# Report: Increasing Gender Diversity in Construction and Heavy Machinery Operation

## Executive Summary

This report examines the growing presence of women in traditionally male-dominated construction roles, particularly as crane operators, and provides actionable insights for construction companies seeking to attract and retain female talent.

Women are increasingly breaking barriers in the construction and maritime industries, demonstrating excellence in roles previously considered exclusive to men.

Creating an inclusive workplace requires strategic approaches to recruitment, retention, pay equity, and cultural transformation.

## Current Landscape: Women in Construction

The construction industry has historically been male-dominated, but this is changing as more women enter the field and excel in various roles, including operating heavy machinery.

According to case studies, women with technical qualifications such as Diplomas in Mechanical Engineering are successfully taking on positions as Stacker-cum-Reclaimer (SCR) operators and Hyva operators—roles previously considered "male-only.

" These women undergo the same rigorous safety induction and on-the-job training as their male counterparts, demonstrating that capability is not determined by gender.

As one female contractor with seven years of experience noted, "Women are the most trustable contractors nowadays.

We are equally good at the task.

" This sentiment reflects the growing recognition that women bring valuable skills and perspectives to construction work.

## Breaking Traditional Gender Barriers

### Educational and Training Pathways

Women are entering construction through formal education channels, obtaining technical qualifications that prepare them for specialized roles.

The example of female SCR operators with Mechanical Engineering diplomas illustrates how educational credentials serve as a foundation for entering these technical fields.

### Challenging Perceptions and Stereotypes

Women in construction frequ

# Report: Increasing Gender Diversity in Construction and Heavy Machinery Operation

## Executive Summary

This report examines the growing presence of women in traditionally male-dominated construction roles, particularly as crane operators, and provides actionable insights for construction companies seeking to attract and retain female talent.

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Content: Follow Us:

Woman breaks gender barrier to operate Hyva

Subodh Pandey, Vice President, TSM, congratulated the new recruits and interacted with them along with other executives of TSM Sandeep Dhir, Chief, Human Resource Business Partner, Subrata Basak, Chief, Logistics Operation and Suvransu Sekhar Rout, Chief, RMHS & Raw Material Processing Plant, TSM.

Statesman News Service | Bhubaneswar |

Breaking the gender barrier, four women employees are on the strenuous job as Stacker-cum Reclaimer (SCR) raw material handling system (RMHS) at the Tata Steel Meramandali (TSM) in Dhenkanal district of Odisha.

Besides, a woman has been assigned the job for Hyva operator. It is for the first time that female employees will shoulder the responsibilities as SCR operators in Tata steel’s Meramandali unit, the company said in a statement.

Subodh Pandey, Vice President, TSM, congratulated the new recruits and interacted with them along with other executives of TSM Sandeep Dhir, Chief, Human Resource Business Partner, Subrata Basak, Chief, Logistics Operation and Suvransu Sekhar Rout, Chief, RMHS & Raw Material Processing Plant, TSM.

 “We are extremely pleased to have you in our team as this marks a monumental milestone on gender balance among the workforce in the plant. While accelerating our commitment to building a diverse and inclusive workplace, this measure will also encourage more girls to look for such jobs”, Pandey said.

 “As a responsible corporate, we not only strongly believe in the diversity of our human capital but also guide our vendor partners to imbibe our beliefs and contribute to it. This is directed to reimagining how a job gets done, reshaping the team and empowering employees wherever they work”, Basak said while speaking on the occasion.

Breaking the barrier, the female SCR operators with Diploma in Mechanical Engineering underwent safety induction and on the job training, prior to their on boarding for stacking and reclaiming operation, considered mostly as a male-only job, the statement added.

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Content: Dr Agoi Faith Loice doubles up as a contractor and a lecturer at the Jomo Kenyatta University of Agriculture and Technology.

Dr Agoi is also venturing into politics with a bid for the Woman Rep position in Kakamega County on a KANU ticket.

She speaks to Life&Style magazine about juggling between teaching and contraction work.

You joined the contractors world when you were a lecturer. How has the journey been?

I joined the construction industry out of passion. As a woman, venturing into the male-dominated industry has been a tough journey.

Most clients trust men more than women. When a woman applies for a tender, the first thing clients ask is whether you have the money to do the job.

I remember one client asking me who would sponsor the contract, but I never gave up. Whenever I win a tender, I always ensure that I do my best to complete within the set time-frame and deliver a good job.

And trust you me; women are the most trustable contractors nowadays. We are equally good at the task. I have been juggling between lecturing and construction. My presence on the ground has also helped prepare me for my political journey.

What motivated you to venture into a space that is majorly dominated by men?

Most careers are dominated by men and we are not going to shy away from them because they are well-paying. When you work hard, you win the trust of a client.

One day I was approached by a friend who was in the construction industry asking me whether I could join her to do the work, but I wasn’t sure about wanting to try it out.

She approached me the second time and I decided to give it a try. I did the work so well and thereafter I could get a number of referrals. I have now been doing this for the last seven years.

What kind of contractual work do you do?

I love constructing residential houses. I get motivated when a client loves my work.

I also love my lecturing job as it offers a sense of fulfillment.

What were you doing before you started lecturing?

I started my career as a teacher. While at it, I sold timber and this is where I got motivation to become a contractor. People would buy timber form me and in the process ask for a contractor. I enrolled for a few courses in construction and since then I have never looked back.

You ran several projects aimed at helping young women. Tell us more

As a leader who mentors young lecturers, I have always held elderly people close to my heart. Whenever I have celebrations like my birthday, I always invite them to celebrate with me.

I am supporting close to 200 elderly women — I buy them foodstuff and household items.

I have bought 10 machines for the purification of water for 10 women groups. This has enabled them to have access to clean drinking water.

I also support young women in football by donating balls, uniforms and other necessities while also encouraging them to remain focused.

What challenges have you encountered in your line of duty and how have you overcome them?

The stereotype that construction is a man’s affair. For us outside the city, it’s quite hard to penetrate the market.

But once you complete a project on time, it’s a plus.

What is your biggest fear?

I fear heights

What do your days look like?

I normally have busy days now that I do construction work on top of lecturing.

I head to a site first thing in the morning and then schedule a meeting with a client. We do a site visit after which I meet my team for the day’s briefing.

When not at the site, I am in a lecture hall teaching human resources at Jomo Kenyatta University of Agriculture and Technology.

And as an aspirant in the upcoming elections, I meet with my campaign teams every evening to strategise.

What drives you?

The dreams and visions I have keep me going no matter the challenges I encounter.

If you were given a chance to mentor women, what would you tell them?

I would encourage women to never look at their situation. Rather, they should focus on their dreams. Always trust your dreams and believe in yourself before others can. And never allow anyone to look down on you.

When you are not getting down and dirty at a construction site, where would we find you?

I love travelling. I just love the wilderness. I also spend a lot of time on my fish farm and taking care of my animals.

You are aspiring to become the Kakamega woman representative?

It’s my wish that the people give me a chance to serve them in the next Parliament.

I am looking forward to a peaceful and prosperous county where all women and girls enjoy a high quality of life and a sense of belonging. I will promote their interest and advocate for equal opportunities while ensuring that Kakamega people meet their development aspirations.

I am also looking forward to constructing a gold refinery to help boost economic activity in the region.

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

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

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

appoint women to traditionally male roles

commit to gender equality in hiring practices

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

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

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

appoint women to traditionally male roles

commit to gender equality in hiring practices

Women are increasingly breaking barriers in the construction and maritime industries, demonstrating excellence in roles previously considered exclusive to men.

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Content: Tuesday, 12 March 2024 06: 53 GMT
Sarah Hosny: Women face major challenges in empowering them in the financial sector
(MENAFN- Al-Borsa News) Widespread marginalization of women ’ s opinions at work by male colleagues
Sara Hosni, Managing Director of Al Baraka Capital, said that she relies in her management strategy on the approach of individual merit and performance rather than type, stressing that the culture of equality and justice within the company is the cornerstone of the strategy, and the percentage of representation.
She added that feelings of empathy and emotional intelligence are an important force to lead a successful team, but they are not exclusive to any gender, emotional intelligence is necessary to understand and deal with the needs of a diverse team, as we seek to create an inclusive environment where each individual feels important and capable.
Related Topics (Stock Exchange) Survey: 54 women in EGX30 with a total representation of less than 17% Equality in (((career advancement)) Gender as the basis of the strategy ((Arab Energy)) Yaqoub: The culture of the business community is beginning to accept the empowerment of women in leadership positions
She pointed out that despite the fact that Al Baraka Capital specializes in Islamic finance, it attaches importance to the female element, as the representation of women in the company reaches about 54%.
In my personal experience, leadership qualities are not fundamentally gender dependent, and men and women can hold unique opinions to enrich intellectual insight within companies, but studies have shown that a diverse leadership team, including gender balance, often produces more robust and innovative growth strategies.
The fundamental difference between women ’ s and men ’ s vision of management is that women often highlight collaboration, complete thinking and comprehensive problem solving, contributing to a balanced and robust organizational strategy.
Focus on individual abilities, experiences and achievements
She stressed that gender is not a factor in determining who implements the company ’ s strategies, as competence, skills and commitment are the criteria to be attached importance, without sparing diversity in the implementation teams, including a gender mix of diverse perspectives that contributes to the implementation of more effective strategies.
She pointed out that women face challenges in empowering them in the financial sector that was dominated by men. Building trust in women cadres and breaking stereotypes is an ongoing effort, and it is important to establish trust and promote a culture of diversity, to ensure that diverse voices are heard and valued in decision-making processes by building bridges and fostering a culture of solidarity is key to achieving these challenges and promoting gender diversity on all sides. levels.
Achieving gender equality in senior leadership and managerial positions remains a complex challenge, and despite organizational progress that requires at least two seats for women on boards, women face significant challenges.
One of the pervasive problems is the phenomenon of “mansplaining, ” where women ’ s views are often marginalized or neglected by their male colleagues, along with unconscious biases, deep-rooted stereotypes and historical values, which stand in the way of achieving true sexual equality.
She explained that the legislation aims to create an inclusive environment, but it does not always address the deep cultural barriers that persist. Encouraging mentorship is important to provide support and guidance to women who move through these challenges, and providing equal opportunities for professional development is another crucial step in settling the field.
“The journey towards gender equality in leadership requires a collective and sustained effort to reshape corporate cultures and policies, where we can create an environment conducive to every individual, regardless of their type, to thrive and contribute effectively to the overall success of the industry. ”
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NEWSLETTER

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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]

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Content: CHAMPAIGN, Ill. (WAND) - Making waves in a male-dominated field.

March is Women's History Month. To celebrate, WAND News recognized women in central Illinois who are breaking glass ceilings. Megan Kreiger, is a research mechanical engineer with the U.S. Army Corps of Engineers Construction Engineering Research Laboratory in Champaign. She works in 3-D Printing for construction projects.

Kreiger has worked on large scale projects like bridge making and building construction.

She works in a mainly male-dominated field with the military, construction and engineering. She explained there are often times when she is the only female in a room of 100 men.

"Any young girls that want to get in engineer, science and printing I would say pursue your interest as much as possible," she said. "I want to inspire people to follow their motivations, passions and ambitions."

Working along side Kreiger is Michelle Hanson, deputy director of the lab with the U.S. Army Corps of Engineers. She operates like the chief deputy officer. Hanson oversees the execution and operation of the facilities and the research program.

She worked for 31 years with the department. Hanson reflected on what her career was like 30 years ago and how much it's changed over the years. She recalled being the only woman on the team and the only woman in the meetings.

"As I look back over the time, during the period not only were our research teams male-dominated, but our leadership team and our management structure was male," she said.

Hanson said the teams, researchers and managers are move diverse now compared to 30 years ago. She said it's encouraging to see more women join the team and enter the workforce.

"They (women) are doing exceptional, innovative and exciting research that is making a difference and having an impact on our war fighters, our military installations and the department of defense."

Copyright 2022 WAND TV. All rights reserved.

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

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

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

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

Creating an inclusive workplace requires strategic approaches to recruitment, retention, pay equity, and cultural transformation.

Title:

Content: Are women-led startups driving gender equity in the ecosystem?

Here’s a deep dive into how startups—women-led ones in particular—are fostering gender equity at the workplace and how women founders demonstrate understanding and empathy, helping women overcome barriers at the workplace.

Monday November 27, 2023,

9 min Read

Startups in India have the potential to create two million new jobs for women by 2030 and drive gender equity in the ecosystem, says a report by ACT For Women, in collaboration with The Udaiti Foundation.

The Women in India’s Startup Ecosystem Report (WISER), which reveals a number of interesting insights, points out that the startup ecosystem is uniquely positioned to attract female talent.

Women made up 35% of the startup workforce in 2022; with careful introspection that enables timely and targeted action, the startup community can raise this number to 50% by 2030, says the report.

The report, based on a survey of 200 startups across the country, indicates that startups have been pushing for greater representation of women in roles that were previously exclusively held by men.

For instance, participating startups reported that women had positions in key functions such as finance (36%) and sales (33%). On the other hand, corporates reported lower percentages of women in the same positions (21% and 19%, respectively).

Gender equity forms a major focus of the report’s observations on the participation of women in the startup ecosystem.

According to the report, there are more women in senior roles in startups compared to corporates. Startups also demonstrate lower barriers for women to occupy roles across all functions.

Furthering the case of gender equity, the report says startups with a woman founder have 2.5x more women in senior roles, compared to startups with men-only founders.

Women founders are more acutely aware of the barriers for women, including safety and care responsibilities. Consequently, they are more likely to introduce policies to address them. Women-led startups also perform better on women’s representation across functions, the study reveals.

Aakanksha Gulati, Director, ACT For Women says, WISER has found that standalone programmes and DEI (diversity, equity, and inclusion) initiatives are not enough to drive gender equity. Gender equity has to be embedded in the culture of the organisation, she says.

“Startups that have been most successful in advancing gender equity are the ones that understand that an inclusive workplace culture alongside enabling practices, policies and people, together, are key to purposefully hiring, retaining and advancing women,” elaborates Gulati.

In light of the findings of the report, HerStory spoke to some women startup founders and co-founders to understand how they are fostering gender equity in their organisations with an inclusive workplace culture and diverse hiring practices. We also examine whether women-led startups demonstrate better understanding and empathy, leading to breaking down of barriers for women.

Creating inclusive workplaces

When it comes to women’s representation across functions and in leadership roles, startups believe in walking the talk.

Priyanka Gill, Co-founder of content-to-commerce company The Good Glamm Group and CEO, Good Media Co, says two-thirds of the company’s founders and a significant part of its leadership team are women, thus embodying inclusive leadership.

“About 60% of our workforce comprises women, showcasing our dedication to a balanced and diverse environment. We are proactively striving for increased representation of women in positions traditionally held by men,” says Gill.

To ensure inclusivity, particularly for women, The Good Glamm Group has instituted processes in team meetings wherein managers and leaders ensure everyone has an opportunity to express their thoughts.

Today, the Good Glamm Group has 350 women professionals in corporate roles and around 1,800 female employees in the retail sector.

Mabel Chacko, Co-founder & COO of neobanking unicorn startup, OPEN Financial Technologies, believes dedication to gender equity is not just about numbers but is also about fostering an environment where both men and women contribute to their fullest potential.

“In a span of 6.5 years, women have consistently held leadership positions right from the inception of OPEN. The inclusion of women in leadership roles from the early days has not only become a norm but is a deﬁning characteristic of who we are as a company,” she says, adding that her organisation has several women in leadership roles across various departments, including marketing, people and culture, finance, design and development, sales, and tech.

Gender equity cannot remain a feel-good platitude, it has to reflect in the workplace ethics and practices of an organisation.

“In contrast to most corporates, where the percentage of women in leadership roles is often lower due to lack of support after marriage and motherhood, we at OPEN take deliberate steps to support our women colleagues, especially during their maternity period,” says Chacko.

Steps include work-from-home options for mothers who have recently had a baby and dedicated facilities for new mothers, including an in-house care room for them to feed their babies, and a separate nursery for small children who accompany their mothers to the ofﬁce.

“This enables mothers to strike a better balance between their personal and professional lives,” says Chacko.

Flexibility is a key component of efforts to help women employees achieve productivity targets.

“At startups, the focus is on deliverables rather than traditional constraints like mandatory work hours, fixed schedules, or a specific corporate code. This approach translates to a more equitable workforce, allowing for greater flexibility and a results-driven environment,” says Shreedha Singh, Co-founder and CEO of The Ayurveda Company, which has over 800 employees, at a women-to-men workforce ratio of 65:35.

Evolving HR practices

HR practices at startups have evolved beyond traditional employee policies to embrace diverse metrics across the board—right from recruitment and performance evaluation to mentorship and more.

Chacko points out that OPEN’s recruitment approach revolves around fostering diversity at every stage of the hiring process.

“From crafting unbiased and inclusive job descriptions to cultivating gender-diverse candidate pipelines, our commitment to diversity is embedded in every stage of the hiring process.

“Moreover, we ensure diversity in our interview panels, spanning across all departments. This has proven instrumental in shaping a workplace that is not only diverse but is also equitable,” she says.

Gill says specific HR practices—such as unbiased recruitment processes, targeted mentorship programmes, and equal opportunities for professional development—are instrumental in promoting gender equity.

Ashwini (name changed), who works in a Bengaluru-based startup, echoes this sentiment.

“My startup offers a number of mentorship programmes that are specific for women. This has helped me aspire and work towards a leadership role in the organisation,” she says.

In addition to a number of women-friendly policies, cashback and coupons platform CashKaro incentivises diversity through a unique 'diversity bonus', provided on top of the referral bonus, encouraging the hiring of female employees through referrals and promoting a more inclusive workplace culture.

In a step forward, the Good Glamm Group has introduced a Gender Reassignment Policy to recognise the challenges of gender transition by offering essential healthcare benefits and resources to support individuals during the transition.

Role of women founders in steering gender equity

Startups led by women founders are keen to nurture an ethos that’s geared towards gender equity at every level of the organisation and create a conducive environment for women employees to voice their concerns and thoughts.

Gill believes women founders and leaders prioritise diversity and inclusivity as integral components of their organisational culture.

“This commitment often translates into proactive efforts to attract, retain, and promote women across various roles within the startup,” she says, adding that women founders also serve as inspirational figures for women employees.

Swati Bhargava, Co-founder of CashKaro, reiterates that women founders bring in a unique perspective and firsthand understanding of the barriers that women face, including safety concerns and caregiving responsibilities.

“This heightened awareness can lead to the implementation of policies and practices that specifically address these challenges, creating a more inclusive and supportive environment,” she says.

Mangala Ramamoorthy, who works as a communication ninja with Unlock Impact, a social impact venture, feels that, as a working mother with different, and sometimes unpredictable, personal priorities, there is a sense of ease when she communicates with her two women founders.

“I joined the organisation at a time when my home required more attention but, at the same time, I wanted to continue to contribute professionally. I have been able to keep that balance comfortably at Unlock Impact.

“There are open discussions on mental health, motherhood challenges, and challenges of being a caregiver to a loved one. And these conversations can happen without having to second guess ourselves,” she says.

Abhishek Lakhera, who works in a women-led consultancy organisation, believes working for women helps men to be more inclusive in their thought process and gives them a more diverse outlook.

“Women are much better at soft skills than men, and it’s a trait all men can learn from them,” he says.

Empathy and understanding

Women leaders also tend to be more empathetic because they understand the speciﬁc challenges and responsibilities faced by other women, says Chacko.

“Embracing varied viewpoints, especially those influenced by gender experiences, significantly enhances our ability to tackle challenges with a deeper understanding and make decisions that reﬂect empathy,” she says.

“While there is no compromise on professionalism and work, there is a clear sense of balance that is driven by empathy and understanding of how life works—be it setting expectations with the client or trying to maximise flexibility for women professionals. Women founders lead by example with their openness and honesty,” says Ramamoorthy of Unlock Impact.

Levelling the playing field for women

When Gill was raising funds for her startup POPxo, she reveals that she encountered biased queries in pitch meetings. So, she knows what it is to battle gender-linked bias and is eager to lend a helping hand to women entrepreneurs.

Two years ago, she was invited by Vani Kola, Managing Director of Kalaari Capital, to join CXXO—an initiative launched by Kalaari Capital to help female founder-CEOs by investing in their startups and building a network of capital, coaching and community.

Gill is a founding board member at CXXO, alongside Kola and other women leaders such as Shradha Sharma of YourStory, Lathika Pai, and Paroma Roy, and a network of champions.

“We want to #LevelThePlayingField for female founder-CEOs,” says Gill.

(Feature image: Nihar Apte)

Edited by Swetha Kannan

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Invisible Women by Ahilya Mehta: Women and the power of choice

Published on Nov 19, 2022 02:41 AM IST

My alma mater, Wellesley College, is an all-women’s institution

ByAhilya Mehta

My alma mater, Wellesley College, is an all-women’s institution. It was my home for four formative years. Of all my learning there, what I remember best is how to raise my voice, even when others prefer I stay silent.

As a woman, how can I not be motivated to help other women the way Wellesley helped me? My experience convinced me to narrow my career focus to women. Ultimately, I discovered my passion: women’s wellness. This focus came after years of frustration over gender inequality. However, inequality is not limited to health. It is pervasive across all aspects of our society. An unambiguous problem that still lacks an actionable solution, it is why women are held back in our diverse and democratic economy.

The reality of ambition

There is no dearth of ambitious women in India. In 2020, according to a research study, the ratio of women attending university out of the total eligible population was 27.3 per cent, compared to 26.9 per cent for men. I’d argue that decades of gender-based repression have sown seeds of ambition rooted in something far deeper than personal success. Alas, women constitute only  4.7 per cent of CEOs in India. Gender diversity in the job market is uncommon in most industries. Consequently, gender injustice exists even in the formal sector, where diversity is mandated.

Our laws and institutions are putting in place checks and balances to ensure women are given equal opportunities. However, the structural changes required to make our society more equal mean more women need to be in decision-making rooms. Men cannot fathom the magnitude of discrimination faced by women. No matter how progressive, a man does not have to carry a child or bear the societal responsibilities of managing a household. A New Yorker cartoon depicts this succinctly. The image is of a man proposing to a woman who is carrying groceries. The cartoon is captioned “Would you do me the honor of taking on even more responsibilities while my life remains largely unchanged?”

Societal expectations have normalised women sidelining their careers for marriage and family. Let’s be clear, not everyone wants an intense career. But those who do should be given the opportunity to pursue it with the same support from their families as a man would receive.

A time for growth

I do not let cynicism hide my gratitude. It takes a generation to see real change. I believe that the conversations we are having today will have a compounded effect. In 2013, for instance, the updated Company’s Act mandated that at least one woman must serve on a company’s board. Consequently, the number of women in boardrooms in India today is 17.1 per cent, up from 7.7 per cent in 2014. The final figure may not be worth a celebration, but one cannot deny the speed of growth since the law was put in place. This growth is significant, but it is not enough. Our strategy for empowering women in business primarily caters to the formal sector, even though women across the socio-economic spectrum are at a natural disadvantage.

Ideological change, something all genders believe in, cannot be accomplished without strategic thinking and definitive action. However, surveys have shown that younger men may be even less committed to equality than previous generations. Perhaps some men choose ignorance, or perhaps they are actively choosing to pursue inequality in order to avoid inconveniencing their lives. In a 2017 Harvard Business Review article titled, ‘If you can’t find a spouse who supports your career, stay single,’ the author writes about “the rise of women“ during the 20th century, and “the adaptation (or not) of men to the consequences of that rise” in the 21st century.

Women are not awarded the same opportunities as men for more complex reasons than one opinion piece can summarise. Moreover, writing this made me realise the impact of having agency over our lives and the ability to make choices. When we have options, it becomes easier to fight inequality.

Therefore, it is upon women to empower other women by educating them about their options. This education is not limited to academia, but also those things that women should know but society deems taboo, such as sex, finance, marriage, menopause, et al. Who knows, we may be able to witness the changes we wish to put in place in the generations to come.

Ahilya Mehta, 27, is an entrepreneur-in-residence at Nua, former co-founder of Aara Health, and has been in women’s wellness for three years.

From HT Brunch, November 19, 2022

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Title:

Content: Women ’ s participation in the labour force and economic feasibility (1 of 2)
|
While gender equality and fair treatment of women and girls is an ethical imperative, global data analysis, evidence and experience show that engaging women also promotes economic growth and stability, particularly in times of financial challenges.
Since 1970, the World Bank ’ s Women, Business and the Law series has tracked law reforms and gender equality.
Massive evidence has emerged linking gender equality and economic security.
Over the past 50 years, countries have adopted more than 2,000 legal reforms across all measured categories of equality, including women ’ s mobility, marital rights, the work environment, the right to own assets and start a business, and equal pay and pensions.
However, the rate of reforms has slowed over the past 15 years.
2022 marked a historic decline relative to the number of legal reforms worldwide.
Today, only 14 of 190 countries (all high-income countries) offer the same legal rights to women.
In other words, 176 countries deny equal economic opportunities to 2.4 billion women.
At today ’ s pace, it will take women at least another 50 years to reach equality with men around the world.
Girls today will reach retirement age before gender parity is achieved globally and entire generations of talent, productivity, innovation and opportunity will be squandered by the harm done to women, families, communities and nations.
In the Middle East and North Africa (MENA) region today, less than one in four women of working age are employed.
The labor market participation rate is the lowest in the world.
Lack of access to education, job training, assets, capital, adequate nutrition and health care, as well as child marriage, violence against women and discrimination in the workplace, are impediments to progress.
It should be noted here that the road to women's participation in the labor force is a multidimensional challenge.
They need to be imposed by governments, enforced by courts, embraced by corporations, promoted by banks and investors, and supported by society.
It also requires a comprehensive approach as follows:
First, government policies and laws are required to facilitate women ’ s participation in the economy.
There is a need for laws allowing women to own and own assets in order to start, own and operate businesses, and a requirement of non-discrimination in employment, promotion and career opportunities in the workplace.
Second, there is a need for courts and regulatory bodies with the capacity and commitment to fully, fairly, consistently and ethically apply and enforce those laws, including addressing complaints of discrimination and imposing sanctions on violators.
It follows.
Publish it.

Title:

Content: 2022 Global DEI Survey results released

Diversity, equity and inclusion (DEI) initiatives are broadening among commercial real estate companies, according to the results of The Global Real Estate DEI Survey 2022 released by ANREV, INREV, Ferguson Partners, NAREIM, NCREIF, PREA, REALPAC and ULI. The Survey also reveals the gender composition of the CRE industry, by region, and for the first time reports non-binary demographics for North America.

Toronto, Ontario, CANADA

Toronto, Canada, Dec. 13, 2022 (GLOBE NEWSWIRE) -- The Global Real Estate DEI Survey 2022 suggests commercial real estate companies are broadening and deepening their diversity, equity and inclusion (DEI) programs and initiatives.

Data from the DEI Survey 2022 – released today – shows that while almost all respondents are addressing gender or gender identity, firms are also now placing a higher degree of importance on other dimensions of DEI.

Results also showed that 95% of respondents are addressing issues of DEI either by having a formal program or by enacting at least some initiatives and policies to improve the representation of women and underrepresented groups at their respective organizations.

The DEI Survey 2022 represents more than 357,041 full-time employees, $2.34 trillion of assets under management and a cross section of the commercial real estate industry in terms of size, region and business classification. The Survey, conducted between July and October 2022, brings together participation from 192 unique organizations who provided 210 submissions detailing their DEI practices in North America (81.4% of respondents), Europe (12.4%) and Asia-Pacific (6.2%).

 The Global Real Estate DEI Survey is an annual report tracking corporate DEI practices and employee demographics for commercial real estate globally, across regions and business types.

  • The Survey tracks gender, gender identity, race/ethnicity and nationality and age across seniority and job functions in North America as well as gender, gender identity and age across seniority in Asia-Pacific and Europe. It also provides insights into corporate practices in relation to DEI programs, recruitment, retention, training and development, inclusivity and pay equity.
  • The 2022 Global Real Estate DEI Survey, a partnership between ANREV, INREV, NAREIM, NCREIF, PREA, REALPAC and ULI and conducted by Ferguson Partners.

 Key findings from the Global Real Estate DEI Survey 2022 include:

DEI programs and measurable outcomes

  • 95% of respondents are addressing issues of DEI either by having a formal program or by enacting initiatives and policies to improve the representation of women and underrepresented groups.
  • Among respondents that have a formal DEI program, more than 85% set qualitative and/or quantitative or measurable goals, and, over the next 12 months, 11.1% that do not say they plan to do so.
  • The main goals are increasing the representation of underrepresented groups at the senior level and improving employee engagement.

Recruitment, retention and pay equity

  • Anti-bias measures are important for recruitment and retention with a third of respondents planning to ensure managers receive training on anti-bias hiring within 12 months.
  • A key strategy for retaining talent from underrepresented groups is to outline job requirements very clearly and set unambiguous expectations.
  • Gaining feedback is another important tool. Almost three-quarters of respondents seek feedback on DEI initiatives from their employees.
  • CRE companies are also tackling pay equality in greater numbers. In 2021, 79% of respondents were analyzing pay gaps based on gender or planning to do so. The figure has risen to 85% in 2022. Europe leads this analysis with 84% of respondents in Europe currently monitoring pay equity compared with 66.7% and 68.6% of Asia-Pacific and North American respondents, respectively.
  • According to the DEI Survey 2022, firms of all sizes are working on levelling the pay gap.

There is no one global strategy for DEI within CRE, however, and so the Global Real Estate DEI Survey 2022 provides regional insights into the differing approaches adopted across the globe:

North America snapshot: Out of 192 unique organizations submitting data to the DEI Survey 2022, 81.4% were from respondents with operations in North America.

  • For the first time, the DEI Survey 2022 collected data on nonbinary professionals. Almost 33% of firms say they collect gender identity data outside of a male/female binary definition. Among interns, just 0.5% identify as nonbinary and did not disclose their race/ethnicity.
  • Slightly over 70% of respondents have a formal DEI committee, the main decision-maker on DEI policies.
  • Firms judge the most impactful policy as communicating the importance of DEI to employees, followed by offering work/life balance programs such as childcare and flexible work arrangements. Just under 60% of firms said they allow all staff the option to work remotely at least part of the week.
  • Gender and ethnicity/race diversity in CRE in North America: Men 57.5%; Women 42.5%
North America   Company Overall
Men Women
All Participants 57.5% 42.5%
Hispanic or Latino 5.2% 4.4%
White (Not Hispanic or Latino) 39.1% 25.5%
Black or African American 3.1% 3.7%
Native Hawaiian or Other Pacific Islander 0.1% 0.1%
Asian 5.9% 5.9%
Aboriginal/Indigenous/Native American 0.1% 0.2%
Multiracial (Two or More Races) 1.5% 1.1%
Did not Disclose/Specify 2.5% 1.6%

Europe snapshot: Out of 192 unique organizations submitting data to the DEI Survey 2022, 12.4% were from respondents with operations in Europe.

  • European firms are showing signs of increased sophistication on DEI matters, especially broadening initiatives aimed at increasing the representation of underrepresented groups at the top levels, linking metrics such as compensation to outcomes, levelling pay disparities and facilitating inclusiveness.
  • All respondents report offering work/life balance programs, which may include childcare and flexible work arrangements. Almost eight out of 10 European respondents give all employees the option to work remotely at least part of the week. The global average is 61%.
  • Almost 90% of European respondents target recruiting underrepresented groups in senior- level positions. The next goal is employee engagement on DEI initiatives.
  • Gender diversity in CRE in Europe: Men: 60.5%; Women: 39.5%
  Men Women
Europe: Overall Company 60.5% 39.5%

Asia-Pacific snapshot: Out of 192 unique organizations submitting data to the DEI Survey 2022, 6.2% were from respondents with operations in Asia-Pacific.

  • Asia-Pacific firms typically address the following dimensions of diversity: gender (100%), race/ethnicity/nationality (76.9%), sexual orientation (69.2%), age (61.5%) and physical disability (53.8%).
  • Decision-making is led primarily by DEI committees, HR and senior-level employees. Almost a third of CEOs make decisions on DEI.
  • Defining success is an important part of running an efficacious DEI program. For Asia-Pacific respondents, the most important outcomes are twofold: having more people from underrepresented groups in senior positions and gaining diversity throughout the entire organization.
  • Gender diversity in CRE in Asia-Pacific: Men: 50%; Women: 50%
  Men Women
Asia-Pacific: Overall Company 50% 50%

The DEI journey is a challenging one – and one that will take time to address. But respondents highlight one key strategy that proves successful for levelling-up DEI within organizations: that of talking about DEI and communicating efforts to employees. Institutions participating in the Global Real Estate DEI Survey 2022 judge that the policy most successful in levelling up DEI is communicating its importance to employees.

ENDS

To access the key findings and executive summary of the Global Real Estate DEI Survey 2022, please go to the following Association/organization websites: ANREV: INREV; Ferguson Partners; NAREIM; NCREIF; PREA; REALPAC; ULI (Americas; Europe; Asia-Pacific or use the contact information below.

About the Survey

First created in 2017 and launched as a dedicated survey covering North America in 2020, the Survey is an annual report tracking corporate practices and employee demographics on diversity, equity and inclusion for commercial real estate. In 2021, the Survey was expanded to incorporate Asia-Pacific and Europe. The Survey is produced by the industry associations and organizations ANREV, INREV, Ferguson Partners, NAREIM, NCREIF, PREA, REALPAC and ULI.

The DEI Survey 2022 represents more than 357,041 full-time employees, $2.34 trillion of assets under management and a cross section of the commercial real estate industry in terms of size, region and business classification. The Survey, conducted between July and October 2022, brings together participation from 192 unique organizations who provided 210 submissions detailing their DEI practices in North America (81.4% of respondents), Europe (12.4%) and Asia-Pacific (6.2%).

The Global Real Estate DEI Survey aggregates data on:

  • DEI program structure, resources and ownership
  • Policies focused on recruitment, retention, training and development, inclusivity, tracking and accountability and pay equity
  • Employee demographics by gender, race/ethnicity and nationality, across seniority and job function, as well as DEI hiring, promotion and departure trends year-over-year.

Contact Data

Title:

Content: The Importance of Gender Diversity in Technology
As a writer deeply immersed in technology and startups, I strongly believe in the transformative power of gender diversity in the tech industry.
From my perspective, I see how this diversity acts as a catalyst, nurtures innovation, raises team performance, and instills problem-solving endeavors with new perspectives.
Within a diverse workforce, I recognize the potential to benefit from a wide range of skills, experiences and perspectives.
This fabric is woven together to form smarter decisions and achieve more impactful results.
Search pages reflect what I see – companies that embrace diversity tend to rise above their peers, not only in financial performance but also in reputation and prestige.
However, as I delve deeper into this area, I am acutely aware of a prevailing imbalance.
The presence of female engineers in the technology industry remains disproportionate, a stark contrast amid the possibilities that lie ahead.
To address this stark divide, I believe tech companies must take deliberate action.
The burden falls on these entities to proactively cultivate an environment that thrives on inclusivity.
Initiatives that extend a welcoming hand to talented female engineers are essential, pushing the industry towards a future where diversity is not just a buzzword but an inherent and integral aspect of its success story.
Step 1: Create a gender-inclusive environment
Creating a gender-inclusive environment is the basis for successfully recruiting and retaining female engineers.
This includes assessing and addressing unconscious biases, fostering a culture of respect, and ensuring equal opportunities for both male and female employees.
Here are some ways to create a gender-inclusive environment:
1.
Education and Training: Provide diversity and inclusion training to all employees, focusing on unconscious bias and the importance of gender diversity.
This will help create a more inclusive corporate culture and ensure that all team members understand and value diversity.
2.
Gender-neutral language: Use gender-neutral language in all internal and external communications, including job postings, performance appraisals, and meetings.
This helps eliminate gender biases and perceptions, making everyone feel valued and respected equally.
3.
Address biases: Identify situations where unconscious biases may influence decisions, such as hiring, promotions, and project assignments.
Establish clear criteria for these decisions to ensure gender equality and equity in all areas.
Step 2: Enhance recruitment strategies for female engineers
To attract more female engineers, tech companies must actively seek out female talent by leveraging multiple channels and adopting targeted strategies.
Here are some effective recruitment strategies:
1.
Partnering with women-focused organizations: Collaborate with groups, networks, and educational institutions focused on supporting women in technology, such as Women Who Code, Girls Who Code, and the Society of Women Engineers.
These partnerships can help you reach a larger pool of female candidates and establish your company as a promoter of gender diversity.
2.
Use women ’ s job boards: Publish jobs on female-focused job boards like Women in Tech Jobs, Werk, and InHerSight.
These platforms aim to connect women with college employers, making your tech company more visible to female engineers.
3.
Showcase Women Role Models: Share the success stories and achievements of women engineers within your company via your website, social media and other communication channels.
By highlighting the achievements of your female employees, you can inspire potential candidates and demonstrate your commitment to gender diversity.
4.
Inclusive job descriptions: Avoid using sexist language in your job ads and choose an inclusive language that appeals to all genders.
Remove any unnecessary qualifications that may inadvertently discourage women from advancing and emphasize aspects of your company ’ s culture that support women in technology.
5.
Take advantage of referral networks: Encourage your employees, especially female engineers, to refer potential candidates for vacancies.
Provide incentives to employees for successful referrals and build a strong internal referral program.
By adopting these strategies, tech companies can create a more diverse talent pool and increase the number of female engineers in their ranks.
Remember that promoting gender diversity requires long-term commitment and sustained efforts to create an inclusive and supportive environment for women engineers to thrive.
Step 3: Implement inclusive recruitment practices
To ensure that female engineers feel welcome and appreciated from the start, implement inclusive recruitment practices that attract and empower diverse talent.
These practices should reflect the company ’ s commitment to diversity and inclusion and eliminate any biases that may prevent women from joining.
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Use comprehensive language in job advertisements
Avoid using unnecessary language, terminology or qualifications that may alienate potential candidates.
Instead, use more comprehensive terminology and focus on skills and experiences that accurately reflect the requirements of the job.
Using tools like Textio can help identify any gender language and offer better alternatives.
Highlighting the company ’ s commitment to diversity and inclusion
In job listings and on the company ’ s website, make your commitment to creating an inclusive work environment clear.
Showcase diversity and inclusion initiatives, benefits and policies that meet the needs of all employees, with a focus on equal opportunities for growth and progress.
Collaboration with women-focused organizations
Partnering with women ’ s organizations, clubs and schools to find talented female engineers.
This helps expand your employability and connect you with individuals who are actively looking for opportunities in the tech industry.
Training hiring managers to recognize unconscious bias
Unconscious bias can compromise objectivity in evaluating candidates.
Training hiring managers to identify their biases helps create fair hiring processes, ensuring candidates are evaluated based on merit and not by irrelevant factors.
Evaluate candidates on a wider range of criteria
Consider the different aspects of a candidate ’ s background and potential that go beyond academic qualifications and technical skills.
This can include problem-solving abilities, adaptability, collaboration, and communication skills – all of which are essential to thrive in the tech sector.
Building diverse recruitment teams
Assemble diverse recruitment committees to offer different perspectives and minimize the impact of personal biases during the interview process.
This also allows candidates to see representation within the company, signaling a commitment to diversity and inclusion.
Step 4: Retain Female Engineers through Career Growth and Development
Once female engineers join your technology company, boost their success through continuous growth and development.
Encourage female employees to pursue challenging projects, invest in professional development initiatives, and establish mentorship and networking opportunities.
1.
Provide opportunities for career advancement: Women engineers, like all employees, want opportunities for advancement.
Make sure women have equal opportunities in promotions, high-profile projects and leadership roles.
Create clear career paths and align job titles, requirements and compensation with industry standards.
2.
Provide accessible professional development: Professional development allows employees to raise skills, stay abreast of industry trends and prepare for changes in the labor market.
Allocate resources for professional development courses, workshops, conferences and other learning opportunities that benefit women engineers.
3.
Create mentorship and sponsorship programs: Pair female engineers with experienced industry leaders who can provide guidance, support, and advice while defending their career advancement.
Create formal mentorship programs and informal support networks to increase engagement and retention.
4.
Encourage communication and collaboration: connect women engineers with diverse colleagues inside and outside the company to broaden their horizons and foster valuable relationships.
Encourage participation in internal and external communication events, conferences, and professional organizations.
Step 5: Provide a supportive corporate culture and policies
A healthy and inclusive work environment is essential for retaining female engineers.
Create a supportive culture through policies and initiatives that respect diverse backgrounds, address biases, and accommodate flexible work arrangements.
Fostering a sense of belonging
Encourage a culture of collaboration, inclusion and mutual respect among employees.
Recognize and celebrate the achievements of female engineers, and demonstrate that their contributions are appreciated and are integral to the success of the company.
Implementation of equal pay policies
Alleviate pay disparities by ensuring that employees, regardless of gender, receive equal pay for equal work.
Review compensation practices regularly to identify any discrepancies and make necessary adjustments.
Provide flexible working arrangements
Flexible working arrangements, including telecommuting and flexible time, allow employees to balance their professional and personal lives.
Develop policies that accommodate these arrangements when possible, without compromising the quality or efficiency of their work.
Addressing and preventing discrimination and harassment
Establish clear policies and procedures to prevent and address discrimination, harassment and retaliation in the workplace.
Train staff to recognize and report violations and carry out disciplinary actions as required.
Implementation of family-friendly policies
Support employees with families by offering maternity and paternity leave, childcare assistance, and other family-friendly benefits.
These policies demonstrate your company ’ s commitment to the health and well-being of its employees and can help retain female engineers who may have caregiving responsibilities.
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Technology companies can successfully attract, hire and retain female engineers by fostering an inclusive environment, implementing fair hiring practices, promoting career growth, and developing supportive policies.
This commitment to diversity and inclusion contributes to improving the work culture, driving innovation and strengthening business performance.
Step 6: Encourage Change and Accountability in Leadership
The company ’ s commitment to gender diversity starts at the top.
It is crucial for leadership not only to advocate for change, but also to set an example.
Here are some ways to encourage change and enhance accountability in leadership:
1.
Set clear goals for diversity and inclusion: Setting specific and measurable goals for hiring and retaining female engineers will help keep leadership accountable.
Monitor progress regularly and report diversity metrics to ensure transparency.
2.
Promote diversity in leadership positions: Promote women to leadership positions, as this will help create an inclusive culture and inspire other female employees to work for leadership positions.
3.
Leadership training: Provide diversity and inclusion training to all leaders, ensuring they understand the importance of creating an inclusive work environment and their role in promoting gender diversity.
4.
Create a diversity committee: Create a committee responsible for promoting and overseeing gender diversity initiatives throughout the company.
This committee should include members from different levels, departments and engineers to ensure diversity of views.
5.
Holding Leaders Accountable: Linking Leadership Performance Assessments to Diversity and Inclusion Outcomes.
This will encourage leaders to prioritize gender diversity efforts.
Key Benefits of Gender Diversity in Tech Companies
Gender diversity is not only a moral imperative but also a commercial advantage.
Here are some of the key benefits of having a diverse workforce, including a higher percentage of female engineers:
• Increased innovation and creativity: Diverse teams offer different perspectives and ideas, resulting in more innovative solutions and better problem-solving capabilities.
Making better decisions: Diverse gender teams have shown that they make more accurate and informed decisions, which can boost a company ’ s performance and success in the market.
• Improving financial performance: Multiple studies have shown a positive correlation between gender diversity and the financial performance of the organization.
Companies with diverse leadership teams are likely to outperform their competitors.
• Stronger reputation and stronger talent attractiveness: A company committed to diversity and inclusion is more likely to attract and retain the best talent, improving its competitiveness in the industry.
• Enhance team collaboration: A gender-balanced team promotes a more inclusive and collaborative environment, resulting in improved communication and team dynamics.
Customer Appeal: Today ’ s customers are increasingly seeking to work with diverse and inclusive businesses, making gender diversity a factor that positively impacts business relationships.
Success stories from technology industry leaders
Many technology industry leaders have proven that creating an inclusive culture while hiring and retaining engineers is possible.
Here are some success stories:
1.
IBM: IBM has been recognized for its efforts in promoting diversity and gender equality.
The company has established the Women in Technology Council and offers flexible working arrangements and various programs to help women develop leadership and technical skills.
2.
Intuit: Intuit has actively embraced diversity and inclusion initiatives in the workplace.
The company offers mentoring, care and skills development programs to female engineers, ensuring their professional growth and success.
3.
AppMaster Inc.: AppMaster, creator of a no-code platform, promotes an inclusive work environment and actively supports the career growth of female employees by encouraging gender diversity in the workplace.
By committing to eliminating unconscious bias in hiring practices and providing opportunities for female engineers, AppMaster sets an example for other technology companies.
4.
Microsoft: Microsoft has implemented various initiatives to attract and retain female engineers, including mentorship programs, leadership training, and investments in organizations that support women in technology.
5.
Google: Google actively promotes gender diversity through numerous partnerships, targeted recruitment efforts, and employee resource groups.
The company has introduced initiatives to create a supportive and inclusive culture for all.
“Women shouldn ’ t be afraid to pitch themselves, ” said businesswoman Sarah Wood, lighting the torch of empowerment and serving as a beacon of guidance on the journey towards gender diversity in the tech industry.
These success stories stand as evidence of the profound impact that can be achieved by fostering an inclusive environment and implementing strategies that align with this spirit.

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How To Tackle Transgender And Nonbinary Recruitment Biases

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Resumes and CVs with pronouns received less interest and fewer interview invitations. This was even worse for people who use they/them pronouns.

A Business.com report found that over 80% of nonbinary people asked said this research backs up their experiences. When they said how they identified, they felt it hurt their job search. It's something many LGBTQ wrestle with applying for a job as they consider whether to come out during recruitment.

Recruitment discrimination is vital to tackle. Not just because of regulations but because a diverse workforce is crucial to business profitability.

Biases in recruitment, though prevalent, are often unconscious. So how do you tackle them?

Founder of Lightning Travel Recruitment, Chris King, says instead of looking for an easy fix - the key is to tackle they/them bias through education at all levels.

"This isn’t just a workplace issue, it is a human issue that impacts people inside and outside of the workplace. The more informed we all are about the likelihood there will be people who are gender diverse or who have friends or family who are gender diverse, the quicker we can all move forward with our lives, that little bit more informed, that little bit more inclusive."

Once this basic level of understanding has been established and companies have set out their stall perceptions can shift.

Having trans-inclusive policies, on pronoun use, transitioning at work, health benefits and safeguarding are then a logical step. King says this all helps shift attitudes from a position of ignorance and scepticism to one of acceptance.

"Awareness around gender diversity is increasing but it is a slow process. Add to that the challenges we face around the spread of misinformation in the media. You end up with people either being completely clueless or having an opinion which has been informed by less than inclusive sources.

"If all someone hears about non-binary identities is the anti-trans narrative being pushed out in the media their position is unlikely to be welcoming. That's why organisations have such an important role to play in redressing that balance."

King didn’t come out as non-binary until after they set up their business and still sees they/them bias regularly. From industry events to part of the work we do as a recruitment consultancy.

That's why when assessing whether a client is going to be the right fit for a candidate, they also assess from a safeguarding perspective. Something King says is a vital step that is often missed.

"We consult with hiring managers on best practices when interviewing trans+ candidates through us. We provide a safe space for candidates to feedback on any potential red flags so we can openly discuss with the hiring company. We want to ensure the workplace is an inclusive environment for the trans+ employee to thrive."

Some top places you can start to tackle they/them recruitment bias include:

  • Make job specs gender neutral as standard
  • Show off your inclusivity in your external comms
  • Advise staff on e.g LinkedIn to make their pronouns visible
  • If you work in hospitality, consider making uniforms gender neutral

Discovering the potential of thinking beyond the binary

DE&I consultant Ben Pechy says another crucial step is to remove any fear. Most trans or non-binary people who appply to work for you, aren't looking to cause any fuss or hassle. They want to work for you, and do a good job.

But when you don't engage with trans experiences, you run the risk of losing the cognitive diversity a diverse workforce can deliver.

"I know that many of us within the trans community fear the corporate world after either negative experiences first-hand, or hearing about them from others in the community.

"Businesses need to show us that this is a safe space we are entering, we need to feel we are being assessed based on our skill set and experience - not our gender identity."

During recruitment, Pechy says you should highlight your social responsibilities and your code of ethics in your procurement process documents.

If you show potential diverse employees that this is a place they will be accepted and thrive in, they'll be more likely to choose to work for you. After all, it's part of a business's job to persuade top talent to join you, and then work hard to retain them.

How to retain talented transgender and nonbinary staff

One way to keep your diverse talent as part of your team if to consider the onboarding process.

"Gender is already a protected characteristic in the UK under the Equalities Act. But gender expression and identity should be included in your anti-harassment policies and needs to be highlighted to all staff during onboarding and staff training.

"Combine this with regular DEI training that focuses on a broad spectrum of marginalised identities at work to create and maintain a more inclusive culture."

Many businesses only have one person or a small team that is supposed to represent diversity from a gender identity, race, or sexuality perspective. Representing people from different lived experiences is always a difficult place to start.

While some businesses use employee resource groups or ask staff to represent whole communities. This can feel tokenistic and force responsibilities onto people on the basis of their identity. This could be the sort of pressure that makes them feel like they should leave.

Both Pechy and King have been told things like they don't fit the "team dynamic" were too "extra" or deemed potentially disruptive.

But these labels say more about the people who gave them - than the duo of successful trans business leaders. Indeed, both have found the kind of qualities some people ruled them out over - are their superpowers.

"Difference can be scary to humans; we’re hardwired to run or fight in these situations," Pechey tells me.

"Yet so often, the fear and prejudice I have faced is nothing but a knee-jerk response. There is room for education and an appetite to learn this fear quickly dissipates leaving a world of opportunity.

"Don’t hire people to fit your cookie-cutter employment pool. Hire people that challenge and take you in different new directions that will benefit you tenfold."

Want to understand what the ever-changing LGBTQIA+ world means for your work or business? You're not alone. Join 2000+ people who skip the doomscrolling but keep across the latest queer headlines, content and perspectives with my newsletter QueerAF – try it now

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Content: Enough With the False Assurances About Women in the Workplace

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McKinsey & Company and LeanIn.org released their annual report, Women in the Workplace, in late September. The report’s summary opens: “A year and a half into the COVID-19 pandemic, women have made important gains in representation, and especially in senior leadership.”

Important gains. This idea repeats throughout the report even as it goes on to paint a dire and disturbing picture: Women earn promotions to managerial roles at far lower rates than men. Women of color lose ground at every step on the corporate ladder. Between entry-level positions and the C-suite, representation of women of color drops off by more than 75%.

Page after page of findings confirm the grim reality we already know. And yet, the top-line takeaway is about progress.

This insistence on a rose-colored glasses approach is pervasive. Just a few months ago, headlines touted 2021 as a banner year for women’s leadership in corporate America, citing milestone appointments of female CEOs. But a closer look at the numbers reveals an unsettling breakdown: a mere 8% of all Fortune 500 companies are led by women. Is this a record achievement we should be shouting from the rooftops in 2021? Is the bar that low?

“We are making strides,” the world says. “Look at all this progress!”

The truth is, the data tells us that putting a woman or person of color in a high-profile position rarely has the trickle-down effect people would like us to believe it does. Rather, it creates an illusion of inclusion—and it allows decision-makers to tick off a “diversity and inclusion” box and move on.

But the illusion is easier to accept than the truth, isn’t it? It’s easier to latch on to the optimistic headline, the upbeat sound bite, the suggestion that all will soon be well than it is to call out the problem. Because calling out the problem makes people uncomfortable.

As I write in my new book, Awakening: Ladies, Leadership, and the Lies We’ve Been Told, we don’t teach women to make people uncomfortable. We groom women to smile and accept these breadcrumbs and the spun stories of progress. We prefer people who shut up and keep their heads down.

How can we correct an injustice we can’t even talk about?

The Women in the Workplace report highlights specific strategies organizations can employ to move toward true equity. But how can we get to the solutions when we are unwilling to read past the headlines, when we remain so unwilling to get uncomfortable—to acknowledge the problem in an open and honest way?

The system’s not going to fix itself, and the people in charge of the system don’t want to talk about it.

It’s past time to call out the problem, to reject the simple sound bites and feel-good conclusions that brush past the deeply distressing realities of the systemic oppression of women in the workplace.

Does that idea make you uncomfortable? It should.

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## Current Landscape: Women in Construction

The construction industry has historically been male-dominated, but this is changing as more women enter the field and excel in various roles, including operating heavy machinery.

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

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

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

According to case studies, women with technical qualifications such as Diplomas in Mechanical Engineering are successfully taking on positions as Stacker-cum-Reclaimer (SCR) operators and Hyva operators—roles previously considered "male-only.

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

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

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

appoint women to traditionally male roles

commit to gender equality in hiring practices

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

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

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

appoint women to traditionally male roles

commit to gender equality in hiring practices

" These women undergo the same rigorous safety induction and on-the-job training as their male counterparts, demonstrating that capability is not determined by gender.

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

create training and apprenticeship programs

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

As one female contractor with seven years of experience noted, "Women are the most trustable contractors nowadays.

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

We are equally good at the task.

" This sentiment reflects the growing recognition that women bring valuable skills and perspectives to construction work.

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?

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?

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?

## Breaking Traditional Gender Barriers

### Educational and Training Pathways

Women are entering construction through formal education channels, obtaining technical qualifications that prepare them for specialized roles.

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

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

create training and apprenticeship programs

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

vocational training
educational programs

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

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

create training and apprenticeship programs

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

vocational training
educational programs

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

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

create training and apprenticeship programs

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

vocational training
educational programs

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

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

create training and apprenticeship programs

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

vocational training
educational programs

The example of female SCR operators with Mechanical Engineering diplomas illustrates how educational credentials serve as a foundation for entering these technical fields.

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

### Challenging Perceptions and Stereotypes

Women in construction frequ

Title:

Content: Urgent.
Chairman of Wafd Party
Dr. Abdul Sindh Yamama
Chairman of the Board of Directors
Dr. Ayman is an accountant.
Editor-in-Chief
I'm sorry.
My grandfather, Zainuddin.
Chairman of Wafd Party
Dr. Abdul Sindh Yamama
Chairman of the Board of Directors
Dr. Ayman is an accountant.
Editor-in-Chief
I'm sorry.
My grandfather, Zainuddin.
The National Council for Women holds two workshops for workers at Sheraton El Gouna and Somabé hotels in the Red Sea
The National Council for Women (NCW) organized two specialized workshops on gender equality targeting women and men working at leadership and executive levels in Sheraton Miramar El Gouna and Soma Bay hotels in the Red Sea Governorate during the period from 2 to January 2024.
This came within the framework of the implementation of the project to support and create a safe working environment for women in the tourism and hotel sector in Egypt, which is implemented by the Council in cooperation with the Ministry of Tourism and Antiquities and the Spanish Agency for International Cooperation for Development in Egypt, which focuses on achieving the objectives of the tourism project and the motives behind changing the culture and visions supporting to achieve development goals.
Shaima Naim, Director General of Strategy Department, presented the efforts of the Council in supporting and empowering women and the mechanisms of implementing the axes of the national strategy, considering that empowering women in the workplace enhances their economic empowerment and improve their skills to support their access to leadership and decision-making positions.
Nancy Fayez, a lawyer and representative of the Women's Complaints Office, spoke about the basic concepts of violence, mechanisms to protect women and communication with the complaints office.
Samah Helmy, a project consultant and development expert, presented the basic concepts of gender equality in the workplace, the impact of social roles on the culture and employment opportunities of both sexes, and the mechanisms of improving the working environment in the tourism sector to be attractive to women without discrimination or exclusion.
Michael Ayoub, a development expert from Wellspring Community Service, presented topics related to corporate culture, inclusive leadership styles and types, and dealing with intellectual styles.
The workshop was attended by Shaima Naeem, Director General of the General Directorate of Strategy in the Council, Nancy Fayez, lawyer at the Women 's Complaints Office in the Council, Samah Helmy, project consultant and development expert, and Michael Ayoub, development expert from Wellspring Community Service Company. Knock.