How to allow more women to participate in the development of mining?

For mining companies, it is wise to attract and use extensive and diversified labor. Mining companies should be encouraged to recruit more women, and companies should invest more for their success.

The lack of diversity above the company's culture and ordinary employees seems to be a factor that squeeze women out of the mining industry. As a senior woman pointed out, "if you want to be a minority" on the dining table, you need to pay a lot of effort. "Women investigated by S & P general generally mentioned" not a member of the male club ", which reduces their enthusiasm And the sense of belonging.

Status statistics show that women's proportion of global mining practitioners is compared with other industries. Compared with other industries, there are 13 female chief executives among the S & P 500, but none companies come from mining.

Data show that gender diversity is actually important for mining. In a set of samples, a large gender team is more labor -efficient (the completion rate of production plans has increased by 11 %) and can achieve safe production (the recordable total damage frequency is reduced by 67 %). Diversified promotion of creativity and strategic execution, and if mining companies want to successfully cope with increasing challenges facing the industry today, they need to have a variety of gender gender.

For mining companies, it is wise to attract and use extensive and diversified labor. Mining companies should be encouraged to recruit more women, and companies should invest more for their success.

Women are promoting in mines

In most cases, women are attracted by the type of work, career development and promotion provided by the mining industry, and a competitive salary. These three factors are consistent in various regions, and the development of regions (Latin America and South Sahara Africa) listed salary as the highest factor to attract into the industry. Surprisingly, the mining industry is one of the industries with the highest gender salary gap in all industries, and it is estimated that there is a 25 % gap in the UK alone.

What disappoints women is that mining companies have failed to bring them sufficient opportunities to improve them. This can be seen from women in advanced management positions. More than 44 % of female interviewees believe that they have not got an equal opportunity for promotion; 20 % of female interviewees said they did not get appropriate development opportunities. Standardous interviews also show that women believe that they can be promoted only by reaching higher standards, especially in terms of technology, operation and administrative positions.

The interviewed women said that leaving or wanting to leave the industry because they initially attracted them. The first reason for leaving the industry is that the work is no longer intelligent challenging, and it is believed that there are fewer opportunities for promotion than male colleagues. Interviews with the leading women in the mining industry emphasized that women have experienced exclusion, especially in technical positions. They have a feeling that companies will take the initiative to create business experience and front -line opportunities for men, while women have to gain front -line experience in "elsewhere" in order to qualify for senior technical and leading positions.

Some women believe that their academic skills have not been fully utilized and value is underestimated, which denies their investment in higher education. Another view is that when it involves obtaining senior technical and leadership positions, the evaluation of operating experience is higher than that of senior qualifications, but it is difficult for women to obtain the same position as men in the same organization.

The lack of diversity above the company's culture and ordinary employees seems to be a factor that squeeze women out of the mining industry. As a senior woman pointed out, "if you want to be a minority" on the dining table, you need to pay a lot of effort. "Women investigated by S & P general generally mentioned" not a member of the male club ", which reduces their enthusiasm And the sense of belonging. A variety of factors affect the culture of the industry, including the role model, prejudice (including gender prejudice and unconscious prejudice), corporate policies and contractors. The possibility of interviewees who believe that their company culture does not support diversity is twice as much as those who think their companies are balanced. What is worrying is that the recent data of the Wall Street Journal shows that only two of the 7 major mining companies around the world have made substantial progress in female representatives.

At in which stage of mining companies to lose women the highest risk? Standard & Poor's survey shows that women are most likely not sure if they leave or plan to leave the industry before entering the middle management position, and resignation is more common in the positions of technology and senior managers and consultants.

How to reduce the gender gap between the mining industry

To improve the representativeness of women in the mining industry, there is no quick -efficiency solution to solve three problems: attracting, reserving and promotion.

absorb. In attracting women to enter the industry, mining companies lag behind other industries. The following actions can help improve diversity at the beginning of talent funnel.

How to attract women to enter?

01

Set an equal target (50 % for women) in the recruitment results. Define the characters that use wider professional knowledge, such as technology and business, which can attract a talent pool for cross -training. This will enrich the content of the company and beyond women's channels.

02

In the early stages of university, potential mining practitioners were cultivated, even in high school. This can adopt activities, educational field inspections, and even gifts.

03

Ensure that women get appropriate "carrying" by the current employees (such as actively helping to prepare for interviews, arrange introductions with other peers, etc.) to ensure that the interview group is diversified and promotes their challenging hidden prejudice.

Keep talent. There are three factors that prompt women to leave the mining industry: work is no longer interesting, the culture is not tolerant, and believes that there is no opportunity to promote promotion. How to retain talents?

01

To help solve the problem of declining intellectual stimuli, mining companies can create rotation plans for cross -business departments, functional departments or regions. This model has been proven well among many large companies in the field of resources, which has led to the retention of talents and in -depth understanding of business.

02

Although cultural changes may be daunting, Standards Studies have shown that those companies focusing on changing employees' mentality and behavior have better opportunities to succeed. In this influence model, the leaders clarify and lead by example, and propose the vision of establishing a more diversified company, transforming this vision into a goal and key performance indicators for regular assessment of progress, and providing employees with successful achievement of these goals to achieve these goals successfully to achieve these goals. The required tools are required to be responsible for achieving the original vision.

In terms of institutions, there are basic rules that make women feel safe, such as women's dedicated toilets, locker rooms, breastfeeding rooms and sleeping facilities. It is also necessary to adopt a zero -tolerance policy on discriminatory or tolerance, and there should be appropriate channels for women to ask questions safely.

Promotion. It is believed that the lack of promotion opportunities will cause middle -aged women to leave mining. Carrying and help can help support women to achieve promotion. Mining companies are facing challenges to help women. These projects can formally formulate senior leaders with lower -level colleagues.

However, the experience of Standard Purcell shows that creating an environment and making these relationships naturally spark, which will make the project more effective. One method is to arrange multiple senior leaders and junior employees to drink coffee or lunch, and urge the two groups to determine who they want to start sponsorship. If a well -performed woman lacks organic sponsorship in her group, it can be more formal. In these cases, she may have a meaningful match with a leader who has proven sponsorship to women, and even women from another group.

Once a supporting relationship is established, the mining company can clearly share examples of helping people successfully support high potential female employees, as well as the impact on the company and related individuals. Leaders responsible for diversified goals also need to centrally manage the plan, use data analysis to measure the effectiveness of the helper, and track the progress records of the helper. Leaders can evaluate the emotions around the plan through investigation and focus group. It is important that evidence that helps young women will be carried as part of the leader's evaluation process.

Mining companies face the challenges of a generation: to improve competitiveness in a world of rapid technology development and differentiation, and at the same time, we must meet and surpass security and sustainability requirements. In order to achieve these goals, the industry will need the richest and most powerful talent foundation. Creating a practical diversity roadmap should be a practical and structural cooperation between talent and human resources and functional departments, operating function departments and company executives. It can not be the post -after -after -after thought after the completion of the annual strategic plan. The diversity of talents is both a moral requirement and a business opportunity -it is also a competitive advantage. If the mining company attracts women and cultivates their development throughout the professional pipelines to use the power of complete talent foundation, it will grasp their advantages in productivity, innovation and social responsibility leadership.

Source: Standard & Poore (World Authoritative Financial Analysis Agency)

---

Translation: Lin Yongfei

- END -