case study - shippingco - the worklife...
TRANSCRIPT
2 Overview
5 Problem Statement
8 Approach and Methodology
13 Matrix of Possible Interventions
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ShippingCo - Case Study
Overview
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Shipbuilding company,ShippingCo, operates in ahighly competitiveinternational environment,employing 200 employees. Itis the biggest yacht builderin its sector and recognisedas one of the leadingspecialists yacht manufactuer and operatorworldwide.
The company builds highquality, luxury yachts in itsshipyard Istambul, Turkey,one of the centres of theglobal shipbuilding industry.
Jobs accessible for women
ShippingCo, its partners andsubcontractors cover abroad range of types ofjobs, of which quite a fewcould be accessible towomen with someintervention in the job designand work organisation(yacht captain, deckhand,control tower, dockmaster,electrician, maintenance,administration, productionmanager, client specialist,communication…) currentlyheld by men.
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The shipbuilding sectorplays a very significant rolein both the Eurasian andEuropean economies andhas high growth potential.The luxury yacht industryis highly competitive andthere is little or nogovernmental intervention inthe sector.
The economic turmoil hasreorganized the sectorwhich led to companiesproviding greater focus forniche markets in the luxuryyacht realm i.e. sport fishing,cruising yachts.
The relationship betweenTurkish shipbuildingcompanies and otherindustry sectors (steel,marine equipment, shiprecycling etc.) in the supplychain is strong. We alsoobserve an expandingtendency in cross-sectoralcooperation betweenshipbuilding companies andother internationalmanufacturers.
This is partly due to the factthat local equipmentmanufacturers are not ableto supply yacht buildingcompanies with hightechnology components dueto the lack of higher endskills.
Thus, the current mainchallengesfor ShippingCo areinnovation, globalisation andattracting and retainingtalent.
Some on-going initiatives ofShippingCo on which webuild the business case:
- Groundbreakingenvironment policy: aimingto becoming the mostsustainable yacht buldingcompany in Eurasia.
- Building Healthy and SafePlaces initiative: 0 damageto employees andequipment.
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ProblemStatement
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In Turkey, many studiesrelated to the employmentof women have beenconducted, from which weobserve the following: theparticipation of womenemployees in theshipbuilding sector is verylow, based on knowledgeabout the sectoral andoccupational gendersegregation in Turkey.
Traditionally shipbuildinghas been a male dominatedsector. Like many othercompanies ShippingCo alsolooks for possible avenuesthrough which it can engageand attract the nextgeneration of qualifiedscience, technology,engineering andmathematics (STEM)workers, especially women.
Therefore, keeping, securingand transmitting know-howis of utmost importance forShippingCo. In addition thecompany pays specialattention to internal skillsand knowledge transfer andto future skill requirements.For ShippingCo to respondto its constantly risingmarket demand, investing inthe skills and leadershipeducation of its employeesat the lower end ofexperience and to invest intoits talent pipeline, is vital.
Core challengesof ShippingCo in attractingand retaining female talent:
- New skills challenges dueto the changing nature of theindustry. Emerging marketstructures requireShippingCo to invest in newmanagerial skills andattitudes to advanceinnovation and adaptability.
- The industry has notsufficiently communicated apositive and attractive imageas an equal opportunityemployer and employer ofchoice for women. This hasled to challenges in careerplanning and promotionprocess: attraction of theright talent and promotion ofcareers in the shipbuildingsector is circumstantial.
- Lack of work-life policies,childcare accessibility andaffordability: there is asignificant unmet need anddemand for child careservices in Turkey.
- Women in Turkey facebarriers for entering thelabour market (gender andsocietal norms), andparticularly difficultchallenges when enteringSTEM education and careersdue to gender stereotypes.
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- The shipbuilding and navaltransport sector is highlyglobalised, therefore therace for talent is also global.
- Internalization of themaritime labour market.(finding possible candidatesoutside of the “regular”talent pool and thusenhancing innovationpotential).
- Shipbuilding used to be aphysically demanding job,however with modernmachines, robots andhydraulics, a lot of the workis less strenuous. Accordingly, this perceptionneeds to be updated.
Perceived gaps in favour ofattracting and retainingwomen at all levels in thecompany and in the supplychain:
- Male dominated culture ofthe marine industry, formerlyheavy physical work.
- Lack of visible strategy andpolicy in favour ofdiversifying the workforce(e.g. anti-harassmentpolicies).
- Physical work environmentnot completely adapted.
- HR tools and cycle notgeared towards genderbalance, systems and formalstructures.
- ShippingCo marketingoriented towards the malecustomers and clients,supply chain companies.
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Approachand
MethodologyApproach and Methodology for Information
Gathering and Project Delivery
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A short introductoryseminar for leadership staffand/or key managersfocused on equalopportunities for men andwomen, that would providebasic training in the field ofequal opportunities, presentgender equality as a crucialbusiness strategic issue, sumup relevant Turkish andEuropean legislation,provide examples of goodbusiness practice (genderaware employers fromcomparable businessfields/cultures that fulfill theprinciples of equalopportunities), andemphasize all possiblebenefits of gender equalityat the workplace.
Building the business casefor convincing seniorleadership of the importanceof the assessment andinterventions. Focus on thefollowing metrics:
- Internal: reducedaccidents, prolongedlongevity of equipment,reduced absenteeism,increased innovation,reduced turnover ofemployees, increasedperformance, productivityand profit and reducedcosts.
- External: improvedcorporate image, becomethe 1st company from thesector to subscribe to theWomen’s EmpowermentPrinciples, employer ofchoice, equal opportunityemployer, increased nr. ofapplications, CSR report etc.
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Project Delivery: Exampleof possible intervention
Change initiative: Use theopportunity for the shipyardexpansion (2018) for a morediverse gender compositionof teams. 50 new jobs will becreated, and the assignmentwill aim for 25% minimumwomen recruits at all levels(white collar and blue collarjobs). The assignment willfocus on helping ShippingComeet this objective. Thedecision is partly motivatedby international supply chainpressure, by lack of skilledlocal labour from the usualtalent-pool due tointernational competition, adesire to improve health andsafety for employees andprolong the lifespan ofmachinery (ShippingCo’s 0damage HSE policy),improve innovation capacityand image, and to improvethe bottom-line.
Collect baseline data andidentify Key PerformanceIndicators (KPIs). Here are acouple of examples ofindicators to be identifiedand monitored to measurethe success of the initiativeand confirm the businesscase:
Nr of women/menemployed across alllevels, ratio of womenapplicantsand candidates, averagetime to fill vacancies, nr ofaccidents by sex, nr of daysoff due to sickness bysex, cost associated with jobadvertisement andrecruitment peryear, revenue, expenditureequipment, maintenanceand machinery, nr ofunsolicited businesscontacts, level of employeesatisfaction andengagement, individualperformanceindicators, employeeappraisal formats, teamperformance indicators andorganisational performanceindicators etc.
The methodology to collectthe data consists of desk-review (internal documents,job advertisements, PRmaterials etc.), a survey andinterviews/focus groupdiscussions with differentlevels of managers andemployees, males andfemales. The aim: to get abroader picture of currentpractices and personalgender awareness, as wellas learn about currentneeds of employees.
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ShippingCo appoints aLeadership teamresponsible for the changeinitiative, who will receivethe reports of theconsultants, take strategicdecisions on investments,costs, risks, services andcommunication. Togetherwe will decide on whichmetrics and KPIs to use tomeasure the benefits andthe costs. Agree in advanceon the time-frame for theinitiative and set themaximum available budgetto achieve the agreed,desired outcomes.
Strategic workshop: Basedon the data analyses,present initial findings to theappointed stakeholdersof ShippingCo (can bebroader than the leadershipteam e.g. trade unionrepresentative, health andsafety representative),establish strategic goals andsuccess indicators for thechange initiative. This can bedone with the help of ascorecard and will result in aGender Strategy andaccordingly a Gender ActionPlan containing action items,targets, initiatives, riskmitigation, personalresponsibilities and timeframe.
Gender and HR cycle audit:Examine the roles requiredfor the new organisation,scan existing and the newlycreated jobs and roles,which could be performedby women. Identifyorganisational culture,pinpoint hidden gender bias,counterproductive practices,public image as an employerand as a service providerand manufacturer, marketingand communication (internal,external). Identify barriers ofwomen’s access to jobs andleadership positions atShippingCo. Presentation offindings to the appointedleadership teamof ShippingCo.
Optimising HR: Based on thefindings and the identifiedbarriers along all the stagesof HR management (fromjob-design, requiredcompetences, advertising,selection, on-boarding…) wewill advise on thepossibilities to optimize theexisting HR core processesto achieve the objectives.Rethinking the working times(scheduling) to fit theavailable, local childcare andelder-care provision. Re-design contracts to allow forflexible work (duration,place, working time).
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Leadership skills training:Gender awareness trainingfor middle-managers (line-managers) as shipbuilding istraditionally dominated bymale employees andworkers, as well as malesupervisors and managers,they often lack thenecessary skills to managemixed teams of men andwomen. Break down genderstereotypes and bias, toimprove relationshipsbetween supervisors andwomen workers, empowerwomen workers throughtraining to becomesupervisors, and changeharmful attitudes ofhegemonic masculinity. Putin place a mentoring schemeand on the job trainings formixed teams, and encourageleaders to providenetworking opportunities forthe women in the company.
Investments, Services andSupports: In order to anchorthe achievements of theassignment, we wouldpropose the followinginvestments to accompanythe core change initiative,based on the InterventionMatrix (see Annex 1.) for theShippingCo Leadership teamto choose from.
The consultants could alsoaccompany ShippingCo inthe planning andimplementation of thechosen interventions inaddition to the originalassignment.
This new shipyardis 60 minutes from Istanbul,and the company could putin place transportationservices (bus, carpool) forthe women employees.ShippingCo could providealternative or emergencychildcare services (nannies,vouchers, playroom) orbuilding an internal child-care center. Employees witheldercare responsibilitiescould also benefit fromteleworking or alternative,flexible schedules, andcould benefit from vouchersor allowances. Explorepublic-private partnershipwith the local municipality orcivil society actors inproviding care services..
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M A T R I X O F P O S S I B L E I N T E R V E N T I O N S
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Establish or update the competency frameworkto identify required skills and competencies andskills gaps, linked to the performancemanagement framework and due diligence inequal opportunitiesNetworking and mentoring opportunities andschemes (support to address issues of women’sself-confidence and social expectations)Formation of employee resource groups i.e.shipbuilder women engineersCareer exploration programs and plans
S K I L L S
M I N I M U M
E M P L O Y M E N T
L E A D E R S H I P
Selection and recruitment processes: providingpriority for women in new recruitment Upgrade and re-design HR cycle fromadvertising, identifying talent pool, languageand platforms of job-ads, selection criteria andprocess (targets), employment contracts, on-boarding and exit interviews Clearly defined job descriptions and functionsbased on desired competencies Gender audit selection process (anonymous,competencies, tests, interview panel…)
Change in managerial attitudes andpractices (unwritten rules of ShippingCo)Participation and capacity building in anti-discrimination mechanisms Fixing targets for the corporate governancecompliance (nr. of women in seniorleadership and board)
M I N I M U M
M I N I M U M
M A T R I X O F P O S S I B L E I N T E R V E N T I O N S
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Providing skills development and trainingopportunities for women employeesTraining seminars for middle managers to handlegender biasParticipation in the International Girls Day (opendoors) campaignPortraits of Role Model Women working in theshipbuilding industry
S K I L L S
M E D I U M
E M P L O Y M E N T
L E A D E R S H I P
Update -job-designUp-date work-organisation (time, duration, placeand form)Setting up of Schedule Based Working (definedweekly schedule, which incorporates quality,workplace standards and continuousimprovements)
Planning of outreach marketing campaigns instrong focus on authentic marketing, brandrecommendation Sponsorship programmeCommunication trainings to drive internalexchange
M E D I U M
M E D I U M
M A T R I X O F P O S S I B L E I N T E R V E N T I O N S
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ShippingCo’s partnership with the IstanbulTechnical University Marine and MechanicalEngineering Faculty (curriculum development,apprenticeship schemes, women graduatesquota, organisations of shipyard visits)
S K I L L S
M A X I M U M
E M P L O Y M E N T
L E A D E R S H I P
Adaptation of the physical work environmentPurchase of new equipment suitable for womenFormalised workplace policies and strategiesChildcare facilities or servicesElder-care facilities or servicesFamily-friendly working arrangementsFamily friendly measures (emergency childcare,nannies, ...)
Application of agile/smart principles throughtraining and restructuringCorporate Social Responsibility Plan andreportingGender Strategy and according Gender ActionPlan linked to the gender audit´s outcomes(action items, targets, initiatives, personalresponsibilities and time frame)
M A X I M U M
M A X I M U M
M A T R I X O F P O S S I B L E I N T E R V E N T I O N S
Networking opportunities with women-ownedbusinesses and subcontractorsSkills identification and exchange programmeswith suppliers
S K I L L S
S U P P L YC H A I N
E M P L O Y M E N T
L E A D E R S H I P
Consider the level of commitment to women’semployment when contracting withengineering/design companies or service teams
Fix targets for subcontracting either women ledbusiness or companies employing andsupporting women (mechanics, office supplies,food, services and other goods)
S U P P L YC H A I N
S U P P L YC H A I N
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