As Saskatchewan continues to rise to the forefront of the potash sector, the mining industry as a whole continues to struggle with under-representation of women. Currently, the Mining Industry Human Resource Council (2021) reports 10 per cent of roles in Saskatchewan mining are filled by women which is down eight per cent from two years ago. There has also been a recent shift within mining companies to reflect the diverse communities in which they operate (Peltier-Huntley, 2019). Under-represented groups, such as women, can help to fill these projected labour gaps and aid in solving challenges the industry faces. Inclusive and diverse workplaces have been found to be more profitable, more innovative, and better places to work.
A goal of Women in Mining and Women in Nuclear Saskatchewan Inc. (WIM/WiN-SK) is to improve gender equity which will flourish in inclusive and diverse workplaces. Diversity is the variety within an organization that is often reflected in demographics, such as gender, race, or sexual orientation. Inclusion is the acceptance and celebration of differences in an organization, which allow people to be themselves. Gender equity is defined as a: “Means of fairness of treatment for women and men, according to their respective needs. This may include equal treatment or treatment that is different, but which is considered equivalent in terms of rights, benefits, obligations, and opportunities.” (Pavlic et al., 2000, p. 5).
To create inclusive and equitable workplaces we need both systemic changes to company policies and practices, or “institutionalizations” (Johnson & Johnson, 2019), and also a shift in collective individual behaviours and attitudes, or “cultural inscriptions” (Johnson & Johnson, 2019). The Inclusion Growth Curve was originally published by Women in Mining’s 2015 National Action Plan as guidance for organizations to navigate systemic and cultural changes. We can also use an individualized Inclusion Growth Curve, shown in Figure 1, as a roadmap for individuals to proceed along their journey to equity. While we might not be in positions to change company policies and systems, we can choose to take action as individuals to improve company culture.
Both organizations and individuals may cycle at the bottom of the curve as they struggle with “articulation and definition” (Johnson & Johnson, 2019) of the problems they see or experience or “the debate” (Johnson & Johnson, 2019) around these problems. It is clear that, in order to shift the needle on improving gender equity, we need to move beyond simply producing more recommendations for equity, diversity, and inclusion (Laplonge, 2016) to showing examples of actions. Actions could include showcasing successful implementation strategies and case studies which are shifting culture and systems towards being equitable (Mining Industry Human Resources, 2018; Wells, Williams, Corrigan, & Davidson, 2018).
When considering the road to equity for under-represented groups and the recent shifts towards
inclusive and diverse workplaces in the mining industry, as well as the potash sector, we can, and should, choose to become allies or agents of change. As part of our own personal growth, we can educate ourselves about the historical, systematic, and cultural barriers that under-represented groups continue to face. As you work on setting personal or career goals, WIM/WiN-SK challenges you to reflect on where you are on the Inclusion Growth Curve and select an area where you can advance your understanding of equity.
