Gender diversity in the minerals industry
Presentation by Christine Charles of Newmont
for Women in Mining and Resources Victoria, March 2006
The business case for diversity
- Human resources management
- Knowledge creation
- Globalisation of business
- Sales and marketing
- Reduced safety and health risks
- Legal compliance and a reduced exposure to litigation
- Workplace culture
- Social licence to operate
Women in the Australian minerals industry
- Women comprise 18% of minerals industry workforce (both sites and corporate) compared to a national participation rate of 45%.
- Women represent 3% of all employees at mine sites and minerals processing operations
- Indigenous women represent 12% of all Indigenous employees
So what is the appropriate target?
- Academics suggest 15% is the level at which minority groups start to effect change on the dominant culture
- Critical acts may be more important than critical mass
- Relies on employers determining appropriate diversity targets and strategies to achieve the objectives outlined in their internal business case
Barriers to female participation
- The high full time employment rate in the industry (83%) may be a key barrier to women’s participation - 40% of female employment nationally is part-time
- Women who work in the industry are a much younger cohort than the cohort of men - may be the result of lack of part time work and flexible work arrangements for parenting
- It is difficult to both attract and retain women in the minerals industry - may be a product of workplace culture and hours of work
Industry strategies for diversity
- Establishment of MCA Women and Mining Dialogue
- Focus is on developing strategies to improve performance in effectively engaging and maximising opportunities for women – both in our workforce and in the communities in which we operate.
- Recognises the differing needs of women, including Indigenous women, women from cultures that have been historically disadvantaged, or older women.
Corporate strategies for diversity
- Develop policies and practices to eliminate discriminatory behaviours and create workplaces free from harassment
- Recognise the costs of losing highly skilled and experienced staff, and capitalise on the benefits of workplace diversity
- Provide visible leadership to achieve cultural change by making women’s professional issues part of mainstream procedures and processes
Gender equality must become an organisational function as regular as budgeting and annual reporting, and be included in performance review and reward processes.
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