Home Property Australia Closing the gender pay gap in construction

Closing the gender pay gap in construction

  • October 08, 2019

Closing the gender pay gap not only levels the playing field, it can also help companies address the looming skills crisis, says Turner & Townsend director Haidee Gonsalves. Photo by JFL.

“It’s no secret that construction faces the twin challenges of an aging workforce and an insufficient pipeline of younger workers. Our inability to attract more women is compounding skills shortages,” Gonsalves says.091019 - Sponsored Post - Haidee Gonsalves

“There just aren’t enough female faces and our workplaces are not reflective of the communities we serve.”

Gonsalves says closing the gender pay gap is a “good starting point” for any business wanting to appeal to women.

Turner & Townsend has taken proactive steps to eliminate its gender pay gap, or the percentage difference between the average hourly earnings of men and women across an entire business, irrespective of role or seniority. This differs from equal pay, which means that men and women performing equal work are paid the same.

Turner & Townsend’s 2018 gender pay gap report reveals a 0.8 per cent reduction in the pay gap in just a year, and an 11.3 per cent reduction in the bonus gap. The mean pay gap still stands at 25.2 per cent, and the bonus pay gap at 28.9 per cent, so there is still work ahead.

“Like other companies in our industry, our gender pay gap is influenced by the low number of females in our business, particularly at senior levels where higher pay and bonus payments apply,” Gonsalves explains.

The proportion of women in the top pay quartile has increased by 1.5 per cent in the last year, which is a positive sign of things to come.

“Another important step is to make it as easy as possible for women who have had significant periods of time off, such as those who have taken maternity leave, to integrate back into the business.”

Turner & Townsend recently launched a career returners program in the UK, which provides a structured return to work for both women and men who have taken a voluntary career break of at least a year.

The program provides a six-month paid position with flexible working options, depending on the role, alongside coaching support and a professional development plan. Turner & Townsend aims to offer permanent positions once participants have concluded the program.

“People who have had time away, for whatever reason, can bring skills and experience that will strengthen, enhance and diversify our teams,” Gonsalves adds.

Turner & Townsend has set a 40:60 target of males to females across the company, globally, by 2025. To support this target, a new leadership development program and special career development initiatives for women have been rolled out, as well as flexible working practices.

“Diversity breeds respect – and this, in turn, improves the perception and attractiveness of the construction industry to young people, especially women,” Gonsalves concludes.