19 SEPTEMBER2024W MAN LEADERGLOBAL W MAN LEADERGLOBAL supply chain is wide and deep, and labour participation is intensive in this sector.Traditional construction prioritizes speed and cost-effectiveness. Implementing sustainable measures often requires upfront investments in design, materials, and potentially new technologies to reduce carbon footprint throughout a product life cycle. This often can be a barrier for companies especially those in the SME (small medium enterprise) level. For bigger companies, implementing sustainability aspects is a green premium. If it's not a requirement by the client, opting for sustainability and green designs and/or materials may price one out. There is also limited awareness and knowledge. While awareness of sustainability is growing, some companies and individuals may not fully understand the long-term benefits or how to effectively implement sustainable practices. This knowledge gap can hinder adoption. However, in the last two years ­ there have been many efforts to reduce this gap. I am a strong advocate in this area being a member in construction industry associations and professional bodies (such as Master Builders Association Malaysia, CEO Action Network) to speak and discuss on ESG matters, and providing industry advice and feedback on guidelines and policies for implementation to regulators, ministries and climate-related bodies (such as Capital Markets, TNFD - The Taskforce on Nature-related Financial Disclosures and UNGC - United Nations Global Compact to level up the construction sector comprising contractors, developers, supply chain, analysts and bankers).IN WHAT WAYS DO YOU THINK FEMALE LEADERS ARE UNIQUELY POSITIONED TO DRIVE SUSTAINABILITY INITIATIVES IN THE CONSTRUCTION INDUSTRY? HOW CAN THEIR PERSPECTIVES AND APPROACHES INFLUENCE ORGANIZATIONAL CULTURE AND OPERATIONAL PRACTICES?For starters, I personally don't think gender plays a pivotal position in the success degree. However, being a female does give a more comprehensive approach as construction is quite a male-domineering industry. This is important because gender parity, gender pay gap, diversity, equity &inclusion are all vital aspects to be considered. This is on top of encouraging the 30% Club (the global business-led campaign founded in the UK to advocate for gender parity in boardrooms and senior leadership; with the aim of achieving a minimum of 30% female representation on the boards of FTSE 100 companies). As a female, speaking from a personal viewpoint as a working mother and being involved in large infrastructure construction projects like a mass rapid transit railway ­ I understand the challenges of maintaining a job and building a career. I also understand while the world and management hopes and have in place programmes and levers to encourage more women to be retained in the workforce, certain approaches at the industry and company levels can influence positive practices for increased women participation. This does augur well for sustainability in terms of the `S' part of the `ESG' ­ the social part. What we have been working on thus far which has been successful in building a sustainable workforce is to the increment of women participation in the workforce in the construction sector. This begins with young girls in secondary school by creating awareness and importance of STEM (science, technology, engineering, mathematics) before they enter college and university. At tertiary education phase, we offer more scholarships to girls in STEM majors. When the girls graduate and enter the workforce, we provide and encourage job placements that give them the right exposure at projects' sites and management. Further along as they move up the career ladder and align with their personal own journey (for example get married and have children or be a care giver to their elderly parents), we have work-life balance arrangements.
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