To make the company more attractive and welcoming to women construction workers, it is essential to create a diverse and inclusive work environment, as companies like Leighton Asia have done by establishing the WOICE (Women in Construction and Engineering) network to support and develop female employees.

The construction industry is often perceived as male-dominated, but companies can challenge this stereotype by promoting gender diversity and inclusion, which can lead to increased profitability and competitiveness.

Achieving workforce gender parity by 2030 could generate an additional $20bn-$40bn of GDP for the Aotearoa, New Zealand economy, highlighting the potential benefits of increasing gender diversity in the construction industry.

Providing paid maternity and paternity leave that exceeds statutory requirements and offering flexible work policies can help employees balance work and family responsibilities, making the company more attractive to women.

The construction industry needs to increase pathways and break down barriers for women to participate, through targeted education and apprenticeship programs, which can help address the underrepresentation of women in the industry.

Women are increasingly taking on non-traditional roles, including crane operating, which has historically been a male-dominated industry, and companies like 'Unity' LLP are working to create a more inclusive environment by employing women in various roles.

However, women may face challenges in male-dominated industries, including skepticism and resistance from male colleagues, as well as balancing work and family responsibilities, which can be addressed by providing resources and support for working mothers and promoting diversity and inclusion.

Developing skills such as bravery, self-confidence, and effective communication can also help women succeed in these roles, and companies can support their female employees by providing a positive work environment and recognizing their contributions.

The underrepresentation of women in leadership positions is a challenge that many industries face, but companies can benefit from promoting gender diversity in leadership positions, which can lead to increased profitability and competitiveness.

Achieving gender diversity in leadership requires a fundamental shift in organizational culture and mindset towards valuing and promoting diversity and inclusion, and developing a culture that motivates and supports women's leadership aspirations is imperative for organizations.

The construction industry can increase diversity by looking beyond its usual contingency to find workers, especially as labor shortages are seen across multiple industries, and building partnerships with minority-owned businesses can help construction companies increase diversity.

Companies that embrace diversity and inclusion in all aspects of their business statistically outperform their peers, and to increase diversity, construction companies can review and adjust their policies to ensure they do not conflict with diversity goals.

The use of green technology in construction can lead to a more sustainable construction industry, and the DIAL Global Diversity Review 2023 analyzed 10 facets of diversity, inclusion, belonging, and equity (DIBE) in 87 of the UK's largest companies, providing insights into diversity and inclusion initiatives.

Mental health, religion, and nationality were the top three areas where companies excelled in terms of diversity and inclusion, according to the DIAL Global Diversity Review 2023, but gender parity at senior levels has stalled, with only 34% of companies having 50/50 representation at the top.

Key Performance Indicators (KPIs) are used to assess the success of various public sector initiatives, including diversity and inclusion initiatives in the construction industry, and OKR (Objectives and Key Results) is a more comprehensive and flexible way to measure performance.

Companies can track progress towards greater gender equality by setting clear goals, defining measurable key outcomes, and facilitating collaboration and alignment across departments, using OKR and KPIs.

Vistry Western has achieved an equal ratio of male and female directors, and has a newly appointed female managing director, Emma Colin, who is responsible for 142 employees, demonstrating progress towards greater gender equality.

Construction Inclusion Week is an initiative that aims to unite the construction industry to advocate, amplify, and celebrate diversity, equity, and inclusion (DEI), providing a platform to celebrate unity, belonging, and inclusion.

To make the company more attractive and welcoming to women construction workers, it is essential to create a diverse and inclusive work environment, as companies like Leighton Asia have done by establishing the WOICE (Women in Construction and Engineering) network to support and develop female employees.

Title:

Content: Leighton looks to revolutionize construction to promote a diverse and inclusive work environment
Contract 14: 00 2022 / 07 / 05
Share:
Share:
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?

promote women
support networks
professional development

The construction industry is often perceived as male-dominated, but companies can challenge this stereotype by promoting gender diversity and inclusion, which can lead to increased profitability and competitiveness.

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Content: Video | Agriculture | Confidence | Economy | Energy | Employment | Finance | Media | Property | RBNZ | Science | SOEs | Tax | Technology | Telecoms | Tourism | Transport | Search

New Report Reveals Gender Diversity Is The Answer To New Zealand’s Talent Crisis

Champions for Change’s annual Diversity, Equity and Inclusion Impact Report (2022) has estimated that if we collectively and urgently take bold steps to achieve workforce gender parity by 2030 (defined as 50% female participation in the workforce) an additional $20bn-$40bn* of GDP could be generated for the Aotearoa, New Zealand economy and in parallel, help to address the current talent shortage facing New Zealand business.

Statistics New Zealand data 2022 data shows women make up 47% of Aotearoa’s workforce, but Champions for Change believe an intentional focus on the right interventions to enable women to participate equally across our workforce the 50% target could feasibly be reached within the next eight years.

Key interventions include, addressing unpaid child-care, including better recognition of unpaid work, reducing the amount of unpaid work, and rebalancing it between men and women.

While Covid has made the working world far more flexible which is a positive for the increased participation of women, higher-growth, higher-paid sectors, such as construction, trades apprentices, and digital and technology sectors are still underrepresented by women. Opening up pathways and breaking down barriers for women via targeted education and apprenticeship programmes will be critical in driving higher participation rates by women in these growth industries. Interventions to address attitudinal biases continue to be of the utmost importance.

Champions for Change have themselves taken significant action and made further progress this year. The report announces that Champions for Change organisations have committed to reporting their gender pay gaps publicly*. The collective is also driving change through parental leave policies with a number of Champion organisations making the step to re-engineer their parental leave policies to make them gender neutral – thereby breaking down financial barriers for men to take parental leave and freeing up women to re-enter the workforce.

The report once again shows the shifts of intentional Diversity, Equity & Inclusion policies through the Champions’ ongoing commitment to a 40-40-20 benchmark policy. Through this commitment, Champions reported in its 2022 report at least 40% representation for women across 4 out of 5 management levels with a 6% lift in women represented at General Manager level this year.

The Champions companies continue to outperform the broader NZX50 benchmark, with 26% of Champions for Change organisations reporting female CEOS compared to 14% of the NZX50 companies and Champion organisations reporting an average of 37% female representation on boards, compared to 33% of NZX50 boards and 31% on S&P 100 boards.

To further advance their progress, Champions for Change are collaborating at scale to develop evidence-based initiatives across four workstreams designed to break down historical participation and power gaps within their workplaces. These are; Increasing Gender Diversity, Increasing Māori and Ethnic Diversity, Leading Inclusive Cultures and Influencing the Outside World.

Justine Smyth Co-Chair of Champions for Change says:

“It is positive to see the progress we are making in improving gender representation, which speaks to the benefits of bringing the business community together behind a common goal. But we still have a lot of hard work to do to change the gender pay gap that persists in Aotearoa, across all sectors and all levels of work.

“Having Champions of Change organisations committing to publishing their gender pay gap is an important first step, as what gets measured gets done. It doesn’t make the solutions any easier, and many businesses are grappling with industry-wide challenges built up over many decades. But shining the light on an issue keeps focus on it, and as leaders we shouldn’t shy away from what is hard, but rather be willing to share where we are on the journey, and the action we are taking to create change over time.”

Matt Prichard, Co-Chair of Champions for Change added: “In the five years since our inception, it is clear that Champions have become a force for positive change.

“Today we have more leaders, organisations and industries than ever signed up to the Champions for Change collective – creating greater scale, influence, action and collaboration than ever before. This year’s report argues that if more organisations prioritise gender equity it will unlock significant economic growth for us all. We would love all New Zealand businesses to join us.”

The report contains case studies from NZTE, Fisher & Paykel Appliances, Spark and Sky.

The Champions for Change Diversity and Inclusion report can be found in full at www.globalwomen.org.nz.

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

commit to gender equality in hiring practices

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

Achieving workforce gender parity by 2030 could generate an additional $20bn-$40bn of GDP for the Aotearoa, New Zealand economy, highlighting the potential benefits of increasing gender diversity in the construction industry.

Providing paid maternity and paternity leave that exceeds statutory requirements and offering flexible work policies can help employees balance work and family responsibilities, making the company more attractive to women.

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

The construction industry needs to increase pathways and break down barriers for women to participate, through targeted education and apprenticeship programs, which can help address the underrepresentation 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 are governments doing to promote and aid women in construction or maritime industries?

vocational training
educational programs

Women are increasingly taking on non-traditional roles, including crane operating, which has historically been a male-dominated industry, and companies like 'Unity' LLP are working to create a more inclusive environment by employing women in various roles.

Title:

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

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

However, women may face challenges in male-dominated industries, including skepticism and resistance from male colleagues, as well as balancing work and family responsibilities, which can be addressed by providing resources and support for working mothers and promoting diversity and inclusion.

Title:

Content: Careers

Female transit trucker on navigating gender hurdles

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

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

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

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

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

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

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

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

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

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

Read: The future of women at work

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

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

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

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

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

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

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

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

How did she find her voice?

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

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

Her husband is a maths teacher.

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

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

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

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

Challenges

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

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

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

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

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

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

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

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

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

[email protected]

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

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

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

Developing skills such as bravery, self-confidence, and effective communication can also help women succeed in these roles, and companies can support their female employees by providing a positive work environment and recognizing their contributions.

Title:

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Reconnecting with your workforce: How to avoid the 'great breakup'

While we adapt to a world that's in a state of perma-crisis, women are demanding more from work and companies are struggling to hold on to the relatively few female leaders - how do you ensure that your female talent is supported where it matters?
Kele Boakgomo, Yugrow co-founder and CEO

From the ‘great resignation’ and ‘breakup’ to ‘quiet quitting’, employers across the world are still navigating and negotiating the emerging future of work, and its impact on female workforces, along with perpetual global crises.

The trend of women leaving their work is not imagined, it’s real, even at the highest office, exemplified by the recent resignation of New Zealand Prime Minister, Jacinda Ardern.

Organisations need to ensure that they get ahead of this trend and invest in creating environments where women feel that they can bring their whole selves to work, thrive and keep their tanks full.

The great breakup

A looming recession, chronic uncertainty and the pandemic aftermath, realities which would normally illicit conservatism are ironically driving change. People, especially women, are using this moment to reflect upon what is important for them and are looking for career opportunities that best align with their priorities.

As so aptly summarised in the 2022 McKinsey Women in the Workplace report: “People have come through the pandemic feeling a bit more empowered. We’ve realised that being in a toxic environment where you’re not happy is just not worth it,” a black female vice-president said anonymously.

The report suggests that women in the workplace are now changing jobs at unprecedented rates to achieve their desired levels of balance and growth leading to what they call the “great breakup”.

The research shows that for every woman at director level who gets promoted, two female directors are choosing to leave their company, decimating company leadership pipelines.

Only 26% of the C-suite pipeline is made up of women, with senior vice-president and vice-president pipelines sitting at 28% and 32% respectively. Shockingly, women make up less than a third of the total leadership pipeline.

Women leave because they face stronger headwinds when trying to advance. They’re overworked and often under-recognised, and are looking for different work cultures and support. Across the board, companies still struggle to change the face of leadership.

Trying to recover gender parity

The World Economic Forum (WEF) in Davos last week tackled the topics of gender parity, the care economy and diversity, equity and inclusion, across its many sessions. Discussions showed that gender parity is not recovering post-pandemic.

While the gap is a gulf to cross, organisations that take action to close it by investing in the empowerment and retention of women in their workforce stand to benefit tremendously.

For example, US tech company, Hubspot, was voted as the top tech workplace for women in 2022 in a survey by Comparably. Their female workforce happiness shows in the billion-dollar company’s bottom line and corporate performance.

In South Africa too, a 2020 Statista survey spotlighted companies like Aveng-Moolman Mining, Nestle and Unilever for the actions they take to retain female talent.

Simply put, companies that support their female workforce to grow, live and prosper, achieve exceptional results. And those who don't, scratch the surface of their own potential.

The reality is that women still struggle with cultural, structural and other biases, affecting how they show up at work. This compromises organisational performance in the medium and long term.

Support structures

Delivering support directly to women to curb the ‘great breakup’ requires innovation, insight and a data-driven approach to ensure that real change takes place.

Companies need to understand and connect with the needs of their female workforce. We do so using a tech platform and app to deliver highly personalised growth journeys, supporting the organisation with deep insights that can pre-empt burnout, performance dips, mental and emotional challenges faced by women.

Women experience extreme pressure to perform not only in the workplace but also in other aspects of their lives, so providing them with tools to build growth-enabling and supportive behaviours is a vital key to the war on talent, we’ve learned.

Supportive environments for women are more likely to foster commitment and engagement, which in turn creates rewarding outcomes for all. The opposite is also true.

Our platform keeps women engaged in their careers allowing them to show up as their whole selves, at work and in their personal lives, by delivering an innovative year-long personal development programme, growth challenges, and intelligent coaching.

When women are provided a platform to operate with agency and authenticity, they are more likely to lead and contribute – significantly.

As companies begin the new year and set their goals and strategies for the future, they should consider reigniting their female workforce by investing in and gaining insight into the individual needs of the women who make up their teams - and leverage technology to get there.

We cannot do the same thing and expect different results. As the McKinsey report shows, something fundamental has to shift in how we enable women to grow and prosper or the break-ups will continue.

About Kele Boakgomo

Kele Boakgomo, Yugrow co-founder and CEO

Let's do Biz

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

promote women
support networks
professional development

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

The underrepresentation of women in leadership positions is a challenge that many industries face, but companies can benefit from promoting gender diversity in leadership positions, which can lead to increased profitability and competitiveness.

Title:

Content: News
INDIA
2 hours ago

Empowering Women to Embrace and Excel in Leadership Roles

Apoorva Aggarwal
Updated on Apr 13, 2023, 16:18 IST- 5 min read

How often do you come across a woman leader who is taking the reins and leading a company or organization to success? Despite the progress made in gender equality, women are still underrepresented in leadership positions and need to be empowered to take on these roles. The Seventh Edition of Avtar & Seramount Best Companies for Women in India (BCWI) report highlights the bottleneck in the women talent pipeline; with only 26% of women in managerial roles in 2022, further decreasing to 18% at the senior managerial level and a mere 17% at the corporate executive level.

Although there has been a marginal increase from 33% to 38% in the representation of women at entry levels, more needs to be done to create equal opportunities for women in leadership roles. It is not just about hiring more women; instead, organizations should strive to create an environment where women feel included, valued, and fully integrated into the culture.

Unsplash/Representational Image

Women leaders possess a distinctive combination of innate traits, including empathy, open-mindedness, and compassion, which allow them to bring a unique perspective to the table and lead with a human-centred approach. By fostering a diverse group of viewpoints, businesses can generate ideas that reflect the needs of a broad range of customers. This ultimately leads to more successful, innovative, and profitable outcomes.

So, what stops women from reaching their full potential in the workplace?

Studies suggest that factors such as gender bias, lack of representation in leadership positions, and work-life balance challenges can all play a role.

Impeding their professional advancement, one of the most prevalent barriers is the pervasive issue of gender bias that leads to women being overlooked and undervalued, resulting in their voices often being unheard.

Another significant barrier for women is the lack of flexibility in the workplace. Women face a challenge balancing work and family responsibilities in the workplace, which can lead to them having to choose between advancing their careers and taking care of their families. If the demands of their job interfere with their personal lives, they may leave the organization, resulting in the loss of valuable talent.

Unsplash/Representational Image

The few networking opportunities available to women poses yet another challenge. Networking is essential for career advancement, but women frequently have trouble connecting with established networks. As is often observed, network groups are often male-only, which prevents them from networking with powerful people in their industry.

Finally, the lack of female representation in leadership roles means that there are limited role models for women to look up to in their careers. This can make it challenging for women to envision themselves in senior positions and may discourage them from pursuing ambitious career paths. This can make it difficult for women to navigate their careers and get access to the resources they need to succeed. This is frequently accompanied by a delay in having someone senior in the organisation proactively guide them at the grassroots level.

Here's how organizations can take gradual yet effective steps towards achieving greater representation of women in leadership positions

Unsplash/Representational Image

Achieving gender diversity in leadership is not just a matter of ticking boxes or meeting quotas. It requires a fundamental shift in organizational culture and mindset towards valuing and promoting diversity and inclusion.

Developing a culture that motivates and supports women's leadership aspirations is imperative. Men and women alike must take the initiative in creating opportunities for women to lead, acknowledging, and honouring women's accomplishments, and ensuring that women have equal access to resources and opportunities as their male counterparts. Additionally, it is essential to foster a culture where women feel confident and empowered to say no.

To promote gender diversity in leadership positions, companies can adopt a proactive approach by implementing tailored leadership development programs for women. These initiatives can offer coaching and mentoring opportunities that empower women to enhance their skills and confidence, enabling them to excel in leadership roles. In addition, senior leaders within the organization can serve as mentors and advocates for women's leadership, providing valuable guidance, support, and acting as inspiring role models to encourage other women to pursue similar paths. To ensure equitable representation of women in leadership, it is essential to identify and champion their talents from an early stage in their careers.

Lastly, networking events and programs can be powerful tools for women to build relationships, share knowledge and experience, and expand their professional networks. These can lead to potential job opportunities, as well as provide opportunities to learn valuable skills such as self-promotion, negotiation, and assertiveness.

Unsplash/Representational Image

Everyone wins with more women in leadership

The positive impact of diversity on a company's financial performance has been well-documented, as highlighted by a McKinsey report titled "Diversity Wins: How Inclusion Matters". It found that companies with a higher representation of women on their executive teams - ranking in the top quartile for gender diversity - were 25% more likely to surpass profitability expectations when compared to those in the bottom quartile.

Creating a world where women can fully embrace leadership roles requires a joint effort from organizations and women. Companies can play their part by addressing the barriers that prevent women from achieving their full potential while women work on removing their self-limiting beliefs and advocating for themselves. It is only through collaboration and support that we can achieve gender equality in leadership positions.

The author is Office Managing Principal (OMP), ZS

Achieving gender diversity in leadership requires a fundamental shift in organizational culture and mindset towards valuing and promoting diversity and inclusion, and developing a culture that motivates and supports women's leadership aspirations is imperative for organizations.

The construction industry can increase diversity by looking beyond its usual contingency to find workers, especially as labor shortages are seen across multiple industries, and building partnerships with minority-owned businesses can help construction companies increase diversity.

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How Construction Leaders Can Build A Better Future

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

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

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

Green Construction

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

Increased Diversity

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

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

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

Community Building

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

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

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

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

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Companies that embrace diversity and inclusion in all aspects of their business statistically outperform their peers, and to increase diversity, construction companies can review and adjust their policies to ensure they do not conflict with diversity goals.

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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.

The use of green technology in construction can lead to a more sustainable construction industry, and the DIAL Global Diversity Review 2023 analyzed 10 facets of diversity, inclusion, belonging, and equity (DIBE) in 87 of the UK's largest companies, providing insights into diversity and inclusion initiatives.

Mental health, religion, and nationality were the top three areas where companies excelled in terms of diversity and inclusion, according to the DIAL Global Diversity Review 2023, but gender parity at senior levels has stalled, with only 34% of companies having 50/50 representation at the top.

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Content: From education to employment

DIAL Global launches Annual Diversity Report revealing some of the UK’s largest companies workforce D&I

UK companies making “positive steps” on diversity, but new study finds that gender parity has stalled and age, sexual orientation and socio-economic status are lagging

  • The DIAL Global Diversity Review looked at 87 of the UK’s largest companies including Alfa, Barclays, Britvic, Havas, KPMG, Lexis Nexis Risk Solutions, Pfizer, Royal Mail, Xpert HR, Verizon, and Yahoo found that many are increasing their focus on certain areas of workforce diversity and inclusion
  • Mental health, religion and nationality topped the list of business performance areas, with 10 key facets of diversity, inclusion, belonging and equity (DIBE) analysed
  • But areas such as sexual orientation, socio-economic status and age, although seeing some improvements, require more attention according to the report, with these three sat at the bottom of the performance list and at risk of being “left behind”. Gender parity at senior levels has also stalled

A new study has found that many of the UK’s largest companies have increased their focus on diversity and inclusion, but factors such as age, socio-economic status and sexual orientation are still lagging behind, and progress has stalled on gender parity.

Companies including Alfa, Barclays, Britvic, Havas, KPMG, Lexis Nexis Risk Solutions, Pfizer, Royal Mail, Xpert HR, Verizon, and Yahoo took part in The DIAL Global Diversity Review 2023 – an annual study of diversity, inclusion, belonging and equity (DIBE) in large UK companies.

The report highlighted positive progress in lots of areas, with 84% of participating companies now having a Chief Diversity Officer or equivalent role in place, and a significant increase in the number of companies with at least one member of their senior leadership team classed as being from an ethnic minority background. But when there is representation at the top, on average it is still a 1:4 split of ethnic minority leaders to white leaders.

Mental health, religion and nationality topped a list of 10 different diversity facets most companies excel on, with plenty of attention on different policies and initiatives to put DIBE at the heart of UK business strategy.

However, gender parity at a senior level has stalled, with only 34% of companies saying they have 50/50 representation at the top. And when women make it to the senior leadership level or to a Board of Directors, on average they are still in the minority with only 2 out of 5 members being female.

Age, socio-economic status and sexual orientation came bottom of the list. The same survey in 2022 also placed these three facets last, and while there have been improvements for all three, this suggests that not enough progress is being made on these specific factors to “level the playing field”.

A total of 87 UK companies from the private and public sectors were involved in this year’s study, including many from the FTSE 500.

The report found that just 58% of participating UK companies had LGBTQ+ representation on their leadership team, although this was up from 35% in 2022. The same number said they have approved an LGBTQ+ strategy in the past 12 months.

Seven in nine (78%) of participating companies said they have specific outreach programmes to target candidates from schools in lower socio-economic areas or socio-economic backgrounds. Although less than half (49%) said they collect and monitor data on the socio-economic background of their workforce.

The study also found that 73% of businesses had specific measures in place to reduce age bias in recruitment, but less than 1 in 3 (32%) actually provide training geared towards older workers.

Leila McKenzie-Delis, CEO of DIAL Global, said:

“This year’s review showed some promising improvements that UK businesses are making progress in DIBE, which we are delighted to see. However, when looking closely at each of the ten facets, you can see this effort is not being distributed equally.

“Businesses are recognising now that tracking and measuring DIBE seriously ensures a more successful business performance, whilst also allowing them to see their reputation amongst current and prospective employees, customers and shareholders improve.

“Whilst we can celebrate where progress is being made, the report shows us that the attention is not distributed equally in terms of demographic differences and so, we need to ensure groups of people are not being left behind.

“We need to see more organisations moving the dial on all facets of DIBE, which is an ongoing challenge, but one we should continue to push forward if we are to truly level the playing field.”

The annual review – conducted in collaboration with Qualtrics – measures 10 facets of workplace diversity and inclusion beyond gender and ethnicity, helping companies assess sexual orientation, disability, age, religion, nationality, socio-economic status, mental health and wellbeing, and parenthood.

First launched in 2020, this year’s review shows many companies are now actively tracking their progress to demonstrate if they’re embedding change and improvements are being made.

Mental health and wellbeing was ranked the top facet, with the survey finding eight in nine businesses had a relevant strategy in place, and 93% were keen to support employees with access to quality care.

Religious tolerance ranked second in the list with near-universal agreement that companies allow employees to take time off for religious holidays and holy days (94%), whilst also allowing the wearing of religious symbols and clothing (90%), and allowing free discussions about religion and belief in the workplace (88%).

Under the facet of Nationality, 90% of companies promote the benefits of a culturally diverse workforce and three in four (74%) offer inclusivity training on how to work in a culturally diverse workplace.

Jon Holt, Chief Executive of KPMG in the UK, said:

“We are committed to making KPMG a place where there’s no limit to where your talent, achievement and hard work can take you. Building an inclusive and diverse workforce is not only the right thing to do, it delivers better outcomes for clients, communities and colleagues.

“We have a longstanding focus on social mobility, from our work to raise skills and aspirations in local communities, to challenging our own recruitment and promotion processes. We were proud to be one of the first businesses to publish our socio-economic background pay gaps, while also setting ambitious socio-economic background representation targets for leaders.

“Last year we went further, publishing the largest analysis of career progression by a

business, which found that social class is the biggest barrier to career progression, compared to any other diversity characteristic. The pioneering study reinforced why we, and every UK business, cannot afford to overlook socio-economic background in our mission.

“There’s still a long way to go. That’s why it’s so important for businesses to work together, share best practice and encourage others to join the conversation.”

Josh Partridge, Head of EMEA, Yahoo, added this around Yahoo’s focus on working parents:

“Providing an excellent working environment and culture for our working parents and carers ensures we retain our top talent and has been key in attracting new talent into our company. I am proud of our company’s commitment to continuing to improve in these policies and put people at the centre of every decision we make.

Ray Dempse, Group Chief Diversity Officer at Barclays, had this to say about his company’s commitment to social mobility:

“Barclays has long supported social mobility through its policies, and has now added this as a key pillar in our DEI strategy. With a renewed focus, we are now more able to see and support talent living and flourishing everywhere, not only within the elite institutions such as those part of the Russell Group.”

The report concluded that DIBE is clearly rising up the business agenda – but it is important that work continues and expands.

It made various recommendations to businesses under each of the ten facets – on best practices and how to strengthen diversity in the workforce.

The full report can be viewed here.

Recommend0 recommendationsPublished in Social impact, Work and leadership

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Key Performance Indicators (KPIs) are used to assess the success of various public sector initiatives, including diversity and inclusion initiatives in the construction industry, and OKR (Objectives and Key Results) is a more comprehensive and flexible way to measure performance.

Title:

Content: Economy
Hsu Chien-sheng Frontier Technology
Investment Strategy
Hsu Kin-sheng: The government can adopt OKR that exceeds the KPI
[Ming Pao News] One of the most talked about by Chief Executive Li Jiachao of the current SAR Government is KPIs (Key Performance Indicators). Over 200 KPIs were established in the past year, including the policy address.
The author believes that it is important to have KPI, a hard indicator of review efficiency, but it would be better for the management to measure the effectiveness of the review by adopting the OKR that is used to adjust the review results.
In recent years, the Government has faced increasing challenges to demonstrate its effectiveness in addressing the needs of the public.
Traditionally, key performance indicators (KPIs) have been used as a tool to assess the success of various public sector initiatives.
However, the author believes that the use of KPIs alone may not be enough to truly assess and improve government performance.
A more comprehensive and results-oriented approach, called Objectives and Key Results (OKR), can be a co-existing solution.
So why should governments go beyond KPIs and adopt OKR as their primary performance measurement framework?
A KPI is a quantitative measure used to track progress toward a specific goal or goal.
They help provide a snapshot of organizational performance, but may be deficient in the following areas:
1.
Narrow focus: KPIs often focus on specific metrics and quantifiable goals, which can lead to a narrow understanding of organizational performance and an overemphasis on achieving short-term goals, thereby neglecting long-term goals and overall mission.
2.
Passive rather than proactive: KPIs often measure output or results rather than desired results.
As a result, they may be passive, with the organization reacting only to changes in the KPI rather than actively working towards its goals.
3.
Lack of alignment: KPIs are often isolated in separate departments or initiatives, which can make it difficult to align efforts across the organization, resulting in inefficiencies and missed opportunities.
This is also the situation in which the author has observed a serious coordination imbalance between different government departments for many years, because the executive officials only focus on departmental indicators and lack the consideration of the overall thinking of the final result.
In 1999, John Doerr introduced the OKR method from Intel to Google, and in the process of operation, fully activated Google's employees and organizational vitality, LinkedIn, Dropbox, Twitter, Oracle and other enterprises have introduced the OKR method, and achieved good results.
OKR is a more comprehensive and flexible way to measure performance.
They consist of two main components: goals, which represent comprehensive goals or desired outcomes, and key outcomes, which are specific, measurable, and time-bound indicators to track progress towards these goals.
Benefits of OKR include:
1.
Results-Oriented: OKR focuses on desired outcomes and promotes a common understanding of what success looks like.
This can help governments focus on achieving long-term goals and addressing the root causes of problems, rather than just reacting to short-term fluctuations in performance.
2.
Alignment and Collaboration: OKR facilitates collaboration and alignment across departments by connecting individual goals with broader organizational goals.
This fosters a sense of common purpose and encourages teams to work together to achieve common goals, thereby increasing efficiency and effectiveness.
3.
Adaptability: OKR is inherently flexible, enabling organizations to respond to changing situations and priorities.
Governments can easily adjust their OKRs as new information or challenges emerge, ensuring that their performance measurement frameworks remain relevant and responsive.
Looking to adopt OKR should consider the following steps:
1.
Set clear goals: identify the most pressing issues facing citizens and set clear goals to address these challenges.
2.
Define measurable key outcomes: Set specific, quantifiable, and time-bound key outcomes as indicators of progress toward each goal.
Ensure they are results-oriented and focus on improving the lives of citizens.
3.
Cross-Sector Alignment OKR: Connecting individual sector OKRs to goals across the government, facilitating collaboration and alignment.
4.
Monitor progress and iterate: Regularly review and evaluate the progress of OKR and adjust it as needed to respond to new information or changes.
By targeting project-specific KPIs and adopting OKR as a holistic mindset, governments can better measure their performance, align their efforts, and ultimately deliver better outcomes for their citizens.
If the Government accepts this approach, we can expect improved public sector performance and greater accountability in addressing the needs and priorities of its clients, ultimately delivering the best outcomes for Hong Kong ’ s development from “what I want ” to“ what I want ” to “what I do ” to“ what I want ”.
Chairman of the Hong Kong Computer Association and Convenor of the Meta Universe Industry Alliance
(Criticism in articles published by this website is aimed at pointing out errors or deficiencies in relevant systems, policies or measures, with the aim of correcting or eliminating these errors or deficiencies and improving them through lawful means, with no intention of inciting hatred, dissatisfaction or hostility towards the government or other communities.)
[Hsu Chien-sheng Frontier Technology]
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Companies can track progress towards greater gender equality by setting clear goals, defining measurable key outcomes, and facilitating collaboration and alignment across departments, using OKR and KPIs.

Vistry Western has achieved an equal ratio of male and female directors, and has a newly appointed female managing director, Emma Colin, who is responsible for 142 employees, demonstrating progress towards greater gender equality.

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Content: InYourArea Community

South west business builds a more equal foundation ahead of International Women's Day

Vistry Western now has an equal ratio of male and female directors, with a newly appointed female managing director at the helm

By Danielle Hicks

EMBRACING EQUALITY: Female directors at Vistry Western

International Women’s Day on March 8, provides the perfect opportunity to highlight achievements and #EmbraceEquality - the theme for 2023 - and one business that’s celebrating change this year is Vistry Western.

In the last 12 months, the region - which builds Bovis and Linden properties in South Gloucestershire, Bristol, North Somerset, Somerset, Wiltshire, and Wales - now has an equal ratio of male and female directors, with a newly appointed female managing director at the helm. Emma Colin, 38, is responsible for 142 employees and is joined on the board by Rachael Humphreys, regional land director; Sarah Sperring, regional customer service director; and Sue Scholfield, regional sales and marketing director, who also won the national Housebuilder of the Year Star Award in 2021.

Emma said: “International Women’s Day is important as it enables us to take a step back to reflect on our successes and review how we can make improvements to ensure our place of work is inclusive and provides equal opportunities for all. I’m proud Vistry Western has an equal number of male and female directors.

READ MORE

“Having a balanced board provides different perspectives; we’re constantly learning from each other and it’s wonderful to see these different approaches having a positive effect on the working environment. In this day and age, having a balanced workforce should be the norm but in construction that is not the case.

“34 per cent of all of our employees at Vistry are female, compared to the industry’s 15 per cent average, but there’s still a lot of work to do to ensure we attract and retain a more diverse workforce. I feel the responsibility to call out behaviour, showcase best practise and be open about any struggles, so we can help spread change.”

Vistry places a strong emphasis on addressing imbalance and has an active Diversity and Inclusion working group and committee, which promotes equality and represents minority groups throughout the business.

READ MORE

Emma added: “It’s great to see change happening. On the last site visit we held for UWE Bristol, we were really encouraged to see two thirds of the building surveying students were female.

“I’m really excited about the future at Vistry and will continue to champion change by encouraging more women into the industry - it’s a brilliant, dynamic place to work. This year, the western region will deliver over 500 properties across a range of developments, including large dual-branded consortium sites, joint venture schemes, and our first development in Wales.”

Ways Vistry Group has implemented change:

  • Between 2021-2022, Vistry promoted 11 females into director posts across the business.
  • Supported the use of the agile working policy to enable hybrid working.
  • Joined the ‘Women into Construction’ organisation, which has helped recruit women into all roles in the business.
  • Run events hosted by the ‘Women’s Network’ to promote the profile of women in construction.
  • Delivered recruitment training, which included the topic of ‘unconscious bias’ to support fair and consistent recruitment practice.
  • Analysed data on progression and pay gaps, particularly in light of the impact of covid, and produced action plans.
  • The company’s maternity leave policy has been reviewed and improved and the menopause guide sets out the support available to employees.

Get all the latest news, updates, things to do and more from your local InYourArea feed.

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

Construction Inclusion Week is an initiative that aims to unite the construction industry to advocate, amplify, and celebrate diversity, equity, and inclusion (DEI), providing a platform to celebrate unity, belonging, and inclusion.

Title:

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

CONSTRUCTION INCLUSION WEEK 2024: AMPLIFYING BELONGING IN THE BUILT ENVIRONMENT

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

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

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

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

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

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

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

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

###

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

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