Women in STEM - Q2 2022 by Mediaplanet UK&IE

Women in STEM

“Efforts need to be made to encourage females at all levels.”

“Erosion of professional self confidence is a major barrier to bringing these talented women back.”

Elizabeth Donnelly, CEO, Women’s Engineering Society

Julianne Miles, MBE CPsychol, CEO & Co-Founder, Women Returners

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Q2 2022 | A promotional supplement distributed on behalf of Mediaplanet, which takes sole responsibility for its content

Read more at www.womeninstem.co.uk

IN THIS ISSUE

“Manufacturing and engineering are in need of a rebrand.” Natascha Engel Chief Executive, Policy Connect

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Stronger action is required when tackling unconscious bias Recognising unconscious bias is not enough to create an inclusive workforce. Training must be combined with practical actions to help create lasting change.

“Demand for STEM courses for women is here to stay.” Emily Bennett Lead Data Scientist, UCAS

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“Supporting women working from home and in the office.” Sheila Flavell CBE Deputy President, techUK and CEO, FDM Group

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@UKWomeninSTEM

ost organisations working on diversity and inclusion issues (D&I) will be familiar with unconscious bias training and will have attended courses delving into why they view the world as they do. The aim is laudable - to create a more welcoming working environment leading to business benefits such as increased innovation, productivity and creativity. A tick box exercise However, such training has come in for (arguably) valid criticism. It can be regarded a tick box exercise that has little effect; people object to being ‘lectured to’ around acceptable behaviour and training can be counterproductive when not handled sensitively. Similarly, we all know that behavioural change happens over years, so it is unlikely that a morning’s training session will have much long-term impact. So, then, what should we be doing? I believe we need to recognise that unconscious bias training needs to be conducted sensitively. We also need to recognise that it is just one step towards achieving the right results. For WISE, this will be better gender balance in science, technology, engineering and maths (STEM). Training should be used to raise awareness of the role many of us play, albeit unwittingly, in perpetuating stereotypes. But, and this is key, it should be supplemented by action. Creating conscious inclusion Unconscious bias training combined with targeted practical action will lead to a state we like to call ‘conscious inclusion’. People operating from this position will be aware of their preconceptions and biases but will be acting to create inclusive change to address them. In the best case, this will lead to productive, motivated staff that feel psychologically secure at work because they feel fully accepted by colleagues and senior leaders.

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Training should be used to raise awareness of the role many of us play, albeit unwittingly, in perpetuating stereotypes. Recommended actions and steps Much of the work we do at WISE aims to give practical tips and recommendations that will lead to this position of ‘conscious inclusion’. Our flagship WISE Ten Steps framework, which helps employers recruit, retain and progress women and other people with protected characteristics in STEM, comes complete with recommended actions to ensure organisations improve their diagnostic score relative to their peers. Actions might include reverse mentoring; showcasing role models; creating more allies within middle management; or ensuring that senior leaders work closely with employee resource networks.

For more information on the WISE Ten Steps or other products and service (including WISE unconscious bias training) contact Deborah Kelly, Business Relationship Manager at d.kelly@wisecampaign.org.uk

Contact information: uk.info@mediaplanet.com or +44 (0) 203 642 0737

Nicola Brittain Chief Editor, WISE

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Diverse thinking is a creative boost for engineering companies more women into the sector. The company actively recruits women at all levels, including through the graduate scheme. Caroline, who studied manufacturing engineering and management at university, says: “I have never felt there were opportunities I could not do because I am a female.” Emphasising that the degree subject does not have to be engineering related, she adds: “The most important thing is that level of curiosity, that intrigue of making the world better.”

Attracting more women into the engineering work environment can add a different dimension to product development and design.

Caroline Zyla Former graduate, Head of Growth Hub, Precision Engineering, UK

Mohamed Youssef Former graduate, Site Leader, Farmington, USA

Paula Okeudo Former graduate, Project Engineer, Thompson Valves, UK

WRITTEN BY Mark Nicholls

reating a diverse workforce within an engineering environment can shape better design, product development and customer experience. In addition, attracting employees from different backgrounds including more women - and offering an environment where employees can see a career path towards achieving goals, supports better retention, engagement and helps recruit the best talent. Creating a diverse workforce Global engineering company IMI – who designs, manufactures and services highly engineered products that control the precise movement of fluids across many sectors such as life sciences, energy and transportation – works to harness the strengths of a diverse workforce with concepts that develop growth and innovation. Initiatives such as Growth Hub and the Better World Committee enable employees to contribute to the company’s purpose “Breakthrough Engineering for a better world,” be part of its future direction and shape product development and customer solutions.

Caroline Zyla is Head of Growth Hub in the company’s Precision Engineering division, having joined on the graduate scheme 19 years ago. Now based at head office in Birmingham, she has worked in different roles from engineering, supply chain, procurement and project management. Solving societal problems The Growth Hub brings together people from IMI’s businesses across the world to diagnose and solve customer and societal problems. Caroline says: “Embracing diversity of thought and experience is integral to the Growth Hub. Sometimes projects fail because they are higher risk, but when they go well, they go really well.” Examples of Growth Hub successes include Adaptix, which is a universal work holding system, and work around hydrogen refuelling stations. “The best ideas have come out of people who have that diversity of thought. But you only get diversity of thought if you have diversity of people.” Opportunities for women With numerous opportunities in engineering, she believes there remains a need to encourage

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Project management Paula Okeudo is a Project Engineer at IMI Thompson Valves based in Poole, focussing on developing a career in project management, having worked in different parts of the business. She studied Mechanical Engineering, specialising in automotive engineering, at the Federal University of Technology at Owerri in south-eastern Nigeria, before moving to the UK. She also has a MSc in Engineering Management. While acknowledging that engineering is male dominated, she says: “My experience has been quite positive; people saw that if I could do a good job, nobody thought about my gender.” In her role she is solving technical and management problems and is involved in projects in the nuclear, marine and energy sectors. Enabling a better world Mohamed Youssef, who runs IMI Precision Engineering’s Farmington factory in the United States, which delivers expertise in valves and layered manifold technology, is an advocate of supporting women in STEM. Now 31, he joined the company on the graduate scheme in 2013 and did placements around the world after his Master’s in mechanical engineering. Underlining the benefits of a diverse workforce, he says: “It is about having that different mindset and being able to include more outside thinking. A Better World Committee at Farmington, made up of personnel from different levels of the factory, is also helping shape future initiatives.” By promoting diversity of thought within the STEM industry, we can help businesses and people prepare for the challenges of tomorrow, to not only benefit their customers but also their employees.

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Women engineers and the pace of progress The number of women in engineering is on the rise, but is it cause for celebration or frustration when this number is not moving fast enough?

Elizabeth Donnelly CEO, Women’s Engineering Society

esearch from EngineeringUK (March 2022) shows that 16.5% of the engineering workforce are female, compared to 10.5% in 2010. This is a significant jump considering the 100+ years women have been in the engineering workforce. But many will argue that the needle isn’t moving quickly enough. By contrast, according to ILO figures, 58% of all women in the UK participate in the workforce. In science they made up 46%, even in 2019 (WISE).

The proportion of females studying engineering at a higher education level is unacceptably low. Early forces of change If we’re to see gender parity in engineering, efforts need to be made to encourage females at all levels to engage in STEM education. From their earliest years, girls need activities that spark their interest in developing skills that will lead them into engineering. We need to encourage parents to nurture these in their girls. In primary education, girls need early contact with engineering, to connect with relevant and inspiring role models. Teachers need to be empowered to deliver stimulating STEM education. Career education needs to begin earlier, so girls approaching critical decisions around GCSEs don’t inadvertently make it harder for themselves by opting out of STEM related subjects.

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Further education choices need to be properly supported, so the building blocks are laid for a successful progression into engineering. The proportion of females studying engineering at a higher education level is unacceptably low. We need to help our girls and young women recognise their potential as engineers prior to any influences or decisions that might steer them away from that path. Recruitment and retention are critical The solution is not all about the youngest members of society. To make a significant dent in the figures, we must ensure those who are educated as engineers actually become them. Higher Education and apprenticeship pathways need

to be lined not only with attractive learning, but also accessible insights into careers and diverse female role models. In the words of Marian Wright Edelman, Founder and President of the Children’s Defense Fund: “You can’t be what you can’t see.” Recruitment is still only half the battle in the career landscape. Once women have become engineers, companies need to do more to keep them there. We cannot fill the female engineering “bucket” if we allow great talent to leak out. It will take all of these measures together for us to see equal representation and true diversity in the engineering workforce.

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Women in tech – what’s it like working in national security? One female engineer shares the experience and advice gained from her role in an organisation dedicated to keeping the people of the UK safe from harm.

G WRITTEN BY Elsie 83cbce Engineer, GCHQ

CHQ is the UK’s intelligence, security and cyber agency. From the organisation’s inception over 100 years ago, it has always valued different perspectives. Its history is full of ordinary people working together to solve extraordinary problems. But part of its success is no doubt because of the value it places on diversity of thought. Gathering the right mix of minds to find innovative solutions to the toughest of problems is mission critical for the Agency. Real life experiences Elsie, an Engineer at GCHQ, says: “My journey to GCHQ was through a robotics degree at university where I did a year in industry, working for a start-up company, living abroad. “The best thing about working in tech is being able to test my brain and push it to solve problems. I love the ever-changing nature of tech, how it evolves and pushes boundaries. I really thrive on bouncing ideas off other people and working together, which is encouraged. Inspiring relatives “When I think about who inspires me as a woman in tech, I would have to say my Gran. She’s in her eighties and it was very different for her growing up. She had less choices as a woman than I do now. When she did

have opportunities, she grabbed them with both hands, but she would have loved to do more. She inspires me to be more, and I hope I can impress my 80-year-old self with everything I have done. “We can’t talk about what we do here much on an operational level because there is a genuine need for secrecy. But it is hugely rewarding, and everyone that works here shares the same mission: to protect people from harm.

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Gathering the right mix of minds to find innovative solutions to the toughest of problems is mission critical for the Agency. Do what they think you can’t do “If I were to give advice to anyone – particularly women - considering a career in tech, at GCHQ or otherwise, I would tell them the words I have engraved on a bracelet I wear, gifted to me by my parents after my graduation; do what they think you can’t do. The only limit is yourself.”

Read more at gchq-careers.co.uk

YOU MIGHT THINK DIFFERENTLY. But that’s why you’ll fit in. At GCHQ, we work closely with other intelligence agencies to keep the nation safe. We work against unique, complex threats – everything from terror plots to cyber-attacks. It’s challenging work that relies on people with unique perspectives. That’s why we’re always looking for talented individuals who come from different backgrounds. Because for us, having a diverse workforce isn’t a box ticking exercise, it’s essential to our work. Who you are keeps the nation safe. To find out more about our variety of roles, please visit www.gchq-careers.co.uk

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How we are making a diverse difference to our exciting STEM workplace Three colleagues at Abbott’s manufacturing site in Oxfordshire talk about their experiences of diversity and inclusion in the workplace, navigating a successful work/life balance — and taking on new challenges.

Stephanie Mills Manufacturing Process Manager, Abbott Oxfordshire

Ngan Le Senior Technologist, Abbott Oxfordshire

Ali Chaudhry Operations Engineering Manager, Abbott Oxfordshire SPREAD WRITTEN BY

Tony Greenway

Spread paid for by Abbott

Stephanie Mills Manufacturing Process Manager “I studied biology at university and was accepted onto Abbott’s graduate development programme in 2008. Initially I had a technical support role —and then I moved into manufacturing, managing a team of 40 people.” “At that point I had very little experience of managing people — apart from having done a bit of it when I was an army cadet in my teens. Luckily, I had some great mentors who welcomed me into the team and gave me confidence and support. They could see what I was bringing to the role and wanted me to succeed.” “As a mother, it’s important to have an employer who is supportive of your family life. I have Wednesdays off with my son, Riley, aged four and my daughter, Rosie, aged 19 months. Rosie was diagnosed with Down’s syndrome, which has been a new path to navigate. The team here has been fantastic at supporting me on that journey and I have open dialogue with my managers about what that looks like. I enjoy being just ‘Steph’ at work — but having children has given me additional skills, patience and perspective.” Ngan Le Senior Technologist “I always enjoyed maths at school, veered towards STEM subjects; studying medical engineering at university. Ultimately, I wanted to be part of a team or a company that creates products that improve people’s quality of life and makes a real difference to them. So it was fitting that I found a job at Abbott.” “I’ve been at Abbott for nearly two years now, although I also held a placement at the company for a year when I was a student. My current job entails making sure that the blood glucose test strips we manufacture meet all specifications before they reach the customer. That necessitates a mix of data analysis, manufacturing support, trials and experiments

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and continuous improvement. The best thing about my role is that it’s so varied.” “When I was a student and interviewed for my placement year, I got a tour of the manufacturing line. I’d never seen one before and I was surprised at how complex and intricate it is. Then, when I started working as a full-time member of the team here, I realised how closely different departments work together. There’s a big crossfunctional effort to make a good quality product.” Ali Chaudhry Operations Engineering Manager “Apart from being the right thing to do, diversity and inclusion (D&I) supports workforce development and brings in new ways of thinking. A range of different perspectives leads to improved processes for people and products. It also facilitates greater workforce engagement, satisfaction, decision-making and creativity.” “Having a strong diversity and inclusion focus widens the talent pool available to the company and gives access to people with different skills and viewpoints. In my previous role as project engineering manager, D&I was key for me because there was no gender diversity in that group. But we worked on it and now, I’m pleased to say, it’s a 50/50 split. We’re currently working to make sure we have diverse teams across other areas of engineering.” “As a male ally and engineering leader, I try to recruit from a diverse pool of candidates, be they apprentices, graduates, interns or other roles. We also work with organisations like STEM Returners to support women who are coming back into the workforce after a career break. But it’s not just new hires, we also give career and development opportunities to the diverse talent we already have. I believe it’s important to listen to people to find out what really matters to them. That’s a simple way to provide thoughtful support.”

Having a strong diversity and inclusion focus widens the talent pool available to the company and gives access to people with different skills and viewpoints.

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Women scientists are challenging the STEM career stereotype and inspiring the next generation Two women in senior STEM roles reveal how their careers have developed, and why mentorship, inspiring role models and inclusiveness have been key to their success.

Abbott is a global healthcare leader that helps people live more fully at all stages of life. Our portfolio of life-changing technologies spans the spectrum of healthcare, with leading businesses and products in diagnostics, medical devices, nutritionals and branded generic medicines. Our 113,000 colleagues serve people in more than 160 countries. Find out more at abbott.co.uk

mi Mitchell — Transfer & Insourcing Manager at Abbott Dundee — has never felt disadvantaged as a woman in STEM. “But that might be because my employer is extremely proactive in making sure that women are represented at all levels of the business,” she says. Ami joined Abbott after graduating from university with a degree in biomedical science. “I started as a manufacturing scientist and then became a reagents scientist,” she explains. “Eventually I was promoted to product lead — and, ultimately, moved into my current role in February. It’s been good to work in so many different areas.” As if she wasn’t busy enough, Ami is also studying for a degree in Business Management with Industrial Experience. Lynsey Williams — Ami’s manager — was destined for a career in STEM. After studying for a degree in microbiology, she joined Abbott as a scientist in 2003 and took up her current role as R&D Manager in January. “I’ve always found it to be a very inclusive business,” says Lynsey. “There are lots of programmes for women in STEM and lots of development opportunities.” Mentors and role models for women in STEM Both women lead busy teams, which requires effective people skills. “Stepping up into management was a learning curve for me,” admits Ami. Along the way, mentors have provided help for both women when necessary. “If I’ve ever needed

guidance, it’s been available,” says Lynsey. “We have a UK-wide mentoring programme, so I recently connected with a female manager at our manufacturing site in Oxfordshire for some advice. Plus, as part of our leadership journey, Ami and I have both been trained and equipped with coaching skills.” That’s essential when you’re identifying and developing the next generation of talent. It’s also been important to be inspired by female role models further up the STEM career ladder, says Ami. “When you’re trying to balance work and family life, it helps you realise that you can achieve that kind of success, too,” she notes. STEM offers numerous opportunities Lynsey and Ami would recommend a STEM career to anyone. “You can have so many different experiences within this industry,” says Lynsey. “The stereotype is someone in a lab coat standing at a bench. But it’s so much more than that, with numerous opportunities to explore.”

Ami Mitchell Transfer & Insourcing Manager, Abbott Dundee

Lynsey Williams R&D Manager, Abbott Dundee

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Why my job in engineering is a dream role for me Pamela Ritchie always loved STEM subjects and taking things apart to see how they worked. Now she’s the first female engineer at a leading manufacturing site in Dundee. What does your job entail? I’m the only female engineer at Abbott’s Dundee site. If any of the manufacturing machines break down, it’s my job to fix them — and then usually monitor them to make sure the problem has been resolved. Describe your career journey At school I loved STEM subjects. When I was 19, I did an apprenticeship with Michelin Tyres, and went on to do various roles within the business in the 26 years I was there — including, training apprentices. I started with Abbott in April.

I deal with that by just getting on with the job, we need to create awareness that we can all do things equally. How does it feel to be the first female engineer at the Dundee site? I’m down-to-earth and get on with everyone and, in the short time I’ve been here, I’ve felt so welcome. I have faced challenges during my career; usually it’s the stereotypes that come with engineering ‘oh be careful that’s heavy’ or ‘are you sure you know how to fix that equipment’. I deal with that by just getting on with the job, we need to create awareness that we can all do things equally. What is the best thing about your work? Some people might be put off by engineering because it can be physically challenging. But it’s exciting and you never know what you’ll be dealing with next — so there’s never time to be bored.

Pamela Ritchie Facilities Engineer, Abbott Dundee

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Manufacturing and A career in science and the power of innovation engineering are in need of a rebrand Scientific discovery offers a multitude of opportunities for all. Role models and mentors play a key part in inspiring women to find career paths and help make a difference to others.

remember watching a documentary about Marie Curie when I was young and being amazed by her career, particularly as a woman pioneering scientific discovery. It showed me what science could achieve and I was so fascinated that I’d save my pocket money to buy slides for my microscope. Realising the power of research While studying Biochemistry at Bristol University I began to see the power of cancer research. This motivated me to study for my PhD at The Imperial Cancer Research Fund - where I became part of a collaborative cancer community. It confirmed that I wanted a career where I could put patients first, using science to help others. At Bristol Myers Squibb, I’m inspired to focus on designing the right experiments that support those most in need. As a company, we make the most of having the agility of a biotech, with the scale of a global pharmaceutical company. Working for innovation Drug discovery is problem-solving at its best and this is what thrills me. I moved to America in 1990 to pursue this passion and have worked for various pharmaceutical companies over the years. It has never been just a day job for me and I feel privileged that I have

We need to look at how we make the manufacturing and engineering industry more attractive and encourage people to partake in its opportunities.

the opportunity to help make important and innovative scientific progress, because as we say at Bristol Myers Squibb, ‘there is always more to do’. Inspiring the next generation Some people are very deliberate in their next career moves, but that isn’t me. I like pushing myself out of my comfort zone to try new things. I’ve always shared learnings from my own experiences and that’s why I really enjoy mentoring people, because it’s important to work out the right structure to allow people to thrive. My advice to anyone working in science, especially women, is to be passionate about what you do, recognise when you’re not learning anymore and know when to make career changes.

Natascha Engel Chief Executive of Policy Connect

Emma Lees is Senior Vice President in Research and Early Development at Bristol Myers Squibb, leading its global cancer resistance unit where she explores resistance to treatment therapies.

o the outside world, the manufacturing sector conjures up images of monolithic factories, dirty overalls and loud machines. In reality, manufacturing and engineering are where the green jobs are, the cutting edge of tech and innovation. Manufacturing and engineering are essential now in the transition to net zero. It was this sector that responded so swiftly to pivot its production lines to life-saving ventilators, face masks and vaccines during COVID-19. This flexibility means that the sector is best placed to tackle its own emissions – the steel, glass, ceramics and cement industries are already working on innovations and tech solutions that will ensure they go green before they go offshore. If we get this right, not only will we keep hold of current jobs, but we will bring jobs back to the UK. Preparing the workforce of the future But the jobs of today and tomorrow need skilled men and women. Identifying what those skills are is what Policy Connect’s Manufacturing Commission is currently exploring. We are identifying real-world examples of what industry is already doing to prepare our future workforce, but there are still big questions to be answered.

Read more at bms.com

Emma Lees Senior Vice President, Research and Early Development and Head of Mechanisms and Cancer Resistance Thematic Research Center, Bristol Myers Squibb

• Make UK’s survey found 89% of its members were concerned about losing skilled workers. A quarter of the sector’s workforce changed jobs or left in 2021 – the highest level in recent years. How can employers keep hold of talent? • We know that £650 billion is going to be spent on infrastructure over the next 40 years. How do we coordinate better across regions to know what projects are planned when and what skills will be needed? • What tools already exist to capture labour market intelligence and identify skills needs across different occupations? • Can we make shorter re-skilling/up-skilling courses available to improve take-up?

NO-GB-2200142; June 2022

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If you would like to send a submission to our inquiry: info@policy connect.org.uk

Filling gaps in talent The question underpinning it all is how we make this sector attractive to young people – particularly young women and people from diverse backgrounds. Women make up half the population but only 14.5% of the engineering workforce. That’s a lot of missing talent that would help change the image of manufacturing and engineering. If we want to meet net zero by 2050, we need our young people to become the engineers of the future to make it happen. But for that, manufacturing urgently needs a rebrand.

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Diversity is a key component of success for the medical device industry

Image provided by Oval Medical

Ensuring your voice is heard “I think as an organisation we are quite diverse and reasonably good at making sure that everyone gets their voice heard particularly the junior staff who are always encouraged to make their suggestions,” she says. “Engineering is ultimately problem solving, so the more different kind of attitudes and opinions you can get to a problem, the more likely you will be able to reach a reasonable solution, otherwise it’s very easy to go down a rabbit hole.” New Zealander Helen became interested in science while in high school and graduated from Massey University with a BSc in Microbiology and Psychology. She moved to the UK in 2000, where she found a wealth of opportunities to get into the pharmaceutical industry and took a job with GlaxoSmithKline where she stayed for 13 years.

Tatenda Ganyani Scientific Officer, Oval Medical

Susie White Senior Device Engineer, Oval Medical

Helen Vickery Director of Quality Assurance, Oval Medical

writing up standard operating procedures.” Inspiring role models A big surprise for Tatenda on joining the company was just how many women filled senior positions within the operation. “It was nice to see,” she says. “We do have a lot of women who are supervisors or team leaders and our CEO is a woman. It enables you to see yourself in their position and it gives you something to aspire to one day.” Susie has been with the company for 10 years and enjoys the camaraderie and transparency a smaller business can more easily provide. “There is always a chance to learn and do something new and interesting and I think because it is small enough, you get a bit of clarity into all sorts of aspects of the work that goes on. The company has increased in size since I have been here and there is the opportunity for things like management roles,” she says. The employee ratio between men and women, according to Susie, is fairly well balanced although there are slightly more male employees.

WRITTEN BY Sheree Hanna

I am in a position where at ground level I can influence change.

Three women share their experiences of working in a company that is leading the way in employing female scientists and engineers who populate senior roles right the way up to the CEO. eing part of an organisation that enables women to have their voices heard and play an integral part in the company’s products and development is something which is incredibly important for employee growth. At the same time, businesses must also provide a variety of opportunities for growth and progression in their careers. Cambridge-based Oval Medical Technologies employs Tatenda Ganyani, Scientific Officer, Susie White, Senior Device Engineer and Helen Vickery, Director of Quality Assurance. Tatenda joined the firm after graduating with a degree in Chemistry from the University of Liverpool and spent her first two years of employment working part time as she studied for and completed her Masters. Three years in the job and she is loving the variety her role offers. She says: “What I enjoy most is the range of work you actually do. I can be doing research and development testing, or focusing on the quality control aspect, so analytical chemistry, as well as

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A significant industry change A year ago, she joined Oval and is responsible for the pharmaceutical quality management system that covers all the company’s activities. She is enjoying her job and being able to make a valuable contribution. She says: “I am in a position where at ground level I can influence change. “There is a woman CEO here which I have not come across in my career before. I sit on the site leadership team and that is well represented with women. “We have a lot of young graduates here and that is what they see right at the beginning of their career. It’s certainly not what I saw at the start of mine. “I think there has been a lot of significant change, not just within this sector, but within industry as a whole and that will continue to happen,” she concludes.

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Home-to-workplace support gets women returners back to tech One key step to increasing gender balance in tech is addressing the personal and structural barriers that prevent experienced women professionals returning after career breaks.

E Julianne Miles, MBE CPsychol CEO & Co-Founder, Women Returners

very year, large numbers of qualified and experienced female tech professionals pause their careers, typically for caring reasons. Erosion of professional self-confidence is a major barrier to bringing these talented women back into the sector when they want or need to return. However, the challenges don’t stop there.

Government and employer support The economic imperative to address this wasted talent was highlighted in March, when the UK Government announced funding for returners to STEM. The barriers are surmountable with targeted initiatives. Support for returners at the early stages of the return-to-work journey equips women with greater confidence and skills for their job search. In early 2022, Personal and structural barriers the Scottish Government funded Women Returners “It had been 14 years since I had been near an IT project. to provide coaching, mentoring and interview skills I had no idea where to start. I wasn’t training to 84 women on a career break. convinced any prospective employer would The result of which was 100% reported choose my CV.” Previously a Senior IT significant progress in their return-toManager, Alice’s self-doubts after a long Support for returners at work readiness and a third have already break to raise her three children nearly secured employment. the early stages of the stopped her from even trying to resume her To tackle recruitment biases, corporate return-to-work journey returner programmes have proven career. This fragile self-confidence, experienced effectiveness. By ringfencing roles, equips women with by many talented returners, is greater confidence and tailoring assessments and providing compounded when they re-enter the job support, leading employers skills for their job search. transition market. Standard recruitment processes have recruited and retained cohorts are biased against candidates without of returners at mid-to-senior levels. recent experience, particularly in technical roles. Few There has been an encouraging increase in tech returners get past a CV screen and those who do find returner programmes with employers such as BT, Aviva that assessments are tailored for people with up-to-date and Bloomberg and a pilot fintech cross-company skills and knowledge. programme. The volume and speed of the post-pandemic tech Alice is now thriving back at work thanks hiring surge is creating additional hurdles. Under to a returner programme, but more support pressure to fill multiple roles, recruiters prioritise more is needed to smooth the path back to STEM polished candidates who they see as able to ‘hit the for all career returners. ground running’.

Why women should pivot to consulting to forge a career in engineering Women often face the prospect of switching companies in order to secure engineering roles that match their career goals.

W Nicky Donowski Senior Consultant, MI-GSO | PCUBED

WRITTEN BY Mark Nicholls

Paid for by MI-GSO | PCUBED

omen can face a range of challenges as they strive to develop a career in engineering. It can often be difficult to move roles within a company, says Nicky Donowski, with women “pigeon-holed” and told the direction of travel for their career. Switching from traditional STEM companies into consulting can be an option. There are organisations within the sector with positive career development strategies for women in engineering. Transferrable skills Having studied Chemical and Process Engineering at the University of Leeds, her first job was in surface engineering, researching different coatings, before moving to become a quality process engineer in the cosmetics industry to progress her career. “One thing with engineering is that you have a lot of transferrable skills, so you don’t have to stick to one sector or one job,” says Nicky. Realising she enjoyed project management, she moved to project management consultancy MI-GSO | PCUBED as a project analyst five years ago and has since progressed to a senior consultant. Career progression Working with engineering, aerospace and defence clients, her current project is a new direction for her. It sees her working on the divestment of a client’s company, making sure the project is on track, within budget and delivered in the appropriate timeframes.

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Other aerospace engineering jobs have involved developing projects from concept to completion, through certification phases and managing budgets. She found she was given more client-facing responsibility from the outset within the welcoming environment of the company compared with her previous work. There is internal mentoring and support for growth too. “To enable continual personal and professional development we are assigned a coach who will provide guidance and mentoring to support a personalised career journey. They also provide representation through the review periods, encourage training opportunities and share their expertise,” she says. Opportunities for progress Alongside the ‘day job’, the positive working environment created at the company has added appeal, including wellbeing, charity work and interviewing new recruits. While gender balance remains a challenge in the male dominated engineering industry, at MI-GSO | PCUBED they aim to encourage more women into the sector and make a more open environment for all. They have a Women in Consulting group as well as continually highlighting progress and efforts for Women in Engineering Day each year. MI-GSO | PCUBED is a unique global Project Management constancy focused on project, program, portfolio and change management services for industrial, public sector and financial services customers.

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The ingenious women growing their careers in the engineering industry Two senior women working in the energy industry reveal how they have been supported to grow their careers in a sector that is increasingly focussed on diversity and inclusivity.

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It’s about the results you achieve, rather than when you clock in and clock off.

et’s get the biggest myth out of the way first. “Engineering isn’t all about engines,” says Alison Hall. “It’s about ingenuity.” That’s why engineering is an industry for people who like problem-solving, she insists. Yes, in certain roles, you’ll find yourself wearing a boiler suit and hard hat. But the opportunities of an engineering career are far more diverse and exciting than the traditional, narrow, ‘oily rag’ stereotype. Alison studied aeronautical engineering at Imperial College London, but realised that she didn’t want a career in the defence industry, so took a job with an oil field services company instead, working offshore in Texas and Australia.

In 2009, she joined leading low carbon energy company SSE plc. She is currently with the group’s Scottish and Southern Energy Networks (SSEN) business, based in Aberdeen, as a Transmission Networks Lead Project Manager. “During my time at SSE I’ve worked in three different business units ,” says Alison. “The good thing about that is the variety of experience it’s given me. It’s as though I’ve worked for three different companies.” This month, she steps into a new role as Head of Offshore Development at SSEN, overseeing upgrades to the high voltage network that transports power from the north of Scotland to demand centres around the UK. Flexibility and the importance of an inclusive environment Alison was drawn to the company because of its focus on renewable energy and its commitment to ESG (environmental, social and

governance) principles. While she admits that her area of STEM is still male-dominated, it is inclusivity — rather than exclusivity — that she has encountered during her career. “I don’t think I’ve faced many challenges as a woman in engineering,” she says. “Actually, it can be an advantage because people are more likely to remember you. When I first joined the company, I was the only female Transmission Networks Lead Project Manager, but things are changing. For example, in my current team there are two women — and I’ve just hired a third.” Working for a company that has a ‘flexible first’ approach has been another bonus. “I have three children,” she says. “So flexibility has been important to me. For anybody who has a family, or other commitments outside work, it’s good to know that — depending on your role — hours can be flexible and that it’s about the results you achieve, rather than when you clock in and clock off.” Taking advantage of career development opportunities Mel Bryce, Oxfordshire Programme Director at SSEN, joined the company as a Graduate Engineer and appreciates the efforts it has made to increasing diversity and getting more women into positions of leadership. “There’s a lot of encouragement and opportunity for women who want to move around and grow their careers across the group,” she says. “For example, when I applied for my Chartered Engineer status, a mentor was on hand to offer me support and advice.” Mentorship has played an important role at other times in Mel’s career. “It was a forwardthinking female manager who gave me my first management role and encouraged me to get a mentor,” she remembers. “Some mentors I’ve found, and others have been assigned to me; but there is no shortage of people I can turn to for support when I need it. The company also has some great leadership development programmes to bring on new talent. Plus, I’ve attended external events that the company sponsors such as POWERful Women, which showcases women in the energy sector.” Her advice to anyone thinking about a career in engineering is to focus on a particular area of interest. “Engineering is a vast industry with a huge array of opportunities,” says Mel. “So be singular about what you want to achieve, and then find an organisation that wants to help you realise your ambitions.”

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Alison Hall Head of Offshore Development, SSEN

Mel Bryce Oxfordshire Programme Director, SSEN

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Demand for STEM courses for women is here to stay Everyone, regardless of age, gender or background should be encouraged, and able to, study the subjects that truly excite them.

nsight gleaned from UCAS’ application data shows that more women are continuing to smash stereotypes, by applying for undergraduate courses in STEM subjects. In 2012, a grand total of 368,570 women applied to study at a UK university and college. By 2021, it had risen to 434,965, an increase of 18% - as the appeal of studying at the UK’s world-class universities and colleges continued to grow, despite continued population decline throughout the decade. However, what is much more significant is the sizeable increase in women looking to specifically study computer science within the space of a decade. There were

25,275 applications from women in 2021, up a colossal 103% from 12,475 in 2012. Engineering applications also rose at a substantial rate, by 70% to 31,910. Each year there are now over 20,000 applications from women to study mathematical sciences too. Looking to the year ahead As for the current 2022 application cycle, for students looking to start their course this autumn, our analysis has already shown increases in demand for STEM courses from women is here to stay. Within this cycle applications from women to study medicine and dentistry are up 7% this year to

87,710, which also equates to 23,000 more applications than before the pandemic in 2019. We’ve also seen 7,500 more applications from women within those last three years wanting to study computing. It now tops 30,000 for the first time. There are noticeable increases in women wanting to study psychology (up 6% to 117,080) and physical sciences (up more than 1%, to over 35,000 for the first time). Women have submitted more than 32,000 applications to study engineering and technology at UK universities and colleges and 15,160 for veterinary sciences courses too.

Emily Bennett Lead Data Scientist, UCAS

Opportunities for all With students also able to explore and consider degree level apprenticeships through UCAS, as well as traditional full-time undergraduate courses, all the numbers clearly show that there are opportunities in STEM regardless of your gender. More women than ever are standing ready to embark on an exciting, challenging and rewarding career within a STEM field. All statistics can be explored and downloaded from UCAS. Each student can apply to up to five courses through UCAS.

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One month, I can find myself talking to a pharmacist in the UK, the next I am in Malaysia talking to teams of hospital consultants.”

The value of transferrable skills in healthcare IT Technology and engineering firms can offer rewarding roles to graduates from a wide range of degree subjects.

Lucy Young Business Analyst, TPP

Annelie Medica Software Developer, TPP

Dr Hui-Chi Yeh Director Asia-Pacific, TPP

WRITTEN BY Mark Nicholls

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raduates are finding rewarding roles in the technology sector by applying high-quality, transferrable skills from their degrees to advance their careers. Subjects as diverse as History, Natural Sciences and International Relations offer an expert mix that can be applied in an array of workplace settings, such as the digital health sector. Healthcare technology Business analyst Lucy Young discovered that skills learned during her History degree at the University of Leeds had clear applications in her job with global healthcare technology firm TPP, who develop clinical information systems for hospitals and GPs. “My job involves talking to healthcare professionals around the world, to understand the challenges they face,” she says. “I then work closely with the programming team to develop solutions.” “There were many transferrable skills that I learned as part of my degree that apply themselves to my role; analytical skills, attention to detail, examining large amounts of information, and identifying the key points.” Perfect fit Lucy joined the company in 2020 and her varied role incorporates design, communication and project management. She felt going into medical technology at that time was “perfect” as the field was evolving “to meet new challenges presented by the pandemic.” “What I like about the job is the variation,” says Lucy. “The job is a constant challenge, but I really enjoy that. There is a balance between the customer-facing and the technical side of things, the design element, and the opportunity to travel internationally. One month, I can find myself talking to a pharmacist in the UK, the next I am in Malaysia talking to teams of hospital consultants.” International markets Lucy has already worked on many different projects, including deploying systems to large international hospital groups and designing

solutions for national-scale electronic medical records. Her advice for people looking at their career options is to consider IT as a genuine possibility, even if they don’t have a STEM background. “You can pick up any technical skills you need through the work itself”, Lucy says. Annelie Medica has worked with TPP for five years, in a role as a full stack software developer. She works with one of the largest databases in the world. “I have worked on a huge range of projects in my time here. I’ve recently developed products for both the Chinese and Malaysian markets and worked on outbreak detection during the pandemic. I really enjoy the pace of development and the work ethic we all have.” Coding languages Annelie studied Natural Sciences at the University of Cambridge before joining TPP. She enjoys the flat hierarchy working environment, where the team manages their workload themselves and shares responsibilities. “I came here not writing any code and now I can program in several coding languages. If you like Maths or Science, this is probably a job you are going to enjoy!” she adds. Dr Hui-Chi Yeh is one of the Directors at TPP. Hui-Chi looks after the international side of the business, with a particular focus on the AsiaPacific region. She is originally from Taiwan and holds a PhD in East Asian Politics. Prior to joining TPP, she was a political sciences lecturer in the Faculty of Politics and International Relations at the University of Southampton. Hui-Chi also speaks many languages and is a huge asset for the company. She has a highly analytical mind, with a strong focus on delivery and quality. “I joined TPP after working in a range of previous jobs and found it to be such a welcoming environment. I have such a strong belief in the value of the work we do here and the ability of our fantastic teams to deliver time and time again for our customers. I find it very easy to tell people how much I love my job!”

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Supporting women working from home and in the office During the lockdowns, remote working was an incredibly useful tool. With restrictions now lifted in the UK and offices getting busier, there is a risk that some businesses that offer hybrid working will fall prey to proximity bias.

roximity bias is where people in the physical proximity to their team and company leaders will be, unconsciously, perceived as better or given preferential treatment, hampering the career progression of those who work from home.

Sheila Flavell, CBE Deputy President, techUK and COO, FDM Group

Impact on women It is sadly no surprise that, in a society where gender inequality is still prevalent, it is women that are at risk of suffering the consequences of proximity bias. Women, especially those with caring responsibilities, are more likely to work from home than men. Already, almost 60% of women who work in hybrid environments feel they have been excluded from important meetings. The vast majority of women fear that simply asking for a more flexible work schedule will impact their chance for a promotion. This is a serious concern. If proximity bias is not addressed, it could exacerbate workplace gender imbalance issues. Employers in the STEM sectors need to provide protection and training to employees who work flexibly to ensure women have access to resilient careers which allow them to thrive.

my priority to champion the benefits of inclusive workplaces and encourage a more diverse range of individuals into tech. It’s important to see that things are changing, albeit at a slow pace. For FDM, combating proximity bias has required a concerted effort to ensure we have the right recruitment, training, and support systems in place. This enables all employees to feel as comfortable working from home as they do from the office. Equalise opportunities Similarly, the most effective approaches from techUK’s membership to equalise the opportunities of flexible working focus on four things: action in the community to inspire the next generation; attraction and recruitment; getting workplace culture right; and development of diversity. Effective and sustainable solutions to support women working flexibility must cover all aspects of a company - the people, its processes and its culture. Building equitable hybrid workplaces rooted in inclusivity will support employers to retain their female staff. Inclusive leadership can hold together today’s disrupted, virtual workforces and an inclusive culture can be a powerful driver of resilience.

If proximity bias is not addressed, it could exacerbate workplace gender imbalance issues.

Overcoming proximity bias As Deputy President of techUK, I have made it

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We must support women at all stages of their career journey as train the drivers. From there, she moved to McLaren Applied Technologies, researching how to use F1 technologies in other fields, which at times was as groundbreaking as improving the flow of patients through a hospital.

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Seeing a model you have developed used for a live problem and actually making a difference is special.

Helping other women develop and thrive within an engineering and consulting organisation is an opportunity which one engineer turned data scientist relishes after receiving support from colleagues when she first joined the sector.

Kameswarie Nunna Business Manager – Simulation and AI, Newton

WRITTEN BY Mark Nicholls

career in engineering and AI has seen Kameswarie Nunna work on a range of projects from F1 racing simulators through to helping develop models that optimise the use of a client’s strategic assets more effectively. Early on in her career, Kameswarie was focussed primarily on building the foundations of her career through developing her technical and theoretical knowledge. As her career has progressed this has changed to softer skills and the real-world applications of her work. This skillset has served her well whilst working within a number of organisations and industries. What is particularly rewarding in her current role as a business manager is the opportunity to see projects through from proof-ofconcept to end-stage deployment. Making a difference Kameswarie works with Newton Europe’s digital team and is also one of the leads on the company’s advanced data science capability.

“My role is primarily within data science,” she explains. “One of my current projects in this area is pioneering cutting-edge techniques such as reinforcement learning to enable clients to improve the shelf-life of key value strategic assets. “Seeing a model you have developed used for a live problem and actually making a difference is special.” Applied maths to data science Like many who join the STEM sector, Kameswarie has been inspired by a number of scientists which encouraged her to pursue further education. Following studies in India, she completed her PhD in nonlinear control, eight years ago at Imperial College London and joined a mathematical computing software firm as a technical evangelist promoting a scientific computer language. Having spotted a role with F1 racing team Red Bull, she seized the opportunity to switch to industry and apply her skills on racing simulators, that improve the performance of the car as well

Gender balance Over the years, she has noticed the gender balance shift during her engineering career and also noted how women work to support one another in a sector that remains male-dominated. “When I started at Red Bull, there were very few women on the engineering side, but we became very close. In India, there are a lot of women who do engineering and get jobs in technology and that is considered prestigious. However, early in my career, I had the impression that I had to be twice as good and work twice as hard to be heard and be recognised for my contribution.” Opening doors At Newton, she sees senior leaders supporting women and reflects on some key learnings they have taught her. “My mentor encouraged me to let go of the need to be successful, when you focus solely on success and being the best, the failure and challenges you encounter can be harder to overcome. But they are an essential part in your growth and development. This is something I am still learning but I try and encourage other women to do the same when coming through the organisation. Watching the people that you manage and mentor become better is such a nice feeling,” she says. Her advice to women - and also to men - entering the industry is to lay out the technical foundations, and the things you really want to understand, from the outset. “Don’t be afraid to focus on getting the fundamentals right first, as it gives you credibility and can underpin career progression. Those softer skills can always come later.”

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Shining a spotlight on women driving change in aerospace engineering Three women — who each took very different paths into the fast-paced aerospace industry — reveal how they have challenged the status quo over the course of their careers.

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Aoife Crompton Airworthiness Engineer, Airbus

Devon Sumner Head of A330 Assembly & Equipping, Airbus

Lucinda Williams Head of Transversal Solutions & Product Management, Airbus

WRITTEN BY Tony Greenway

Aoife Crompton, Airworthiness Engineer, Airbus Aoife is a Continued Airworthiness Engineer, based in Filton, near Bristol, investigating potential safetyrelated issues with aircraft in production and in service. She joined Airbus in 2007 on a Graduate Programme, and her career has taken her to the company’s headquarters in Toulouse, among other places. She is the mother of two children. During my career I’ve been lucky enough to be involved in aircraft testing which is so exciting. It can also be emotional when you’re standing on the runway watching a plane you’ve worked on take off on its maiden flight. This industry is so varied, though. At the other end of the scale I’ve worked in customer service engineering. That’s a very reactive job, because it’s about helping airlines improve their service to their customers. Before I had children, I thought I could manage a full-on family life and a career. Then I had children and realised it’s hard work! I currently work a four-day week, which gives me time to spend with my kids. It’s a hybrid working arrangement, too, which gives me more control over my work-life balance. Flexibility has been really important to me as a working mum. Devon Sumner, Head of A330 Assembly & Equipping, Airbus Devon has always had a keen interest in aviation and joined Airbus as an Undergraduate Apprentice in 2011. She is now the Head of A330 Assembly & Equipping, based in Broughton, North Wales, responsible for leading a 160-strong team that produces the wings for A330 aircraft. The moment I started my apprenticeship, I felt I’d come home. It is a male-dominated industry — when I joined, there were just a handful of women apprentices in my year — but, honestly, that’s never fazed me. I don’t feel I’ve encountered many challenges as a woman in STEM; although a few people have said to me: ‘I thought you only got this role because you were female. Now I can see it’s because you’re good at what you do.’ While I enjoy knocking down those walls, it shows there are still perceptions and biases — not always intentional — that women have to deal with. The more female role models we have in positions like mine, the better it will be. Certainly, the number

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of female apprentices and graduates has grown significantly during my time at Airbus, because the company is continually reaching out to capable women to highlight the range of career opportunities on offer.

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It’s not unusual for me to be the only woman in the room, either; but — perhaps due to my military background — that’s never bothered me. Lucinda Williams, Head of Transversal Solutions & Product Management, Airbus Lucinda studied at the LSE and then served in the Royal Navy for five years. She has been with Airbus for 22 years in a range of roles and is currently Head of Transversal Solutions & Product Management, based in Stevenage, leading a team of 28 product and solution experts. I don’t come from a science background. I dropped chemistry, physics and biology at school and studied social sciences at university. But you don’t have to be an engineer to be an engineering leader. My current role involves managing our R&D budget and facilitating the brilliant experts in my team. I feel as though I’ve challenged the status quo during my career. First, I’ve shown that it’s possible to be a leader in the defence industry, be married to someone who is on deployment with the Navy for months at a time and bring up a family. Also, it’s not unusual for me to be the only woman in the room, either; but — perhaps due to my military background — that’s never bothered me. Plus, I’ve helped push boundaries by progressing women in my team and recruiting superb female talent, who I fully expect to leapfrog me on the career ladder!

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