ban things like tattoos or piercings, or require people to come to the office at specific times, you may be excluding members of underrepresented communities that you want to hire or be preventing them from bringing their entire self to work, which makes for an exhausting workplace for them.

“How can you encourage people to be authentic if you’re not allowing them to show off their tattoos or piercings and things like that?” asks Adriana Gascoigne, founder and CEO at Girls in Tech.

“Do you enable people to be themselves when it comes to their thoughts and feelings? Do you encourage them to generate ideas and come to brainstorms and say what they feel? That is all part of being authentic.”

Most people from underrepresented groups can tell stories about having to change, or hide, who they are to survive or be considered for opportunities and advancement.

“Starting my career at a high-profile social networking company, back in 2008 and 2009, I would go into something I called man mode,” says Gascoigne. “I was climbing the ladder, surrounded by men. The only way I could be respected was if I wore pantsuits, talked in a lower voice, didn’t say anything funny, and was very curt. I had to have lots of slides with numbers and stats. This is very different than who I am as a person.”

Women who fight through that bias to find success are often asked to start all over if they have a child and return to a workplace where maternal bias, the assumption that they are less committed because they are mothers, is rampant.

Overall, women leave the workforce — especially those in leadership roles — in much higher numbers than men. If your data shows a high attrition rate for women, those women know why they are leaving.

“I’ll guarantee you they know why,” says McCalla, as do all underrepresented people who leave. “Maybe you should listen to that why?”

7. Give the DEI leader a seat at the table

In the past five years, there has been a 71% increase worldwide in all DEI roles, according to LinkedIn data.

But the HBR study found that work still needs to be done when it comes to listening to the DEI team.

It found that 58% of companies have a budget dedicated to DEI but only 21% have a senior role dedicated to this effort. Only 9% have a DEI leader who sits at the same level as other executives. And only 12% of those DEI leaders have a team working for them.

The Culture Amp report found that only 34% of DEI leaders reported that they had adequate resources.

Often the DEI role is part of the HR team or an independent person with little say or resources. Empower your diversity people, listen to them, and give them people to help execute against their plan.

That will give your DEI effort, according to a recent Time report, “an enterprise-wide mindset and a seat at the decision-making table.”

“Companies can’t just talk about their mission around diversity, equity, and inclusion,” says Marcante. “We have to be adamant about getting the message out that we are committed to diversity — at all levels of the company.

"We are committed to transparency and equal pay. Actions matter, too. Are the senior leaders sponsoring employee resource groups and diverse talent? Does the diverse talent in the organisation get access to senior leaders? How diverse is your senior leadership team? That’s the only way we change this.”

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

appoint women to traditionally male roles

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

appoint women to traditionally male roles

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

appoint women to traditionally male roles

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

appoint women to traditionally male roles

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

appoint women to traditionally male roles

The implementation of these training programs and initiatives can help to break down traditional gender barriers and create a more diverse and inclusive work environment in the construction 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?

create training and apprenticeship programs

commit to gender equality in hiring practices

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

vocational training
inclusive policies
educational programs

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

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

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

create training and apprenticeship programs

commit to gender equality in hiring practices

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

vocational training
inclusive policies
educational programs

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

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

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

create training and apprenticeship programs

commit to gender equality in hiring practices

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

vocational training
inclusive policies
educational programs

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

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

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

create training and apprenticeship programs

commit to gender equality in hiring practices

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

vocational training
inclusive policies
educational programs

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

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

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

create training and apprenticeship programs

commit to gender equality in hiring practices

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

vocational training
inclusive policies
educational programs

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

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

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

create training and apprenticeship programs

commit to gender equality in hiring practices

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

vocational training
inclusive policies
educational programs

By attracting and retaining more women in crane operation and heavy machinery roles, construction companies can benefit from a more diverse workforce, improved productivity, and enhanced reputation.

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

appoint women to traditionally male roles

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

appoint women to traditionally male roles

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

appoint women to traditionally male roles

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

appoint women to traditionally male roles

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

appoint women to traditionally male roles

Ultimately, the success of these programs and initiatives depends on the company's commitment to creating a culture that values and supports diversity, equity, and inclusion.

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

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

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

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

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

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, including building inclusion throughout an organisation’s levels.

The construction and maritime industries have made vital progress in recruiting and retaining women in certain sectors over the last few years, but still face challenges in retaining employees.

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?

Research shows that a fundamental ingredient for a healthy culture is inclusion, and creating an inclusive culture in construction takes time and considerable effort to drive human behavioural change.

Companies that embrace diversity and inclusion in all aspects of their business statistically outperform their peers, and improvements to the industry’s productivity performance could save Australia $47 BILLION annually.

To create a culture of inclusivity and respect, companies should set measurable goals and then measure them, as numbers don’t lie and are an important aspect of creating inclusive organisations.

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

tie gender diversity targets into contracts and deals

Building diverse teams and a culture that nurtures those teams and individuals is crucial to stopping the churn and getting closer to the organisation’s overall D&I goals.

The key to creating a more inclusive culture is to start now and disrupt the traditional ways of working, with a strong current industry sentiment being “Disrupt or Die”.

Extensive research has shown that companies that embrace diversity and inclusion in all aspects of their business outperform their peers, and this may mean the difference between keeping the business open or not during times of economic struggle.

Inclusive culture can be disrupted and created by starting somewhere and taking considerable effort to drive human behavioural change, with the goal of creating a healthy culture that values diversity and inclusion.


The global civil aviation industry will need over 43,500 new aircraft worth $7.2 trillion by 2040, with 3.1% annual fleet growth.

The demand for new aircraft is driven by fleet renewal and growth, with single-aisle aircraft making up nearly 64% of the global passenger fleet.

The North American market leads in demand for new aircraft, with 9,160 expected deliveries, followed by China's 8,700.

The Asia Pacific, Europe, and North America regions will account for over 80% of global low-cost airline capacity.

China's passenger share is expected to grow from 15% in 2019 to 20% in 2040.

Boeing and Airbus are investing heavily in research to improve aircraft efficiency and sustainability.

Advanced materials and technologies, like composites and electric propulsion, are gaining importance in the industry.

Asia-Pacific and Latin America are expected to be key growth markets for major aircraft manufacturers in the coming years.

New entrants like China's COMAC and Russia's Irkut are expected to impact the industry with more fuel-efficient and cost-effective aircraft models.

COMAC and Irkut's market entry will increase competition for Boeing and Airbus.

The aviation industry will undergo significant changes in the coming decades due to emerging technologies like electric propulsion and advanced materials.

The aircraft industry is shifting towards greater efficiency and sustainability due to demand for fuel-efficient aircraft and environmental concerns.

Regional market dynamics in the aircraft manufacturing industry are driven by government regulations, economic conditions, and infrastructure development, which vary by region.

The global civil aviation industry will need over 43,500 new aircraft worth $7.2 trillion by 2040, with 3.1% annual fleet growth.

Title:

Content: China surging news reported on the 15th, the United States Boeing released the 2021 version of the "Civil Aviation Market Forecast" report on the 14th, noting that basically, the global market is recovering according to the company's 2020 expectations.
The recovery in domestic air travel demand is leading the trend, with the interregional market expected to recover with the relaxation of hygiene and travel restrictions, and eventually remote international travel will return to pre-pandemic levels in 2023-2024.
In the next 20 years, the demand for new aircraft will reach 43,610, the highest in the North American market is 9,160, and the demand in China is 8,700.
The report pointed out that the economic recovery has laid the foundation for a rebound in air passenger traffic, and the future prospects for air passenger traffic will remain stable.
Looking forward to 2025, GDP will increase by more than 15% compared to 2019, and GDP per capita will increase by about 10%.
The 21-year average passenger flow growth from 2019 to 2040 is expected to be 4%, in line with last year ’ s forecast, indicating that the basic global demand for air transport has not changed.
The report predicts that due to cyclical and structural market dynamics, the future air cargo market demand is strong, and full cargo aircraft is a significant growth area, including original cargo aircraft and modified cargo aircraft are forecast to increase from the previous year.
Thanks to the growth of e-commerce and the speed and reliability of air cargo, the world cargo fleet will increase from about 2,000 in 2019 to about 3,400, and the sustainable demand for air cargo will increase the global cargo fleet by more than 70% compared to the pre-pandemic size by 2040.
Notably, the report predicts that the world will need 19,000 civilian aircraft worth $3.2 trillion in the next 10 years, and demand for more than 43,500 new aircraft worth $7.2 trillion in the 20-year period to 2040, an increase of about 500 over the previous year ’ s forecast.
Among them, as of 2040, the demand for regional jets is 2,390, single-aisle aircraft 32,660, wide-body aircraft 7670, wide-body cargo aircraft 890, and aircraft demand totals 43,610.
The North American market has the highest demand, at 9,160, and the Chinese demand is 8,700.
This demand will lead to a 3.1% annual growth in the global active fleet, with the global civil aviation fleet set to surpass 49,000 by 2040, China, Europe, North America and Asia Pacific each accounting for 20% of new aircraft deliveries, with the remaining 20% going to emerging markets.
Traffic disruptions have a significant impact on aircraft deliveries and active fleets due to the pandemic. The report anticipates that the civil aviation industry will need more than 7,500 new wide-body aircraft by 2040 to meet fleet renewal and long-term growth in demand in the remote passenger and cargo market.
These demand increased slightly from the previous year, but decreased by 8% from 2019.
At present, single-aisle aircraft account for nearly 64% of the global passenger fleet, and single-aisle aircraft account for the largest proportion of new aircraft deliveries, roughly in line with pre-pandemic forecasts, accounting for 75%, and demand for more than 32,500 aircraft over the next 20 years.
The report notes that global demand for new single-aisle aircraft is driven by the size and flexibility of single-aisle aircraft.
In the future, these new single-aisle aircraft will continue to promote the development of low-cost airlines and provide the needed alternatives for older, less efficient aircraft.
The three regional markets for the new single-aisle aircraft are Asia Pacific, Europe and North America, which account for more than 80% of global low-cost airline capacity in 2019 and throughout the forecast period.
In addition, the report predicts long-term growth in the short-haul market, especially in emerging markets, and predicts that intra-regional short-haul travel accounts for more than half of the industry ’ s total growth demand, with inbound travel alone accounting for 17% of the industry ’ s new capacity.
Historically, excursions have been spurred by improved services, such as new direct routes and lower fares through low-cost airlines.
The report predicts that the share of Asian airlines in the global market will continue to increase, with China ’ s passenger share expected to grow from 15% in 19 years to 20% in 2040, and Asia Pacific ’ s passenger share expected to grow from 18% in 19 years to 21%.
# Growth # Planes # Forecasts # Future # Markets

The demand for new aircraft is driven by fleet renewal and growth, with single-aisle aircraft making up nearly 64% of the global passenger fleet.

The North American market leads in demand for new aircraft, with 9,160 expected deliveries, followed by China's 8,700.

The Asia Pacific, Europe, and North America regions will account for over 80% of global low-cost airline capacity.

China's passenger share is expected to grow from 15% in 2019 to 20% in 2040.

Boeing and Airbus are investing heavily in research to improve aircraft efficiency and sustainability.

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Content: Aviation industry calls for accelerated support to achieve zero emissions by 2050
The survey showed that participants are unanimous in achieving and investing in sustainability
Praying for Mahmood
3: 23 PM, Thursday, 15 Jun 23
GE Aerospace has conducted a survey of 325 aviation decision-makers from six countries, including the UAE, as the aviation sector prepares to participate in the Paris Air Show next week and the Dubai Airshow next November.
The survey showed a consensus on achieving and investing in sustainability, while stressing the need to accelerate support to reach the sector ’ s overall goal of net zero emissions by 2050.
The survey, conducted by French pollster Ipsos on behalf of GE Aerospace, also showed that the vast majority of companies said they were translating their sustainability strategies into reality, with 76% of respondents believing that sustainability has radically changed the way they work in the aviation industry, and the majority of those committed to sustainability strategies indicated that their companies ’ investments in sustainability will grow or remain constant despite rising inflation and recession risks.
Almost a third of respondents (30%) considered achieving the aviation sustainability goal the biggest challenge today, surpassing supply chain (19%) and business problems (11%), reflecting the industry ’ s strong drive for sustainability, and its companies and various organizations to reach net zero carbon emissions by 2050.
The majority (88%) also reported that their companies are actually implementing sustainability strategies, and most said that these strategies have significantly or moderately affected their company ’ s work (74%), their investment (73%), and their employment policy (62%).
Allen Paxson, vice president and general manager of commercial program strategy at GE Aerospace, said the survey results demonstrate the aviation industry ’ s commitment to achieving its goal of net carbon emissions by 2050 and the need for the industry to quickly receive the necessary support from various stakeholders to reach this goal.
Together with our industry partners responsible for operating three quarters of the world ’ s flights, we understand our responsibility to address the challenges facing the aviation industry in more sustainable and efficient ways to meet the requirements of our customers. ”
While 46% of respondents said the aviation sector would achieve its goal of net zero carbon emissions by 2050, 32% said it would not, and 22% questioned the possibility of this happening.
On average, respondents said the aviation industry would meet its target by 2055 due to significant hurdles of rising costs, budget pressure, supply chain problems and energy resources.
29% of respondents chose the government as the external group exerting the most pressure to accelerate sustainability, with 61% showing a preference for incentive and policy support approaches over mandates and regulations.
The most important task for the government to achieve the 2050 target is to boost investment in sustainable jet fuel, survey respondents said.
GE Aerospace began testing sustainable aviation fuel in 2007, and today, all engines produced by the company and its partners can be powered using certified sustainable aviation fuel blends.
The company and its customers and partners are developing more efficient equipment, investing $2 billion in aviation research and development in 2022.
CFM International, a joint venture between GE and Safran aircraft engines equally, aims to reduce fuel consumption and emissions by 20% in one generation compared to existing aircraft engines, through its revolutionary Sustainable Engines Innovation Program (CFMRise).
GE Aerospace is collaborating with NASA and Boeing to develop a megawatt hybrid electric powertrain as part of its Electrified Powertrain Flight Demonstration project.
CFM International is also planning to develop a hydrogen combustion engine for ground and air tests using Airbus aircraft.
Praying for Mahmood
3: 23 PM, Thursday, 15 Jun 23

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It is conducive to the sales of new aircraft with better fuel efficiency.

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It is working on adopting innovative strategies.

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What is Airbus doing to achieve sustainable aviation?

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It is making efforts to improve aircraft efficiency.

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Content: Dubai: Aerospace industry CEOs, executives, and officials will gather at the Dubai Airshow on November 14 as the pandemic’s first in-person aviation event takes off.

The air show, which will go on till November 18, will be the largest aerospace trade event to be held globally, with the cancellation of European shows Farnborough and Le Bourget in 2020 and 2021, respectively. The event, which is expected to pull in more than 85,000 visitors, will take place at its purpose-built venue -- Dubai Airshow Site -- at the Dubai World Central airport.

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The mega event will have more than 1,200 exhibitors from 148 countries, displaying over 160 aircraft. It will also include a host of free-to-attend conferences featuring more than 250 industry experts who will share insights and trends across nine areas of expertise including cargo, sustainability, technology and space, among others.

Timothy Hawes, Managing Director at Tarsus Middle East, organisers of Dubai Airshow 2021 said: “The Dubai Airshow 2021 will be like no other – it is the first opportunity since the pandemic for industry professionals to come together again to share significant updates, game-changing initiatives, cutting-edge technologies and sustainable solutions set to revolutionise aviation. We stand at a unique moment in time after many aerospace businesses rapidly pivoted operations and invested in new technology to drive a new sustainable era for the industry.”

Dubai’s recovery

The air show comes as Dubai’s aviation sector bounces back from the pandemic, which led to the grounding of passenger jets and wiped out air travel demand across the world. Over the last year, Emirates and flydubai have slowly restored their networks as major markets opened for travel.

The Dubai Airshow is a testament to the emirate’s response to the pandemic, said Sheikh Ahmed bin Saeed Al Maktoum, President of the Dubai Civil Aviation Authority, and Chairman and CEO of Emirates airline and group, during a media briefing earlier this month.

Dubai’s COVID-19 response was focused on “protecting the health and wellbeing of the people as a top priority, while minimising the impact of the crisis on the nation’s economy,” he had said.

Dubai’s aviation recovery is reflected in Emirates’ latest financial results. The airline posted an 81 per cent surge in its revenue to Dh24.7 billion in the April to September period this year. Emirates carried 6.1 million passengers between April 1 and September 30, 2021, up 319 per cent from the same period last year.

Focus on sustainability

Sustainability will be a top agenda for airlines at the air show amid increasing pressure from investors and activists to cut carbon emissions. The talk will mostly be about adopting more fuel-efficient aircraft and sustainable aviation fuels (SAFs).

In a landmark move in October, the International Air Transport Association (IATA) approved a resolution for the global air transport industry to achieve net-zero carbon emissions by 2050. The global aviation industry is responsible for around 2 per cent of all emissions – flights produced 915 million tonnes of carbon dioxide in 2019.

Cargo boom

Airlines will be in talks with the two major plane-makers – Boeing and Airbus – on potential freight aircraft orders amid a global supply crunch. “With international travel still severely depressed, there are fewer passenger planes offering belly capacity for cargo. And supply chain bottlenecks could intensify as businesses continue to ramp up production,” said Willie Walsh, IATA’s Director General, in a statement earlier.

Demand for freighters has gone through the roof during the pandemic with global consumers shopping online for everything from tech gadgets to groceries. Global demand, measured in cargo tonne-kilometers, was up 7.7 per cent compared to August 2019, according to the industry body.

Aircraft display

one of the biggest highlights of the show will be the static park and flying display, which will feature more than 175 of the world’s most advanced aircraft on ground and in the air. The Airshow will feature aerobatic displays from the UAE Air Force’s Fursan, the Russian Knights, the Saudi Hawks, Surya Kiran from India and the Sarang Team of the Indian Air Force. Checkmate, the next generation Sukhoi fighter jet will make its first international debut for the next generation Sukhoi fighter jet. The Boeing 777X and the Leonardo AW609 will also make debuts at this year’s Airshow.

Conferences

This year, Dubai Airshow has introduced a host of free-to-attend conferences featuring more than 250 industry experts, who will be providing more than 50 hours of invaluable insights and trends across nine tracks including cargo, sustainability, technology, and space among others.

VISTA

Aerospace startups will take part in the brand new startup hub where they will have the opportunity to showcase their breakthrough solutions, take part in pitch competitions with major local and global aerospace entities such as Etihad Airways, Mohammed Bin Rashid Space Centre (MBRSC), Amazon Web Services (AWS) and Boeing Applied Innovation. Entrepreneurs will also have the chance to get involved in mentorship programmes, workshops, and high-level networking with leading investors and accelerators.

There will be new aircraft demos from Bellwether Industries presenting the Antelope, an urban vertical take-off and landing vehicle with hidden propellers as well as Manta Aircraft’s ANN2, a two-seat model for personal air mobility with wide regional range at high speed.

Tech zone

Dubai Airshow 2021 will have a major focus on technology, providing a dedicated platform for showcasing the latest emerging technologies, including Artificial Intelligence (AI), 5G, cybersecurity and automation.

Dubai Airshow mobile application - A brand new feature for the show this year is the Dubai Airshow application, which harnesses the power of AI to facilitate business matchmaking based on profile and interest.

The aircraft industry is shifting towards greater efficiency and sustainability due to demand for fuel-efficient aircraft and environmental concerns.

What does NASA want to do with Boeing in aviation industy?

It wants to build, test, and fly a single-aisle aircraft to reduce emissions before the end of the decade.

What impact shall the carbon tax to be imposed by EU in 2026 have on aircraft market?

It is conducive to the sales of new aircraft with better fuel efficiency.

What is Airbus doing to achieve sustainable aviation?

It is making efforts to improve aircraft efficiency.

What is the main objective of the ReFuelEU Aviation initiative?

To increase demand and supply for sustainable aviation fuel

Regional market dynamics in the aircraft manufacturing industry are driven by government regulations, economic conditions, and infrastructure development, which vary by region.