Women In Mining

WOMEN IN MINING

“Business remains a world created by males for males”

Jeremy Isaacs ex-CEO of Lehman Brothers

TOPICS

Why the presentation?

Is there a problem?

What is the problem?

How are women different and what does this mean?

What can be done to change things?

Conclusions

WHY THE

PRESENTATION?

Today’s mining industry = Diverse and talent focused

• Mining is a diverse industry

• Makes sense to increase employee diversity

• Can take advantage of more talent through employment of women

Traditional mining industry = Almost exclusively male

• Tough/dirty

• Impossible scheduling for women with children

The world is changing.

• The traditional industry is an unfashionable corporate blueprint and needs to be

urgently updated

WHY THE PRESENTATION?

Not a whinge about male chauvinism

Not a call for affirmative action

My Vision:

To help create a desirable, non threatening revolution, where both men

and women want to be involved

To give companies tools and insight into female employment factors

and potential issues to considered


More female employees = It is good business

1. Talent

2. Diversity: varied perspectives and approaches to work

3. Lifts morale (helps to remove organisational emotional toxicity)

4. Underappreciated purchasing power of women (tangentially linked to the mining industry)

5. “Female qualities” are more suited to the modern company

Employment of women is the 21st century

economic revolution


Valuable contributions from women outweigh the perceived and

often unfounded “downside” or “risk” of female employment,

especially in the long run

Women’s roles have changed to joint

or sole bread winners

• Most women prefer to be financial independent

than rely on a spouse.

How women contribute differently to a workplace

• Women can be highly effective agents of change,

• Women make the work environment safer,

• Women’s differentiated leadership style is better

suited to the modern organisation,

• Women are also shown to be “better lateral

thinkers than men” and “more idealistic”.


Diversity

• Women contribute to diversity,

• Companies which are more diverse have been shown to outperform those who are not.

IS THERE A

PROBLEM?

Statistics of women in the global mining industry (2014)

• 9% of fulltime workers in the mining industry

are women

• 30% of women in mining are machinery

operators or drivers

• 24% of women work as “professionals”

• 20% of women hold administrative positions

• <1% of women hold board or executive

management positions.(source: miningweekly.com)

• 24% of total restrictions on women in the

global work place are on manual work in

mines, quarries, underground or in water.

• Some companies have improved

significantly:

• 22% of Anglo American’s global work

force is female.

IS THERE A PROBLEM?

WHAT IS THE

PROBLEM?

“It is a women’s problem”

“ Women are difficult employees”• Emotional

• Not physically apt

• Lack of dedication due to family obligations

• Won’t fit into the male environment

• Women are bad luck

“ Women need to change”• Women need to fit to the organisation

• When women leave it is put down to personal

choices rather than an endemic systematic

problem in the organisation

Modern work culture:

It is a business problem, not a women’s problem

WHAT IS THE PROBLEM?

Culture

Imperfect recruiting • Bias advertising/CV reviews

• An example is men ask what the company

can do for them. Women explain what they

can do for the company

Culture

The work environment has been designed, developed and managed by men for many years.

The starting base is not designed for diversity

Inadequate promotion systems:• Bias assessment of candidates

• “Up or out” e.g. common in law firms

Ingrained and unrecognised prejudices

• Women tend to get evaluated on their

performance

• Men tend to get evaluated on their potential

Historical bias• Improved capacity of women in mining has not had enough time to work through the system


History associates good workers and leaders with male traits:

• Aggressive, ambitious, direct, critical, dominant, risk taking, self-confident,

forceful, self reliant, independent, and individualistic

Studies have shown that these stereotypes lead to double

trouble for women:

1. If they use male traits and non-verbal dominance

– “control freaks”

2. If they use female traits – “not assertive enough”

Stereotypes: leadership behaviour

Women tend to lead in ways that are more socially acceptable:

• Helpful, sympathetic, interpersonally sensitive, consensus seeking, collaborative,

less power obsessed, affectionate, gentle and soft-spoken, modest about success

Transactional leadership

Transformational leadership

Female leaders can be resented


(Although men tend to be more accepting of female leaders)

1. Different behaviour from male managers, colleagues

and direct reports.

• It is likely that the woman will pick up on this

and automatically react.

• Depending on her culture she may:

• act with less certainty of herself and less

confidence, often assuming a more

submissive role and trying to be

friendlier.

• Become resentful, annoyed and overly

dominant(this could also be ingrained and exacerbated due to

gender stereotyping from childhood.)

Stereotypes: result

Prejudice

2. Fewer/different employment opportunities for women

Less productive workforce


Since the 70s and 80s signs of progress have declined

• Many think progress has reached its limit

No glass ceiling anymore:

However it is more of a

Labyrinth

• Glass ceiling implies that men and

women have equal access to entry at

all levels

• This metaphor fails to incorporate the

complex and variable challenges

encountered on a career path

Bias against women and career still prominent

Complexity: ”There is no problem!”


This is not backed up by evidence: the problem is real

Complexity: failing to appreciate complexity of employing women

Women = Men Celebrate the differences

between the sexes

• Ignores diversity and

important differences

between employees.

• Prevents people from

identifying strongly with

work.

• Understand the diversity present

• Commitment to the long term

processes of change and relearning

• Expectation of high performance

from everyone

• Work culture must:

• Stipulate development

• Encourage openness

• Make workers feel valued

• Have a widely understood

mission

• Have a relatively egalitarian,

non-bureaucratic structure

• Can lead to a continuation of

subtle sexism

• Emphasises the differences

without fully understanding

them

• Employees can feel

exploited.

• In crises departments

manage diversity in this

manner are the first to

downsize


Ideal

Why women avoid mining

• Remote environments,

• Social isolation,

• Discouraged by male-dominated industry,

• Physically challenging work environment,

• Erratic or long work hours,

• Incompatibilities with raising a family,

• Few female role models,

• Fewer connections through networking,

• Lack of knowledge of industry and

diversity of roles available.


Why women leave mining: early career

• Unprepared for work environment,

• Uncomfortable with masculine workplace,

• Excluded from male “banter” and team bonding,

• Less mentoring,

• No critical mass of women for support networks &

inclusive work environment,

• Desire for city-based job with better social life,

• Long working hours,

• Onerous work responsibilities,

• Risky work environment,

• Injuries,

• A difficult environment for female traits to flourish,

• Barriers to promotion,

• Behaviour of managers and colleagues requires

adaptation and tolerance in some areas,

• Harassment & discrimination.


Why women leave mining: late careerRaising a family:

• part-time or job-share work options not

available or suitable,

• shift rosters not compatible with child-care

responsibilities,

• no childcare available during required work

hours,

• Inadequate medical facilities in remote

locations,

• no employer support for work/family balance,

• no breast milk expressing facilities provided

or pumping time considered into work day,

• no flexible work hours to allow attendance at

school events etc.,

• Much reduced contact with employees whilst

on maternity leave,

• no family support available in remote

locations,

• unable to start family due to own or partner’s

shift roster.


HOW ARE WOMEN DIFFERENTAND WHAT DOES THIS MEAN?

Why should we take into consideration women’s differences?

• Better working environment for women

• Allowing women to be women will reduce the risk of losing the valued differences

between the sexes

• Happier employees

• More productive, efficient and improved costing

= better working environment for all

As mentioned previously:

• Men tend to be aggressive, ambitious, dominant, risk taking, self-confident, forceful,

self reliant and individualistic

• Women tend to be more consensus seeking, collaborative, emotionally intelligent,

balanced, less power obsessed, affectionate, helpful, nurturing, sympathetic,

interpersonally sensitive, socially conscious, gentle and soft-spoken

Women and men are different

HOW ARE WOMEN DIFFERENT

AND WHAT DOES THIS MEAN?

1. Most women do not thrust themselves forward, as do men

• Few women are hungry for power

‐ Some do not like the current examples of powerful women: not always a

flattering image

‐ Current female managers are under huge scrutiny

What does this mean?

• Many do not feel comfortable with trampling opposition

‐ Many women do not like to be seen a pushy or bossy

• Women are less visible for promotion = less likely to be promoted

• Maybe women are highly responsible leaders

• They do not seek power and therefore are possibly:

• less libel to be corrupted by it

• better able to exercise leadership without thinking of how to improve their

standing



2. Many women are not comfortable with company power structures

• Women more often try to establish relationships as equals


• Women can shy from situations where they feel they will not be comfortable

‐ Don’t engage in as much conversation

• They also tend to strongly dislike power grabbing and self promotion

• Women can be left less informed



3. Most women dislike intra-company politics

• Women prefer to spend the majority of time doing their jobs


• Women can inadvertently put themselves in a position where they are less involved in

the day to day running of the company/projects/daily activities

• Women do not feel comfortable promoting themselves to bosses or co-workers

‐ Women do not follow the 80/20 rule

• Managers do not always recognise all the work a woman is doing as she is less likely

to talk about it or show off about good work she has completed



4. Women have different communication styles

• Women often prefer to share vulnerabilities, exchange advice and thinking together

• Men see these traits as weaknesses


• Women do not feel comfortable or engage in as many work related conversations as

they should

• Males engage in much informal work related chat

‐ Men are sometimes not comfortable chatting to women informally

‐ Conversations take place at a time of day when women are not around (family

time)

‐ Conversations can include comments of a sexual nature

• Women often miss out on informal work chat

‐ Women may not hear all the information that is needed to stay informed or

complete their job correctly



5. Most women undervalue themselves

• Women can lack self-confidence

• They are not convinced they deserve the opportunities open to them

• Women tend not to negotiate salary, unlike men

• Women believe if they do a good job and work hard this will be recognised and

rewarded

• Women expect all information regarding their work to be communicated to them

• Don’t push to be informed

• Women during interviews try to prove why they will be good for a company

• In the same situation men are more likely to ask what the company can do for them


• Women don’t promote themselves enough for jobs they are capable

• Women end up with smaller salaries

• Women’s work can go unrecognised and unrewarded



6. Women are motivated differently to men

• Women like to make a difference at work


• Managers are not motivating their female workforce efficiently.

• Salary is less important than it is for males

• Less productive and less satisfied with their jobs.



7. Women feel uncomfortable in an overly male work environment

• Significant objectification of women (and other minorities) in certain mining areas or

situations.

(varies greatly on national and local culture and is generally decreasing)


• Women feel uncomfortable in certain environments or situations

• Women may be less likely to speak up or if they do be accused of being overly

sensitive



8. Women have non-linear career paths

Stage 1. Ambitious 20s

Stage 2. Difficult 30s and early 40s

Stage 3. Self-affirmation 50s, 60s and 70s

Career of a man Career of a woman

10 20 30 40 50 60 70 80 10 20 30 40 50 60 70 80

Stage 1. Stage 2. Stage 3.



• Women have lower salaries than their male counterparts

• Women get less recognition than men

• Less likely to be promoted

• Less likely to be managers

• Women are less likely to promote themselves in a male dominated power structure

• Women are not being motivated correctly and may have a lower job satisfaction

• Working less productively than their full potential

Result

Women continue to leave the industry:

Losing talent, experience and investment



• Women do not feel as comfortable as their male counterparts in their work environment

WHAT CAN BE DONE TO

CHANGE THINGS?

Responsibility

• Not the sole responsibility of mining companies to help transform the industry. Also:

• Governments

• International organisations

• Educational institutions

• Local and global community

• This section focuses on what can be done within a company

• Potential training aid for all levels within a company

WHAT CAN BE DONE TO

CHANGE THINGS?

What management can do: 1. Proactive gender STRATEGY

• Appreciate the subtlety and complexity of the problem

1. Make gender a management strategy issue and not a woman’s issue.

2. Do audits and surveys to understand the company/divisions realities and attitudes.

3. Focus on the biggest issues

4. Go back and check the changes are working

• Are people making the mental connection living and feeling the cultural

change?

• Is discussion open?

• Do people actively work against forms of dominance and subordination which

inhibit full contribution?

• Has trust remained intact throughout change?

WHAT CAN BE DONE TO

CHANGE THINGS?

What management can do: 1. Proactive gender STRATEGY (cont.)

• Ensure senior management has a passionate promotion of gender diversity: committed

with clear expectations

• No quotas

• Focus on capacity and ability

• Need a flexible system of accountability

• Checking opportunities for women/turnover/inter-company promotions

• Have clear action plans to initiate the change in systems and processes such as:

1. Recruiting more women with non-gender bias adverts/recruitment

agencies/hiring managers. Do not use social networks to fill positions.

Welcome women back after time out having a family.

2. Retaining more women: endorse a more women friendly environment.

Empower women. Set up learning resources, female peer networking

groups.

3. Promote more women: during all stages of her career (e.g. in child rearing

30s and 50s)

WHAT CAN BE DONE TO

CHANGE THINGS?

What management can do: 1. Proactive gender STRATEGY (cont.)

• Make female role models highly visible – in recruitment ads, website, school visits etc.

• Increase availability of university vacation work places

• Establish formal support networks for women

• Train all supervisory staff in EEO & flexible work policies, and measure their application

of these policies

• Ergonomic workplace modifications to suit smaller & weaker employees

• Provide good-fitting safety gear & clothing

• Mentoring programs – company & industry-based.

• Provide cleaning pumping facilities in all work areas

WHAT CAN BE DONE TO

CHANGE THINGS?

What management can do: 2. Proactive REMOVAL OF BIAS

• If it is not, make pay equal

• Do not reduce yearly performance bonus because new mother was not present –

use previous years assessment

• Remove positive discrimination towards men that is already in place

• Long work hours/use of male social networks/avoiding promoting women with

families.

• Remove age bands to spot, train and promote high potential employees

• Return job and work tasks completely to a woman once returned and settled following

maternity leave

• Be aware of corporate or strategic changes occurring during maternity leave and

who this might affect

• Keep those on maternity leave informed, connected and involved if possible (cc

relevant emails)

• Set up supportive mentoring relationships and connections with powerful networks.

• Take care to include women in all communications:

• Before/after office chat, no intimidating male only environments

• Measure performance with results not hours

WHAT CAN BE DONE TO

CHANGE THINGS?

What management can do: 3. Proactive gender MANAGEMENT

• Recognise that women are driven differently

• Make jobs more attractive to women

• Stop expecting women to promote themselves verbally

• Measure performance with results – not hours

• Allow employees with children more time to prove themselves

• Don’t assume what people want from their career – ask them

• Recognise people’s life priorities change

• Ensure a critical mass of women in executive positions and on individual teams

• Avoid having a sole female member on a team

WHAT CAN BE DONE TO

CHANGE THINGS?

What management can do: 3. Proactive gender MANAGEMENT (cont.)

• Establish family friendly human resources practices

• Promote flexible work practices and be innovative with shift options: change the long-

hours norm: allow women to have more control over their timetable

• Publicise flexible work arrangements internally

• Highlight success stories

• Encourage more inclusive meetings scheduling (consider school drop off or pick up)

• Job share provisions

• Work from home provisions: telecommuting, residential

• Dependent child care options: onsite/close to site child care -all work hours

• Respect and train all managers on local law concerning maternity leave and breast

feeding

• Check these are being respected

• Elder care provisions

• Employ locally – target women in local community (many of whom may be spouses of

existing employees)

• Relocation policies cover family as well as employee, including employment options

• Employ Paid & unpaid maternity leave – best practice 13 weeks full pay

• Paid paternity leave

WHAT CAN BE DONE TO

CHANGE THINGS?

What co-workers can do: Change in attitude and communications• Be aware of your own unintentional prejudices, privileges and work hard to counter

them:

• Do no react to confident and ambitious women as control freaks or strong

characters

• Do not react to interactive leadership and management as weak. Be aware of

language and make appropriate changes:

• Do not describe women as abrasive, having a strong tone, brusque etc.

• Do not refer to other women in the office using solely their appearance (blondie,

smiley, skinny – common in some cultures)

• Do not accept jokes against or objectifying women – stand up for you own and the

company values

• Do not discrimination towards those taking maternity (or paternity) leave or women

pumping (milk) in the office (may require planned meetings breaks)

• Adapt the vocabulary and speech styles:

‐ E.g. Try not to use “male” words excessively in conversation: e.g. power,

competition, politics, sports metaphors

• Keep women in the communication loop

• Proactively inform people who missed out on corridor meetings or early/late

meetings (missed due to scheduling)

• Where possible liberally use CC in emails within the work group

WHAT CAN BE DONE TO

CHANGE THINGS?

What women can do:

• Hide thought and feelings: improve emotional intelligence

• Speak with a clear and easy to listen to voice

• Be proactive in self-promoting – impression management

• Do not be afraid to negotiate salary

• Try not to take competition or comments personally (even though many comments are

personal!)

• Learn the reality of the organisation – so as not to be shocked when reach 30s

This should be a last resort - Change in style

• Be proactive in staying informed – try to ignore comments about sounding “pushy”

WHAT CAN BE DONE TO

CHANGE THINGS?

CONCLUSIONS

In mining we are a diverse industry• Therefore there is much opportunity and benefits for change

Yes, there is a problem• Being resolved very slowly

• Can be improved quicker through proactivity of companies

The change will be long term and maybe painful

In the long run it will increase the company competitiveness

CONCLUSIONS

WHO IS WITH ME?

Esme Tristram

[email protected]

2014

Recruiting & HR

Women In Mining