On Tuesday, 8 March, we will join thousands of people and companies across the world to mark #InternationalWomensDay. Here at Steer, we will share messages throughout next week from one of our employees to bring awareness of this year's theme, #BreakTheBias.
We recognise that bias, whether deliberate or unconscious, makes it difficult for women to move ahead. However, knowing that bias exists isn't enough; action is needed to level the playing field. So, throughout next week, we will share the personal story of an employee who illustrates their experience of 'breaking the bias' here at Steer.
#wearesteer #womenintheworkplace #equality
In India, we have a long way to go to achieve gender equality, but I am confident we will achieve equality one day soon. I remember one incident which made me realise how difficult it is still for women to work in remote regions; While on a site visit to an office in the rural part of India, I asked for the washroom, and was told “there is no washroom for women because there are no women employees in this office! We just have a men’s washroom”.
In the end, I decided to use the washroom for men. In situations like this, women are expected to be embarrassed by the situation and take a step back. However, I didn't let that happen; I dealt with it confidently (and bravely!) and would continue to do that in future and lead the Steer team in being the best - be it in the office or on-site.
For women, discrimination at the workplace is the most discouraging thing in terms of their career goals. But companies like Steer are leading the way to “break the bias” and ensuring women in their workforce are set up for equal career growth. At Steer, I have always felt encouraged and know that my voice matters, which is the best feeling to have.
I think that companies need to provide the culture and conditions that give women equal opportunities to demonstrate their skills to thrive in the workplace and reap the rewards.
What I try to do in my daily work is contribute to Steer’s equality culture and awareness by understanding and discussing my colleagues’ expectations and providing equality of opportunity in our bidding efforts, in project delivery and in the collaboration across the Steer business. Through this action and ambition to support I hope I help to retain and nurture the talented women in Steer.
In my view, equality needs both an individual’s daily actions and a company framework that sets equality goals and monitors them. This is how to ensure job satisfaction for all and more vibrant work.
I am passionate about achieving gender equality in the workplace and identifying solutions to achieve gender equality in transport.
I joined Steer last year and was happy that one of the first projects I worked on focused on awareness of the need to deliver gender equality in shared mobility and identifying how this could be achieved. I have also become a member of Women in Steer, which aims to support women in achieving successful careers at Steer. I have enjoyed discussing relevant and topical issues with other group members.
From my own experience during my master's thesis, I interviewed bike share operators, and I highlighted that often bikes are designed based on male proportions. There is no one size fits all approach, but for some women, the bikes can be too big, limiting access to women using bike share schemes. Therefore, it is important to make sure that bike-share schemes are inclusive for all groups and provide adjustability.
The fact that women are usually the primary caregiver is often invisible in the work environment, which can negatively impact women's careers. I helped a colleague with this issue when a client requested regular meetings late in the afternoon – at a time when my colleague had to collect her children from school. I supported my colleague (who was project manager and critical to the delivery of the project) in asking the client to reconsider when the meetings could take place, including overcoming his suggestion that the way forward was that my colleague could be dropped from the team. I am pleased to say that we quickly agreed to re-time the meetings, and the work we delivered to the client was very well-received.
As a result of this and other similar events, I’ve grown to recognize caring responsibilities and act consciously about them. Later, other staff members started realising the benefits of these actions in better work-life balance, confirming that if we act sensitively to gender and other characteristics, this can be better for all.
In the past, when we attended meetings, it was not unusual for those we met to assume that it was the men in our team who were the project leads, and this influenced how they treated us. This was particularly the case in countries and cultures where men traditionally had authority.
Repeatedly experiencing such situations takes a toll on your confidence as a woman, especially if you are in a leadership position. The risk of addressing this directly is that some men may interpret this as women being "over-sensitive".
For my part, it took conversations with our colleagues to raise their awareness of the issue and address it as a team positively. For example, now in meetings, I introduce myself and my co-workers by name and position – as a positive and proactive way to avoid any possible misconceptions. It is important to have male colleagues involved in these "steps".
I have found that clients quickly correct their behaviour and welcome clarity. And of course, my female colleagues and I at Steer are much happier in our work.
If you see something, say something - do not let your silence perpetuate the bias.
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