By EloInsights
- Although investing in DE&I brings significant benefits to companies, sectors such as industry still face challenges in establishing a truly diverse environment.
- The EcoRodovias Group is a success case in attracting, recruiting and retaining women in its workforce.
- In an interview with EloInsights, Débora Toti, Culture, Diversity, Equity and Inclusion Coordinator at the EcoRodovias Group, tells us in detail how the company’s transformation process came about.
With current market demands, investing in Diversity, Equity and Inclusion (DE&I) is no longer just a trend, but a crucial strategy for generating value and business success. An organization made up of different genders, races, backgrounds and experiences can make significant gains.
However, some sectors still have difficulties in attracting, recruiting and retaining women, especially in Operations, which only 25% of the workforce and 29% of leaders are female.
It was with this challenge in mind that EloGroup developed the “Women in Operations” report, that provides a guide to good practices for promoting cultural and structural changes in organizations to increase the presence of women in operational positions. To prepare this material, successful cases developed in large companies, such as the EcoRodovias Group, were analyzed through desk research and benchmarks.
“The absence of women, associated with unconscious biases, limits the organization’s potential. Through projects to combat prejudice, it is possible to change the company culture and obtain positive results for employees and the business”, explains Débora Toti, Culture, Diversity, Equity and Inclusion Coordinator at EcoRodovias.
The specialist has been at the forefront of implementing various DE&I projects aimed at increasing the number of women in the company. In this conversation with EloInsights, Débora Toti goes into detail about the transformation process at EcoRodovias.
She talks about the main difficulties encountered, what guided the implementation of the projects, how these changes impacted on the company’s operations and much more. Read the interview:
What were the main pains, or triggers, that led the EcoRodovias Group to take a more structured look at the need to bring women into operational positions?
Gender inequality in operational positions, historically dominated by men, was the main trigger for the EcoRodovias Group to intensify its efforts in the search for more diversity. The company realized that the absence of women in areas such as highway operations, coupled with unconscious biases, limited the organization’s potential.
Understanding and combating prejudices, such as the idea that women would not be able to perform physical tasks – operating a winch to rescue users, for example – or that they would be more vulnerable to harassment, was crucial to acting.
To transform reality and increase the presence of women in operational positions, EcoRodovias has implemented several initiatives. These include:
Training and awareness: the company promoted training for leaders and administrative and operational teams, focusing on diversity, equity and inclusion, as well as addressing the unconscious biases that can make it difficult to promote gender equality; Inclusive selection: EcoRodovias adopted fairer selection processes, such as the hidden curriculum, and implemented affirmative vacancies for women; and Disclosure and recognition: the company values and publicizes success stories of women in operational positions, inspiring other employees and strengthening the employer brand.
Thanks to these actions, EcoRodovias has managed to break down paradigms and create a more inclusive work environment. Today, it is common to see women working in areas previously considered exclusively male, such as traffic inspection or operating mechanical rescue winches. Diversity has become part of the company’s culture, and the results are positive for both employees and the business.
Despite the progress already mentioned, EcoRodovias remains committed to promoting diversity and equity. The company runs affirmative action programs and is constantly looking for new ways to strengthen its inclusive culture, promoting training, for example.
What were the inspirations and guidelines used to conduct this work within the company?
Diversity indicators were the compass that guided the entire process. The company created a specific panel to monitor the evolution of representation of women and other social groups. In addition, the belief that diversity, equity and inclusion are fundamental values and have a positive impact on the organizational culture was an important driving force behind the initiative.
Did the company encounter any barriers while carrying out this project?
The main barrier was cultural change. Overcoming ingrained prejudices, both on the part of employees and the candidates themselves, was a constant challenge. The difficulty in attracting women to traditionally male areas and the need to create an inclusive working environment were other obstacles that had to be overcome.
One of the actions implemented by EcoRodovias was the “genderless curriculum”. How was this initiative received? What are the main benefits it has brought?
The gender-free curriculum was a turning point. By eliminating information that could generate bias, the company was able to identify and hire female talent that might otherwise have been discarded. This practice has helped to break down paradigms and open doors for more women.
You also ran a mentoring program aimed at men. How important was this move to the success of the initiative to leverage women in the organization?
The mentoring for men was a fundamental complement to the diversity program. In 2020, we realized that most leadership positions were held by men, who held the decision-making power in hiring and promotions. By involving men in the discussion about gender and equity, the company was able to create allies and multipliers of change. This initiative has contributed to building a more collaborative and respectful environment.
In 2022, we set ourselves the goal of achieving 50% women and 35% black people in leadership positions by 2030, a target that forms part of the company’s ESG Agenda. The success of the mentoring for men was such that it motivated us to repeat the initiative this year.
What were the main negative unconscious biases related to the presence of women in the operation that you noticed when conducting the project?
EcoRodovias has learned that cultural change is an ongoing process that requires persistence. The company has understood the importance of challenging its own prejudices and creating an environment where everyone feels valued and respected. It also realized that diversity is not just a social objective, but also a strategic factor for business success.
What were the main lessons learned while carrying out these projects?
Throughout our journey for diversity, equity and inclusion, we have come to understand that cultural change is a constant process. Society as a whole carries prejudice that is reflected in the corporate environment. That is why it is essential to educate and make all employees aware of the importance of gender equity and the impacts of unconscious biases.
We have learned that affirmative action, such as reserved positions and mentoring programs, are essential, but not enough. Everyone needs to connect with the company’s values and understand the reason for these initiatives. Intentionality is key to promoting lasting change.
By putting these actions into practice, we have consolidated programs such as affirmative action and mentoring (career acceleration), which have helped us achieve our goals and build a more inclusive culture.
We know that more diverse companies are more competitive, creative and can even perform better financially. How has having more women in your teams contributed to the growth of the EcoRodovias Group?
The presence of more women in leadership positions and in operational areas has brought new perspectives and solutions to the company. The diversity of ideas and experiences contributes to innovation and improved results. In addition, EcoRodovias has consolidated itself as a more attractive company for talent and strengthened its employer brand.
By investing in diversity, equity and inclusion, EcoRodovias has not only fulfilled its social role, but also achieved positive results for the business. The journey has been challenging, but the achievements prove that diversity is a path of no return for companies seeking a fairer and more prosperous future.
Our ESG 2030 Agenda prioritizes innovation and digital transformation, seeking to develop innovative technologies and optimize our processes. We believe that the diversity of our human capital is fundamental to achieving these goals.
