The value of DEI data

Every day ports generate a growing wealth of information through their cargo operations — from ship berthing, loading and unloading, to yard handling, to the landside interface with trucks, rail, inland water transport and logistics processing. Harnessing all this data has transformed port performance with much success achieved in unlocking efficiency gains and cost benefits.

However, while the port and terminal industry has made massive strides in leveraging operational data, it still lags behind other sectors in recording and utilising anything related to Diversity, Equity, and Inclusion (DEI) within the workplace. This now needs to change. Don’t get me wrong, there is a great deal of ongoing work in recording industry-wide workforce data and the various initiatives underway are insightful, but much more could and should be done. Both at sea and ashore, cargo handling is suffering a well-documented and growing skills shortage. The time is now ripe for a new, data-centric approach to solving the challenge to keep trade flowing worldwide and tap into the latent talent that wants to be part of this industry.

DEI IN CONTEXT
DEI is a broad field and it would be a misunderstanding to reduce it solely to numbers of women versus numbers of men. It’s about egality — ensuring that our efforts at diversity are balanced by a consequent culture of psychological safety and belonging for all. For maritime, working hard to redress gender imbalance in our workforce is part of this process as it encourages diversity, but without inclusion we are unlikely to retain these new recruits to our workforce.

Currently we know that women represent just 17% of port workers and a pitiful 1.2% of seafarers. Although our data shows the split is improving, it’s painfully slow and underscores the urgent need for targeted action. Women in technical roles actually declined last year, per DSG’s 2023 Annual Review.

As a sector, we need to devise strategies that address issues of this nature, as well as those stemming from a wide variety of factors such as race, sexuality, language, nationality, age, disability, and more! It is vital that we have the right strategies in place to embed change for the long haul — so we can unlock a goldmine of new talent and leadership for ports and their workforces.

DRIVING ORGANISATIONAL PERFORMANCE
There is a significant amount of verifiable data, across a wide variety of industry sectors, which demonstrates that a diverse, equitable and inclusive organisation outperforms others. However, despite the growing emphasis on DEI worldwide, the maritime industry has been slow to adopt comprehensive data-recording practices. This is a missed opportunity.

Both onshore and at sea, surveys provide valuable insights into workforce composition, employee satisfaction, and has in the past uncovered key safety issues impacting physical and mental health. Without this data, ports cannot easily or accurately assess their current status and identify areas for improvement.

With my work at the Diversity Study Group (DSG), I’ve seen time and again how correctly gathering, expertly processing and effectively utilising this information can drive organisational performance and workforce wellbeing. DEI Strategy formulation, the effective use of DEI data, Inclusive Leadership and Management learning and development programmes and mentoring programmes are valuable routes to embedding a strong and positive company culture — helping, in turn, to maintain employee wellbeing and supporting a continued level of performance and investment in the port’s short and long term goals.

The rewards reaped have equal value for employers (who demonstrate positive company culture and strong leadership) and employees (who benefit from feeling supported at their workplaces). Additionally, these efforts can drive recruitment and retention efforts with existing and incoming workforces. For example, our 2023 Annual Review which surveyed 2,500 shoreside professionals, found that 54% of respondents said their employer could do more to achieve a diverse and inclusive workforce. This rightly sets the expectation firmly on industry leaders, with a growing impatience for decisive measures.

It is not solely a future workforce driving the need for change — our existing workforce is calling for improved workplace culture now.

FROM ABSTRACT TO TANGIBLE PROCESS
Every port needs a proactive safety culture. A safe workforce is motivated, engaged and takes responsibility for themselves and each other. Plus, accidents reduce rapidly when people are interdependent and communicate effectively.

The creation of this effective workplace culture begins with a systemic recording of demographic data. And, as anyone who has worked in data will tell you, understanding which factors to record, to what end, and how best to do so contributes massively to the actual quality of data gathered. Metrics such as demographic breakdowns, gender representation in leadership roles, pay equity, and anonymised employee feedback are all valuable factors in this process.

Data by itself, while useful, isn’t necessarily actionable; but data gathered with an understanding of agreed upon outcomes can lead to tangible, workable and measurable approaches and outcomes. Interpreting this information necessitates having the right knowledge and expertise on how best to approach a challenge and successfully achieve a solution.

Translating DEI data into workable programmes is perhaps the toughest challenge and is where benchmarking comes in as a valuable tool. By comparing DEI metrics against industry standards, ports can identify gaps in their own development programmes and fix them. Anonymous surveys could be utilised to provide raw data and benchmarking activities can then act as a roadmap for developing programmes to address specific needs, whether that’s uncovering failures in safety procedures or increasing inclusivity in specific teams.

Our shared goal is the success of our sector. Diverse teams bring varied perspectives, enhanced problem-solving and foster innovation, all of which can enhance operational safety. Initiatives that promote understanding, respect, and collaboration among diverse teams directly contribute to safer, more effective operations. In a port environment where close collaboration and quick decision-making are essential, the ability to work cohesively is paramount — and data-driven DEI initiatives is how we get there.