Women in the Resources Industry – The Challenges of Attraction and Retention

1. Women in the Resources Industry – The Challenges of Attraction and Retention Miriam Lyons-Stanborough Women in Mining Network, Australasian Institute of Mining & Metallurgy Alcoa Business System Manager, Pinjarra Refinery, Alcoa of Australia AMMA National Conference Perth, March 22, 2007

2. Statistics Women comprise: • ~45% of national workforce • ~18% of mining industry workforce • ~18% of technical & professional mining workforce • ~3% of site-based mining workforce • National workforce gender pay gap 19% • Mining industry gender pay gap 28%

3. Benefits of workforce gender diversity • Increasingly part of social licence to operate • Exposure to larger talent pool • Reduced employee turnover • Critical mass of females attracts more females • Improved workplace behaviours • Improved decision-making • Continuous improvement via challenging of norms & status quo • Improved safety & equipment condition.

4. Why women enter the Mining sector • Strong maths/science performers at school drawn to engineering & earth sciences courses at university • Most mining qualifications internationally recognised • Attraction to remote/bush lifestyle • Family history of mining employment – familiarity with industry • Technical challenges • Impressed by scale of industry in Australia • Preference for non-office-based work environment • Geographical reasons – reside in regional areas where mining is dominant employer • High comparative wages.

5. Why women avoid the mining sector • Remote environments exacerbate social isolation for minorities • Discouraged by male-dominated industry • Unattractive work environment • Incompatibilities with raising a family • Few female role models • Lack of knowledge of industry and diversity of roles available.

6. Why women stay in the mining sector • High comparative incomes • Partner works for same or related employer • Some shift rosters are compatible with family responsibilities (particularly if partner is on opposing shift or good childcare support available) • Genuine enjoyment of work content & conditions • Inclusive work culture with advancement opportunities.

7. Why women leave the mining sector – early in careers • Unprepared for work environment • Uncomfortable with masculine workplace • Onerous work responsibilities • Desire for city-based job with better social life • Long working hours • Injuries • Barriers to promotion • No critical mass of women for support networks & inclusive work environment • Harassment & discrimination.

8. Why women leave the mining sector – mid-career Raising a family: • FIFO not compatible with child-rearing • 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 paid maternity/paternity leave • no breastmilk expressing facilities provided • no flexible work hours to allow attendance at school events etc • no 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.

9. Attraction Initiatives • Make female role models highly visible – in recruitment ads, website, school visits etc • School-based entry-level programs • Increase availability of university vacation work places • Offer variety of commute options – FIFO, residential, telecommuting • Relocation policies cover family as well as employee, including employment options • Employ locally – target women in local community (many of whom may be spouses of existing employees) • Be innovative with shift options – permanent part-time shifts • Promote flexible work practices – EOWA Employer of Choice for Women Awards.

10. Retention Initiatives • Passionate promotion of gender diversity by senior leaders • Part-time work provisions • Work-from-home provisions • Job-share provisions • Publicise successful flexible arrangements internally • Establish formal support networks for women • Paid & unpaid maternity leave – best practice 13 weeks full pay • Paid paternity leave • Childcare – variety of high-quality childcare options available close to site or employees’ homes for all hours of work • 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.

11. Useful References • AusIMM Women in Mining Network Links to many articles including Catherine Pattenden’s landmark 1998 ‘Women in Mining’ report http://www.ausimm.com/women/women.asp • Equal Opportunity for Women in the Workplace Agency Policy & research, plus citations for companies awarded ‘Employer of Choice for Women’ status http://www.eowa.gov.au/ • Gender pay equity http://www.abs.gov.au/AUSSTATS/abs@.nsf/DetailsPage/6302.0Aug%202006?OpenDocument http://www.docep.wa.gov.au/lr/WorkLife/Pay%20Equity/Pay_equity.html • Alcoa of Australia Information on the Future Women of Industry and other employment programs http://www.alcoa.com/australia/en/info_page/scholarships__education.asp • Minerals Council of Australia http://www.minerals.org.au/ • Queensland Resources Council http://www.qrc.org.au/