IMPACTFUL WOMEN Examining Opportunities and Constraints for Women in Mining Organizations Worldwide Prepared by ENSOME, in collaboration with Copenhagen Social Disclaimer This work is a product of the staff of The World Bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy, completeness, or currency of the data included in this work and does not assume responsibility for any errors, omissions, or discrepancies in the information, or liability with respect to the use of or failure to use the information, methods, processes, or conclusions set forth. 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Design: BitterSweet Creative Photo Credits Front Page, Left — “Becoming an inspiration to other young women that it is possible to work in the mines as a woman”, Nonkululeko Dire, Explosives Engineer, South Africa IWiM Photo Competition 2007, all rights reserved Front Page, Bottom Right — HSE women representatives leading a 5k- Health Day walk in a copper mine located in Cusco, Peru at 4,100 masl. IWiM Photo Competition 2017, all rights reserved Front Page, Top Right — Natasha Nagyugalek, Agnico Eagle, Canada, 2015 IWiM Photo Campaign, all rights reserved All Photography — IWiM Photo Competition 2007, all rights reserved IMPACTFUL WOMEN Examining Opportunities and Constraints for Women in Mining Organizations Worldwide Table of Contents Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 06 Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 08 Methodology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 WIM Organizations | Structure and Purpose. . . . . . . . . . . . . . . . . . . . . . . . 14 Founding a WIM Organization . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Joining a WIM Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Members of WIM Organizations . . . . . . . . . . . . . . . . . . . . . . . . . 21 Focusing on WIM Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . 28 WIM Organizations | Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Funding. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Projects and Initiatives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Successes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Impact of COVID-19 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 WIM Organizations | Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Afterword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Annex 1. Bibliography. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Annex 2. WIM Organizations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Annex 3. Participation by Country . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Annex 4. Interview guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Annex 5. Online survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Annex 6. Research team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 02 Figures FIGURE 1: WIM Organizations | Sample Distribution . . . . . . . . . . . . . . . . 11 FIGURE 2: WIM Organizations | Foundation Date . . . . . . . . . . . . . . . . . 15 FIGURE 3: WIM Organizations | Executive Committee Governance. . . . . . . . 17 FIGURE 4: WIM Organization Membership | Recruitment . . . . . . . . . . . . . 18 FIGURE 5: WIM Organization Membership | Incentives for Joining . . . . . . . . 19 FIGURE 6: WIM Organization Membership | Professional Sectors . . . . . . . . . 22 FIGURE 7: WIM Organization Membership | Position and Seniority. . . . . . . . 23 FIGURE 8: WIM Organization Membership | Education Background . . . . . . . . 24 FIGURE 9: WIM Organization Membership | Active Involvement . . . . . . . . . . 25 FIGURE 10: WIM Organization Membership | Barriers to Volunteering. . . . . . 26 FIGURE 11: Women in Mining | Challenges. . . . . . . . . . . . . . . . . . . . . 29 FIGURE 12: Women in Mining | Addressing Main Challenges. . . . . . . . . . . 30 FIGURE 13: Women in Mining | Recommendations . . . . . . . . . . . . . . . . . 31 FIGURE 14: WIM Organizations | Funding Sources . . . . . . . . . . . . . . . . 33 FIGURE 15: WIM Organizations | COVID-19 Challenges. . . . . . . . . . . . . . 40 FIGURE 16: WIM Organizations | COVID-19 Opportunities. . . . . . . . . . . . . 41 03 Acronyms and Abbreviations ACEMP Africa Centre for Energy and Mineral Policy AFEMET Association des Femmes du Secteur Minier ou en Entreprise du Togo AFEMIB Association des Femmes du Secteur Minier du Burkina AFEMIC Association des Femmes du Secteur Minier du Cameroun AFESMIB Association des Femmes du Secteur Minier du Bénin AFESMICA Association des Femmes du Secteur Minier de Centrafrique AFSIEN Association des Femmes du Secteur des Industries Extractives du Niger AWEIK Association of Women in Energy and Extractives in Kenya AWIMA Association of Women in Mining in Africa AZWIM Association for Zambian Women in Mining COVID-19 Coronavirus Disease 2019 DIWATA Women in Resource Development DRC Democratic Republic of Congo FEMICI Réseau des Femmes du Secteur Minier de Côte d’Ivoire GBV Gender-Based Violence GWMO Guyana Women Miners Organization Hrs Hours IWiM International Women in Mining MAWIMA Women in Mining Malawi NGO Non-Governmental Organization USA United States of America WIAMO Rwanda Rwanda Women In/And Mining Organization WIM Women in Mining WIM Bolivia Women in Mining Bolivia WIM Canada Women in Mining Canada 04 WIM Chile Women in Mining Chile WIM Colombia Women in Mining Colombia WIM Finland Women in Mining Finland WIM Ghana Women in Mining Ghana WIM Guinée Women in Mining Guinée WIM Mongolia Women in Mining Mongolia WIM Peru Women in Mining Peru WIM DRC Women in Mining DRC WIM Sénégal Women in Mining Senegal WIM USA Women in Mining USA WIMAN Women in Mining Association of Namibia WIMAR SG Women in Mining and Resources Singapore WIMARQ Women in Mining and Resources Queensland WiME Indonesia Women in Mining & Energy Indonesia WIMIN Women in Mining Nigeria WIMSA Women in Mining South Africa 05 Foreword When it comes to gender equality, the mining sector has a tremendously wide gap to close. Disparities between women and men persist in all levels of leadership, economic opportunities, and the enjoyment of the socio-economic benefits the sector provides. The female labor force participation rate in industrial mining sector is persistently low across the world with women typically receiving on average 40 percent less than their male counterparts. In artisanal and small-scale mining, women remain in jobs that are paid and valued less than the jobs men tend to do. Further, women’s participation in decision-making is minimal. Data from 2015 shows that female representation on the boards of the top 500 global listed companies is just five percent. WIM (Women in Mining) organizations can, and do, play a pivotal role in helping narrow these gaps: they connect women with mentors; they share information about job vacancies; or they provide trainings on a number of topics to build capacity and they engage with their local communities. Members of WIM organizations also inspire women in other countries to join or establish their own WIM organizations, scaling up the impact of WIM organizations globally. Particularly in the climate of an increased private sector commitment to diversity and inclusion, WIM organizations are an existing resource that can be used to influence transformative change. Despite their accomplishments to date, several obstacles prevent WIM organizations from reaching new heights. As our research here shows, the volunteer-run model of most WIM organizations, coupled with severe budget constraints and women’s time poverty, impedes their scale of impacts. The COVID-19 pandemic has only further amplified these constraints. Research from other associative sectors suggest that overcoming these organizational obstacles could facilitate greater impact by WIM organizations. “ By highlighting and exploring some of the most significant opportunities and challenges facing WIM organizations, Impactful Women: Examining Opportunities and Constraints for Women in Mining Organizations Worldwide is an important step in the development of data-driven solutions for the benefit of all women in mining.  emetrios Papathanasiou, Global Director —D ” for Energy and Extractives, The World Bank Missouri University of Science and Technology Women’s Mucking (Intercollegiate Mining Games) team performs the “good-luck headbutt”, by gathering together and knocking their hard hats together before competing in the handsteel event. The ladies went on the take 1st place in that event, and 1st place over all at the 38th Annual Mining Games in Butte Montana. The women won because of months of hard training and dedicated teamwork. Submitted by: Nichole Wescott, USA 06 IWiM Photo Competition 2007, all rights reserved “ Impactful Women: Examining WIM organizations are now Opportunities and Constraints successfully supporting and for Women in Mining Organizations representing women in every Worldwide , shines a light on the leading mining jurisdiction and inner-workings of WIM organizations in over two-dozen countries using data many emerging economies. compiled from quantitative surveys This was achieved through as well as qualitative interviews. hard work, perseverance and The findings presented in this a shared sense of purpose, report provide governments, donors, proving how much can be international organizations, industry achieved – often with little – leaders and other stakeholders when women come together to ” with a rich data-set to build and achieve for the common good. leverage capacity building efforts for women-led mining organizations B arbara Dischinger, Director, IWiM — across the globe. The research supports the World Bank’s commitment to gender equality, namely through the operationalization of its FY2016-2023 Gender Strategy on Gender Equality, Poverty Reduction and Inclusive Growth. From the perspective of IWiM, the purpose and value of this research is to enable and optimize collaboration among and with WIM organizations. The findings from this report, and their accompanying data sets, are for any stakeholder’s use. Other types of women’s organizations may also find the data useful, as they show that volunteer-run women’s organizations are difficult to scale-up when their member base have caregiving and employment responsibilities. The findings are also useful for other types of professional women’s organizations that may face similar operational challenges to WIM organizations. Most clearly, the data reveal that WIM organizations—despite unique local contexts and challenges—face similar constraints and can therefore benefit from greater peer-to-peer learning. With sufficient data, a range of partners can better identify entry points to support and engage with WIM organizations; and mutually increase impact in achieving gender equality in the mining sector. By highlighting and exploring some of the most significant opportunities and challenges facing WIM organizations, Impactful Women: Examining Opportunities and Constraints for Women in Mining Organizations Worldwide is an important step in the development of data-driven solutions for the benefit of all women in mining. 07 Executive Summary In every mining region across the globe, there are a multitude of entities primarily focused on progressing the interests of women in mining. At the national level, the most notable interest group is that of Women in Mining (WIM) organizations. Although WIM organizations share a common vision, their objectives and forms vary. WIM organizations generally evolve organically and are structured, managed, and financed in accordance with their membership composition, location, context, and purpose. Most are independent but welcome coordination and joint initiatives while others are organized under the umbrella of an industry association or a business. In a single country, several WIM organizations may exist that are or aren’t linked to one another, or there may be only one WIM organization in the whole country, both instances occur. As our research findings show, regardless of the form, the number of WIM organizations has been steadily increasing over the last decade. WIM organizations take a very inclusive view of the definition of “women in mining,” encompassing all women working in, around, or with the mining sector. This may include professionals in the industrial or large-scale mining (LSM) sector, owners and operators of artisanal and small-scale mining (ASM) operations, professionals supporting sectors including technical and professional services, regulators and government officials, academics or representatives of civil society organizations and movements, particularly those impacted by mining. Despite their existence in some jurisdictions for several decades now, little information on the inner-workings of WIM organizations exists. More widely, the reality of women in mining remains under-studied and often misunderstood: addressing this global data gap about women in mining, and the organizations representing and supporting them, is essential to shape solutions based on sound information and the voices of women on the ground. The World Bank and International Women in Mining (IWiM), both concerned with gender equality in extractives, have partnered on pioneering research to that end. This research assesses WIM organizations’ structures and purpose, their operations, and the opportunities arising for them in a climate of increased commitment to diversity and inclusion. A total of 33 WIM organizations participated in the mixed-methods study. One of the main findings of the research is that globally, members of WIM organizations view the lack of women’s participation in decision-making, women’s limited access to leadership positions, and inadequate workplace safety—including gender-based violence and sexual harassment—as the most critical challenges facing women in the mining sector. The data also indicate that while WIM organizations are making efforts to address these challenges, they face a number 08 Gilda Homo Munguambe, Project officer, facilitating a community training on a rural area affected by mining in Mozambique. The aim of the program is to organize and empower the community to monitor the impacts of mining activity. This picture demonstrates the power of leadership to influence and help many women, men and youth in demanding their rights with knowledge about the extractive industry. IWiM Photo Competition 2007, all rights reserved of operational challenges that hinder their capacity to advance their goals. These operational challenges, which may also be relevant for other types of women’s professional groups, include their limited access to funding, the complexity of managing volunteer-reliant organizations, and the need for increased and improved communication. Overall, research findings point to the instrumental role played by individual, female leadership in founding and sustaining WIM organizations and affirm that their primary purpose is to make women’s voices heard—both within the industry and at political level. Notably, the successes of WIM organizations to date hinge on outreach and recognition: these are the foundation for WIM organizations to seize new opportunities arising primarily from wider, innovative collaboration options, to achieve effective outcomes for women in mining. Increased collaboration and cohesion among WIM organizations in particular is essential to realize the common vision of transformative change in mining. 09 Methodology 10 The research used a mixed methods approach, including a desktop study, a quantitative survey, and individual qualitative interviews. The quantitative survey was administered to members and volunteers of WIM organizations. Qualitative one-hour interviews were conducted with leaders of WIM organizations. The non-probabilistic 1 sample of WIM organizations targeted was derived from an initial list of 64 organizations, to which the following selection criteria were applied, as agreed by the World Bank and IWiM: • O  rganizations operating for at least one year by January 2020 with a preference for incorporated or registered organizations • National or highest representability WIM organization in countries where several exist • Organizations located in Spanish- , English-, or French-speaking countries FIGURE 1: WIM ORGANIZATIONS | SAMPLE DISTRIBUTION WIM organization members survey Interviews with WiM Leaders 11% 11% 21% N = 184 WIM 21% 28 WIM organization members, organizations 31 WIM organizations 54% 54% 54% 14% 14% Africa Asia Latin America Australia, Canada, Finland, and USA 1 Non-probabilistic samples are of great value, as they manage to obtain the cases (people, objects, contexts, situations) that interest the  researcher and that come to offer a great richness for the collection and analysis of the data. This analysis focuses primarily on describing 11 researched characteristics, showing possible relationships or trends. Hernández Sampieri et al. (2014) The sample targeted 36 national WIM organizations and 2 regional WIM organizations. 33 of these, including one regional organization and mostly from Africa, Asia, and Latin America, participated in the study. One hundred and eighty-four 2 members and volunteers from 31 WIM organizations responded to the survey. Ninety-five percent of WIM organization members surveyed were women, 5 percent were men. Female leaders of 28 WIM organizations (27 nationals and one regional) participated in qualitative interviews in English, Spanish, and French. The sample of WIM organizations does not aim to provide a comprehensive overview of the WIM movement, nor does it fully capture the experience and influence of many established organizations in leading mining jurisdictions. Women in mining are global and varied, existing in every cultural, social and political context and embracing the entire mining sector, from automated mega-mines to artisanal operations and every service, supply, regulatory or corporate function. Information included in several reports (oriented to other objectives 3 provided insights to the research team to develop main tools 4 for this study and a preliminary understanding on the main barriers and challenges that women organizations face. 2 A representative from IWiM asked WIM organizations sampled to share the online survey link with 15 members and volunteers. The survey remained online for 6 weeks (from October 19 to November 25, 2020), however not all WIM organizations completed 15 surveys. 3 Not targeted to analyze WIM organizational structures and effectiveness, and specially focused on ASM. 12 4 A semi structured Interview guide and a structured survey. Martabe Gold Mine, Batangtoru, North Sumatra, Indonesia, 2017. The Resource Development team comprises more than 50% female who have overcome cultural sensitivities to achieve gender diversity in their workplace. Developed individually and as a team, they have become exemplary professionals in the mining industry. 13 IWiM Photo Competition 2007, all rights reserved WIM ORGANIZATIONS Structure and Purpose 14 Founding a WIM Organization The emergence of WIM organizations is accelerating The oldest organization in the sample is Women in gender equality in their national or local context. This Mining USA, dating back to 1972. Other organizations combination of factors may explain the recent increase were set up between 2000 and 2020, with most of in the number of WIM organizations globally. them after 2010 particularly in emerging economies. Common to most of the interviewed organizations The creation of WIM organizations is often inspired by is the presence of one champion woman who led the the success and experience of peer organizations in process and showed leadership during the creation other countries, facilitated by increased visibility and of the organization. In some cases, women from connections through social media and meetings among relevant ministries or women coming from WIM WIM leaders at events or through industry initiatives; organizations in other countries were involved, this coincides with women’s willingness to take an though most often WIM organizations were founded active role in shaping the mining sector in which they on the initiative of women in high positions in the work, form support networks, and/or advocate for mining industry. FIGURE 2: WIM ORGANIZATIONS | FOUNDATION DATE 85% 15% 37% 2016 - 2019 of the interviewed national N = 27 WIM 2010 - 2015 Organizations WiM organizations were Before 2010 founded since 2010 48% Africa, N = 14 75% 67% 67% Asia, N = 4 57% Latin America, N = 6 33% 33% 29% 25% Australia, Canada, Finland, and USA, N = 3 14% 2016 - 2019 2010 - 2015 Before 2010 Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 15 Interviews showed that foundation of WIM Other reasons included: organizations generally conforms to one of three scenarios: • C  reating visibility of women and increasing their participation in mining (29%) • O  ne or several women create the organization to meet their need for representation in the mining industry • I mproving and supporting access to leadership positions (19%) • O  ne or several women create the organization to make a change in the industry by increasing • I mproving health and safety for women’s representation and advocacy women in the industry (11%) • I ndustry or government institutions create • I mproving conditions for local the organization on behalf of women in mining. mining communities (11%) Of the WIM leaders interviewed, 13 of the 27 cited The overwhelming majority of the 27 WIM as the main reason for founding WIM organizations organizations interviewed were formally registered in their intention to make women’s voices heard—both their countries, demonstrating a significant evolution within the industry and at the political level. Low on this point from previous analyses. Only WIM representation of women in influential positions Bolivia, founded in 2019, had yet to register. in the mining industry creates a need for women to join forces to advocate for gender equality and equal participation, with many founders of WIM organizations stirred into action by slow or limited progress. In IWiM’s experience, these motivations also encompass networking, for women to support and learn from one another and to harness collective inspiration to boost their individual initiative. WIM organizations demonstrate a strong governance track-record Eighty-two percent of WIM organizations elect their leadership experience from the professional work of executive functions through a general assembly, with their members or through the previous participation the remaining percentage voting through a board as leaders in other organizations. or having no elections whatsoever. In most cases, elections take place every two or three years, with WIM leaders interviewed indicated very similar the exception of two WIM organizations in Africa objectives for their organizations. The mandate of that hold elections every five years. these WIM organizations can be divided under three main areas: promoting women’s participation in The number of people in the elected committees the sector, collaboration for capacity building, and vary from three (minimum) to 24 (maximum), with advocating for improved conditions in the sector. 5 an average of 10 people. All WIM organizations which democratically elect their executives have bylaws. Most WIM organization executive committees have 5 The topics cited are extensive: inclusion of women at highest political levels, environmental degradation, health and safety, access to finance, land and 16 mineral rights, responsible mining and elimination of child labor, ending of violence against women, gender diversity in mining, promotion of the mining sector among girls in the education system, female entrepreneurship related to the sector, life-work balance, and empowerment of women in vulnerable conditions. FIGURE 3: WIM ORGANIZATIONS | EXECUTIVE COMMITTEE GOVERNANCE 7% 11% No elections or democratic process N = 27 WIM Elected by a board organizations By General Assembly 82% Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 Consequently, most WIM organizations have multi-year plans with common goals such as: • Attract funding • I ncrease outreach to communities and artisanal women miners •  G row the membership base of the organization • S trengthen partnerships with technical • E  stablish WIM sub organizations with and financial institutions local presence • S trengthen cooperation among  • I ncrease visibility through e.g., mining sector WIM organizations magazines and communication platforms • P  romote women in leadership positions • A  dvocate for improved public policies and female entrepreneurship on mining and gender • P rofessionalize the WIM organization • A  dvocate in education institutions for the participation of more girls in the mining sector 17 Joining a WIM Organization A majority of WIM organization members join at a member’s invitation This shows the strong social network influence at the heart of WIM organizations. It also confirms why none of the WIM organizations demonstrate particularly strategic recruitment processes. In effect, WIM organizations’ growth appears to be quite organic. Overall, WIM organizations share information on their social media platforms, aiming to attract other women. Most women become members by person-to-person contact. The organizations reach out to the private sector, governmental associations and ministries as a means to create awareness, which offers significant opportunities for valuable collaborations in support of WIM organization’s agenda and impact. FIGURE 4: WIM ORGANIZATION MEMBERSHIP | RECRUITMENT 52% — Through other members, invitation, or encouragement 15% — Through an event or activity 13% — Through social media or the organization’s webpage 11% — Through the company or organization they work for 7% — Founding member 2% — Through a government institution Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 18 Women join a WIM organization to help themselves and other women These two complementary reasons drive WIM organization membership. Sixty-seven percent of WIM organization members surveyed were motivated to join the organization to “help other women in the mining sector” 6 with “networking” and “empowering themselves” also key incentives as more than 45 percent of WIM organization members selected both categories. FIGURE 5: WIM ORGANIZATION MEMBERSHIP | INCENTIVES FOR JOINING Incentives for members to join a WiM N = 184 orangization members 67% 50% 46% 16% Access to A way to empower myself Networking A way to help key information and overcome the challenges other women in we face in the sector the mining sector Regional incentives for members to join a WiM 12% 29% 17% 10% Access to key information 43% 71% 40% 59% A way to empower myself and overcome the challenges we face in the sector 56% 51% 35% 35% Networking A way to help other women 71% 66% 71% 67% in the mining sector Africa Asia Latin America Australia, Canada, N = 100 N = 17 N = 50 Finland, and USA N = 17 Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 6  81% of women members were motivated by wanting to help other women in the mining sector, as they recognize that their “ workplaces lack of gender balance compared with a 60% of men that have selected the same category” 19 HSE women representatives leading a 5k- Health Day walk in a copper mine located in Cusco, Peru at 4,100 masl. IWiM Photo Competition 2007, all rights reserved WIM organization members surveyed identified other membership benefits, including the following: • 76 percent of WIM organization members surveyed consider “access to events or workshops related to the sector” a benefit. • 6  1 percent mentioned that “access to training opportunities” is a benefit, with special focus from WIM organizations members in Africa (74 percent) and Asia (65 percent). • 5  9 percent selected “access to networking” as a benefit, with 82 percent of WIM organization members in Asia selecting it in comparison to only 58 percent in Africa and 50 percent in Latin America; although the research does not explore the causes of these differences, they may in fact relate to cultural perceptions around the term and concept of networking, and/or the industrial focus of various WIM organizations, with different needs for professional women in LSM and female entrepreneurs or operators in ASM: this aspect could be the topic of further investigations. • 4 6 percent chose “information or link to job opportunities” as a benefit. 20 Members of WIM Organizations Of the participating WIM organizations, it was possible to collect membership data from 23 national WIM organizations. Analysis showed that these WIM organizations on average have 391 members, ranging between nine (minimum) and 3,000 (maximum) members. Though mostly women, some WIM organizations have incorporated men into their membership. Out of nine WIM organizations that stated having male membership, their participation varied from one percent to 55 percent, with an average of 15 percent. 7 Just under half of WIM organization members are employed in LSM Members of WIM organizations belong to one or It is also highly reflective of the professional more subsectors within the mining industry. context in which WIM organizations are founded and operate. WIM organizations close to large- Forty-seven percent of WIM organization members scale industrial operations will generally bring surveyed are involved in large-scale mining and just together women heavily involved in these, including 17 percent participate in artisanal mining (especially as suppliers and service providers. In corporate in Africa). Twenty-five percent of WIM organization centers, WIM organization membership will reflect members in Africa work in government institutions, this with professional services and corporate and compared with other regions where the average ranges finance functions generally linked to headquarters. between 8 percent and 12 percent in this category. It is therefore acknowledged that the data WIM organization membership is linked to the presented herein corresponds to the WIM institutional context: with many WIM organizations organizations examined, but not the entire mining in Africa directly or informally mandated by public sector nor all WIM organizations worldwide. authorities, it stands to reason that there would be more significant involvement of government institutions in their membership. 7 It should be noted that most of the organizations had very few men among their members, and that few organizations with high male participation are  distorting the average percentage. This is for example the case with the WIM organization in Rwanda which is not member-based but advocacy-based, consisting of nine people three of which are male. Another case is the WIM organization in Nigeria which started out with more than 70 percent of their members being women,but in 2020 had 55 percent male members. WIM RDC and WIM Colombia have a male membership of 15 percent, whereas the 21 rest of the organizations have 1-5 percent male members. FIGURE 6: WIM ORGANIZATION MEMBERSHIP | PROFESSIONAL SECTORS N = 184 WIM organization members AUSTRALIA, CANADA, LATIN FINLAND, WIM ORGANIZATIONS GLOBAL AFRICA ASIA AMERICA & USA Artisanal mining 17% 29% 0% 4% 0% Small-Scale mining 15% 16% 6% 14% 18% Large-Scale mining (LSM) 47% 43% 53% 52% 53% NGO related to the sector 20% 26% 24% 12% 6% Government institution 18% 25% 12% 8% 12% Education/Academia/Teaching 11% 11% 6% 10% 18% Service providers 22% 21% 18% 24% 29% (legal, procurement, engineering, IT etc.) Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 Thirty-two percent of WIM organization members It should be noted that members of WIM organizations surveyed are professionals or specialists in areas focusing on ASM tend not to participate in surveys such as geology, environment, engineering, health and consultations such as this one, and may be and safety, and 26 percent hold a leadership position under-represented. in the sector (executive, manager, supervisor). In terms of level of seniority, 70 percent of WIM WIM organization members surveyed from Africa are organization members surveyed have been involved in less represented in leadership positions (19 percent) the mining sector for more than five years, 23 percent than those in Asia (24 percent), Latin America (30 have been involved between one and five years percent) and countries such as Canada, Australia, and only seven percent have less than one year’s USA, and Finland (41 percent). However, in the experience in the sector. Countries such as Australia, sample surveyed WIM organizations in Africa rank Canada, Finland, and USA have a higher proportion of highest in the professional/specialist role category WIM organization members surveyed involved in the with 36 percent. mining sector for more than five years (88 percent), followed by Latin America (72 percent), Africa (67 percent), and Asia (59 percent). 22 FIGURE 7: WIM ORGANIZATION MEMBERSHIP | POSITION AND SENIORITY Africa Asia Latin America Australia, Canada, N = 100 N = 17 N = 50 Finland, and USA N = 17 3% 6% Student 6% 6% 4% Seeking Employment 8% 11% 6% Business Owner 16% 12% 19% Leadership Position 35% (executive, manager, supervisor) 30% 47% Professional or Specialist role 36% 24% (geologist, environment, engineer, 28% health & safety, etc.) 29% 2% Technician or Trades Worker 2% 7% Laborer 6% Machine Operation or Driver 4% 6% 9% 12% Administrative 4% 6% Additional Support Services 6% (research and implementation) 2% 3% Volunteering / Founding Member 6% 41% 36% 30% 26% 29% 24% 19% 12% Africa Asia Latin America Australia, Canada, N = 98 N = 13 N = 13 Finland, and USA N = 13 Women in leadership positions Women Professionals / Specialist roles Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 23 A significant majority of WIM organization members have received university or post graduate education Fifty-one percent of WIM organization members that vocational education in these countries is surveyed have a university degree, and 38 percent highly profiled and that women from this group have have also a post-graduate certificate. higher attainments in technical vocational education that are used in the mining sector. Another aspect Approximately eight percent are included in the could be that these women are working in highly “vocational qualification” category, all membersof industrialized mining companies with a strong degree WIM organizations established in Australia, USA, of people with vocational qualification. Finally, there and Finland. Only a small proportion of members has is a possibility that quality vocational education is a degree in core mining skills or STEM apart from simply not offered in the other countries considered, those in Australia, USA, and Finland.This may reflect particularly in emerging economies. FIGURE 8: WIM ORGANIZATION MEMBERSHIP | EDUCATION BACKGROUND Member’s Educational Background N = 184 51% 38% 8% 2% 1% 2% Less than Primary Secondary Vocational University Post Primary Education Education Education Qualification Graduate Graduate Member’s Professional Carriers by Economy N = 177 (88.5%) 2% 6% 6% 6% 6% International Business / 6% 9% 12% Economy / Tourism / 21% 6% Commerce 22% 24% 35% Arts & Humanities 30% Social & Legal Sciences 29% 60% Engineering 47% 32% 29% Sciences & Technology 11% Africa Asia Latin America Australia, Canada, N = 96 N = 17 N = 47 Finland, and USA N = 17 Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 24 FIGURE 9: WIM ORGANIZATION MEMBERSHIP | ACTIVE INVOLVEMENT Participation in WiM Activities N = 142 23% 66% 60% 61% N = 184 39% 77% 31% 1% Active Members Communication Organization Fundraising Project Networking Inactive Recruitment & Social Media Management Implementation and/or Events Regional Participation in WiM Activities 43% Members Recruitment 1% 86% Communication & Social Media 40% 56% 70% 71% Organization Management 56% 32% 28% Fundraising 25% 24% 71% 70% 56% 21% 35% Project Implementation 67% 69% 86% 59% Networking and/or Events Africa Asia Latin America Australia, Canada, N = 90 N = 16 N = 29 Finland, and USA N=7 Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 Surveyed members are predominantly active in their WIM organization Seventy-seven percent of WIM organization their level of activity in the COVID-19 context and members surveyed volunteer for their WIM individual motivation of volunteers. Just 31 percent organization, with their main activities being of WIM organization volunteers surveyed are networking and events, project implementation and involved in fundraising activities, with a significant organizational management. Notable differences difference between countries such as Australia, between countries, particularly concerning Canada, Finland, and USA, where this activity rates involvement in project implementation, may be highly, and WIM organizations in Africa, Asia, and due to the maturity of the various organizations Latin America. Member recruitment is generally left (projects requiring recognition and commitment to all members’ ambassadorship and initiative, as from partners, which often take years to achieve), explained above. 25 WIM organization volunteers struggle to be as available as they would like WIM organization members volunteer to contribute organizations to achieve their purpose, is integral to their skills and experience to their WIM organization organizations’ operational, growth and recognition with the intention to facilitate change in the mining challenges and poses a threat to goal setting, sector, but also to learn new skills and network in initiative delivery and effectiveness of outcomes. more than 45 percent of cases. Lack of time due to work responsibilities is the Sixty-two percent (88/142) of WIM organization main barrier to volunteering, with 46 percent of volunteers surveyed consider that there are barriers volunteers being available to their WIM organization that prevent them from getting more involved in between one and three hours per week at most. their organization’s work. This, combined with the overwhelming reliance on volunteering for WIM FIGURE 10: WIM ORGANIZATION MEMBERSHIP | BARRIERS TO VOLUNTEERING Insecurity 2% COVID related 22% Not receiving enough praise or recognition and/or public profile 2% My perspectives are not taken on board 2% Function/Task given is not the role I had chosen 5% Need help & resources 50% Waiting for input/feedback from other team members or leadership 17% Lack of motivation/I don’t feel fully connected 5% with the mission or results to day Lack of time due to work responsibilities 64% Unavailable due to family and/or caring duties 19% N = 88 WIM organization volunteers 26 FIGURE 10: CONTINUED Africa Asia Latin America Australia, Canada, N = 66 N=4 N = 15 Finland, and USA N=3 2% Insecurity 7% 23% COVID relation 20% 33% 3% Not receiving enough praise or recognition and/or public profile 3% My perspectives are not taken on board 3% Function / Task given is not the role I had chosen 13% 61% 75% 75% Need help & resources 7% 17% Waiting for input / feedback from other 25% team members or leadership 20% 3% Lack of motivation / I don’t feel fully connected 25% with the mission or results to date 7% 59% 50% Lack of time due to work responsibilities 80% 100% 18% Unavailable due to family and/or caring duties 13% 100% Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 27 Focusing on WIM Challenges To fully appreciate the roles of WIM organizations play in supporting women working in the mining industry, the research established an understanding of the challenges facing women in the sector by requesting WIM organization members to identify three key challenges (in order of relevance) women face in mining. The primary challenge for WIM is The third challenge for WIM is participation in decision making workplace safety including GBV Forty-two percent of WIM organization members Although almost every category appears in the surveyed mentioned “improve access and selection of third most significant challenge facing participation in decision making” as the primary women in mining, workplace safety including GBV challenge faced by women in the sector, while 28 is the highest ranked globally (21 percent), with percent mentioned “access to leadership positions.” Africa (24 percent) and Latin America (22 percent) leading the ranking here. Again, this aligns with The issue of access and participation in decision- rankings for second challenge. making ranked highest in Africa (55 percent) and Asia (41 percent), with only 24 percent ranking it first in Latin America and Australia, Canada, Finland, and USA. Access to leadership ranked WIM organizations are highest in Asia (47 percent) and Latin America addressing WIM challenges (34 percent), with less than 25 percent ranking it first in other regions. According to survey results, one of the main ways to address women’s challenges in the mining sector is by promoting members’ engagement in WIM organizations’ own decision making and policy The second challenge for WIM is positions. Promoting networking and job opportunities access to leadership positions and facilitating access to information on rights and opportunities for women in the mining sector, are Unsurprisingly considering the ranking above, effective ways to address such challenges, including “access to leadership” positions ranked highest workplace safety concerns and GBV. (32 percent) as the second most pressing challenge to women’s career in mining, scoring highest in Asia (53 percent) and Africa (33 percent), while 20 percent selected “equal access to job opportunities” as the second main challenge they face. Significantly, “workplace safety including gender- based violence (GBV)” scored highly as secondary challenge in Asia (29 percent) and slightly less so in Africa (15 percent) and Latin America (12 percent). 28 FIGURE 11: WOMEN IN MINING | CHALLENGES N = 184 WIM organization members Improve Access and 42% 2% Participation in Decision Making Access to Leadership Positions 28% 32% 14% Legalization / Licenses 11% 3% 3% Equal Pay 4% 12% 12% Equal Access to Job Opportunities 5% 20% 14% Workplace Safety including GBV 3% 14% 21% Access to Training Opportunities 1% 4% 5% Access to Credit Resources 2% 7% 10% Bringing Products to Market 1% 5% Not Enough Women Studying 3% 6% 15% Mining Related Degrees Empowering Women 1% 1% First Mention Second Mention Third Mention Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 29 FIGURE 12: WOMEN IN MINING | ADDRESSING MAIN CHALLENGES 1. Access and participation in decision-making N = 78 · Promote member’s engagement in the WIM organization’s decision making, policy development · Strengthen organizational leadership and apply ethical principles · Promote opportunities for advancement of women in the mining sector · Promote networking and job opportunities · Promote public and private partnerships and implement effective programs 2. Access to leadership positions N = 58 · Promoting networking and job opportunities · Promoting member’s engagement in the organizations decision making, policy development · Facilitating access to key information on rights and opportunities for women in the mining sector 3. Workplace safety including GBV N = 39 · Facilitate access to key information on rights and opportunities for women in the mining sector Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 30 WIM organizations identified ways to further support women in the mining sector WIM organization members were asked to provide recommendations as to how their organization could better address the challenges facing women in mining in their geography. Responses are influenced by the context and challenges identified as most pressing, but also by the perception of WIM organizations’ role among members and by other stakeholders. FIGURE 13: WOMEN IN MINING | RECOMMENDATIONS N = 184 WIM organization members AUSTRALIA, CANADA, LATIN FINLAND, GLOBAL AFRICA ASIA AMERICA & USA Promoting member’s engagement in the 53% 60% 59% 46% 24% organizations decision making, policy Promoting networking 43% 44% 47% 44% 35% Promoting strategic partnerships with government 55% 63% 65% 44% 35% Promoting strategic partnership with private sector 54% 62% 65% 44% 29% Promoting strategic partnership with 51% 56% 41% 48% 35% academic institutions Promoting job opportunities for women in the 61% 62% 35% 76% 41% mining sector Promoting opportunities for advancement 53% 58% 35% 42% 29% of women in the mining sector Facilitating access to key information on rights 49% 58% 35% 42% 29% and opportunities for women in the mining sector Implementing effective programs and 53% 57% 47% 52% 35% projects (fundraising) Strengthening organizational leadership and 47% 54% 41% 38% 35% applying ethical principles Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 31 WIM ORGANIZATIONS Operations 32 Funding Eighty-four percent of the 27 WIM WIM leaders interviewed indicated that private organizations interviewed charge funding received is generally earmarked for specific activities and cannot be used for general organization membership fees, including all WIM administration. It is important in this regard to note that organizations interviewed in Latin funding strategies vary by region and type of funding America, 86 percent of those in Africa, partner, significantly impacting funds application. and 75 percent of those in Asia. FIGURE 14: WIM ORGANIZATIONS | FUNDING SOURCES N = 25 WIM organizations 84% 36% 36% 28% 20% Funds Project Bid for Fundraising Membership Fees Application Development Pre-defined (from industry) Projects 36% 50% Funds Application 25% 33% 43% 25% Project Development 50% 29% 25% Bid for Pre-defined Projects 14% 50% Fundraising 25% 67% 86% 75% Membership Fees 100% 67% Africa Asia Latin America Australia, Canada, N = 14 N=4 N=4 Finland, and USA N=3 Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 33 Projects and Initiatives Project implementation is usually executed by volunteers and supervised by a member of the executive team. Larger WIM organizations have set up a number of thematic committees, responsible for developing and implementing activities and projects within their field. Few WIM organizations have the means to hire project managers or specialists to provide input to activities and member support. Only five of the 27 WIM leaders interviewed stated that their WIM organization had not yet initiated any projects. • T  raining and capacity building activities are • D  ata, research, and thought leadership initiatives undertaken by 13 of the WIM organizations are undertaken by six of the WIM organizations examined: members have access to a variety of examined: these concern women in mining’s training programs, often provided in cooperation working and living conditions, and are conducted with relevant training institutions, relating to in partnership with NGOs, public authorities mining, processing, administration and/or ASM or research institutions; in several cases formalization and responsible practices. WIM organizations issue publications (books) generating sales proceeds. • C  ommunity awareness programs are another focus for seven of the WIM organizations • M  entorship programs are conducted by five of examined, primarily in Africa and Asia: these the WIM organizations examined: women at focus on environmental impact mitigation, various levels of seniority are mentored, primarily gender equality, community leadership or exclusively by other women at more senior and digitalization and may be delivered in levels or with more sector experience; many more collaboration with mining companies, public WIM organization are planning to implement authorities, or NGOs. mentoring programs in the coming years and coordinating to learn from one another, share • S  tudent outreach initiatives are undertaken experiences, and fast-track these initiatives. by six of the WIM organizations examined: they include academic programs where WIM volunteers present the mining sector as a career option for young girls, as well as direct assistance programs allowing girls in remote areas to access technical training or scholarships to girls in mining-related studies. 34 Communications Outreach, visibility, and connections are essential to WIM organization’s purpose. As such communications are a strategic function, both supporting other initiatives and realizing key objectives in and of themselves. WIM organizations use a variety of tools to door” policy, and members are always welcome that end: to express concerns, suggestions, or proposals. Members may also use the organization’s common • O  nline communication services (80 percent) means of communication to raise concerns. Two including WhatsApp and Zoom WIM organizations in Latin America have more formal feedback mechanisms in place. WIM Chile •  E -mail (80 percent) has an ethics committee which can be used to raise issues, make proposals or suggestions which are then •  S ocial media networks (71 percent) brought to the organization’s board. WIM Peru has a direct telephone line, attended by a remunerated • F  ace to face meetings and gatherings (64 assistant that receives five to eight calls per percent), which remain important day from members. Though some indicated the use of online forums According to WIM leaders, their organizations where the organization can transmit information communicate directly with stakeholders via and receive questions or responses from members, e-mail, WhatsApp, and phone calls, whereas few most WIM organizations organize gatherings where organizations use Twitter. The majority of WIM they inform members of new activities, progress on organizations mentioned that most people in the initiatives, and organizational management updates. industry know each other, and direct communication In countries where use of online communication tools is more common. COVID-19 affected meetings with is difficult, WIM organizations have found other ways external stakeholders which shifted online. to contact their members. Some organizations are disseminating information through collaborations with national radio and/or television programs: examples include AFESMIB in Benin and AFESMICA in Central African Republic. This is common practice in Francophone Africa, where industry organizations including mining chambers regularly appear on radio and television to inform the population and dispel misconceptions about their industry. Seventy-six percent of WIM organization members surveyed express the wish to receive more information from their organization, primarily on employment opportunities, sponsorship, initiatives of the organization, and members’ concerns and challenges in the sector. Though most WIM organizations do not have a formal member feedback mechanism, WIM leaders interviewed indicated that they have an “open Rodalee Ofiaza, Philex Padcal Mine, Benguet, Philippines – October 2010 Briefing during the Mine Tour for one of the Mining 101 seminars for Non-Mining Professionals. For most participants, it is their first time in an underground mine. By taking them underground, they see for themselves that responsible mining is truly possible. IWiM Photo Competition 2007, all rights reserved 35 Challenges Three key challenges emerged from the qualitative interviews with WIM leaders: access to funding, management of volunteers, and communications. The COVID-19 pandemic posed particular challenges for WIM organizations, such as by limiting opportunities for in-person networking, and are discussed in a separate section hereunder. WIM organizations struggle agenda, volunteer commitment is difficult to generate and maintain. As detailed above, WIM organization volun- most with fundraising teers struggle to be as available as they would like and encounter barriers preventing them from getting more Half of the WIM organizations interviewed consider involved in their organization’s work, with lack of time due lack of funding the main challenge for WIM organiza- to work responsibilities as the primary obstacle. tions; this does tend to confirm previous analyses of WIM organizations’ challenges. One of the avenues explored by some WIM organizations to address both challenges at once is the delegation This impacts WIM organizations’ ability to hire of organizational functions (e.g., corporate, finance, or or contract strategic functions and invest in their communications) to sponsor-employed volunteers; for operations, organization, and visibility. Although much sponsors and WIM organizations, this is a contribution can and is being accomplished by WIM organizations in kind; for the volunteers, it allows allocation of some leveraging positive support, both financial and in kind, work time to their WIM commitment. from individuals, partners, and sponsors, availability of funding is essential for growth. To date, no revenue model has proven fully reliable for Communications are both WIM organizations juggling a mix of income sources and constraints. Membership growth, intrinsic to WIM strategic and difficult to sustain organizations’ mandate and outreach, requires striking Communication and information sharing remain a a balance between funding needs and membership challenge for WIM organizations, according to their affordability. Sponsorship arrangements with private leaders and the majority of members surveyed; this partners require management capacity to achieve is due primarily to a lack of organizational resources, suitable levels of transparency, and generally have with many WIM leaders indicating a need for full- fairly limited terms. Commercial revenue from events, time administrative and communication support. initiatives or publications may be viable provided they are correctly managed but requires a certain level of WIM organizations generally do not have a structured organizational maturity and credibility to be achieved. communication plan to share information with members and stakeholders, managing ad hoc communication bursts and an irregular flow of information. As a result, Relying solely or primarily 79 percent of WIM organization members surveyed express their wish to receive more information from on volunteers has its limits their WIM organization and lack of information about employment opportunities and events are cited as Many board members, executive team members, and hindering member recruitment and engagement in representatives of WIM organization work fulltime, several WIM organizations. Similarly, visibility and limiting their availability for voluntary positions. transparency are essential to fruitful relationships Almost half of the WIM organizations interviewed cite with external stakeholders, including public authorities, the ability to recruit, retain, and manage volunteers as a mining companies, and NGOs, with which WIM organiza- key challenge for WIM organizations. Despite significant tions sometimes struggle to maintain a connection. interest in WIM organization membership and the WIM 36 “Antes no dejaban trabajar a la mujer en interior mina. Había varias mujeres trabajando en el desmonte, pero no era permitido dentro de la mina. Ahora trabajan muchas mujeres en interior de la mina. Cada ano está aumentando” says Fortunata Jorge Callata, who lives by mining tin in Cerro Chorolque, a dormant volcano in southern Bolivia - one of the highest mining camps in the world. (2005). Submitted by: Peter Lowe IWiM Photo Competition 2017, all rights reserved 37 “Manganese ladies coming together to lead change”. Submitted by Ruth Menz, Mining Engineer, Tarkwa, Ghana IWiM Photo Competition 2017, all rights reserved Successes WIM organizations, including the 27 which participated in this study, have shown incredible dynamism over the last 10 to 15 years: to measure the effects of this increasing level of activity and visibility, it was integral to this research to understand how their founders, leaders and members assess progress for WIM organizations and the industry they set out to transform. It is also important to acknowledge, publicize, and celebrate WIM organization’ successes: this is both part of the WIM agenda focused on improving the position of women and the recognition of their outstanding contribution to the mining sector, and necessary to establish and maintain organizations’ own credibility as change drivers and partners. Finally, it is inspirational to women in mining everywhere, and in many cases accelerates peers’ decision to emulate well-received initiatives and/or WIM organizations in their country or region. The visibility of WIM organizations’ successes, in a climate of increased commitment to diversity and inclusion, also leads to two note-worthy consequences: • T  he WIM “universe” may now be perceived as a competitive space, both in terms of prominence and access to resources for WIM organizations: this is a frequent topic of discussion and sometimes a cause of distance between WIM organizations. • S  takeholder scrutiny of WIM organizations is increasing, creating new demands of WIM leaders in terms of transparency and of WIM organizations in terms of effectiveness of outcomes. 38 Successes of WIM organizations hinge on outreach and recognition Success factors and positive outcomes cited by the 27 WIM organizations interviewed include: • C  reating visibility and representation of women • F  ormalizing and helping women to work in the sector, for nearly half of them (12/27): legally in the sector is another success for increasing awareness and recognition of the WIM organizations (3/27): this also counts for WIM organization’s existence, agenda, and education, mentioned by WIM organizations, initiatives among all relevant stakeholders, in assisting girls in remote areas to enroll in formal their geography and beyond, is essential to the education, and providing support to girls enrolled achievement of strategic objectives as WIM for mining sector education. organizations aim to position as the “go-to” partner on matters relating to the mining • W  IM organizations (2/27) mentioned that they sector, gender equality, and employment. have created lasting improvement through mentorship programs where professionals are • B  ringing together women working in the sector is connected to young women pursuing a career one of the common successes mentioned by WIM in the sector, or women with the ambition of organizations (8/27): despite the lack of financial becoming a leader in the industry. means to directly support women, significant technical knowledge, professional experience, • W  IM organizations also mentioned their and moral support are shared among members; ability to establish lasting cooperation with WIM organizations’ role facilitating this makes other stakeholders as one of their successes, a difference for the individuals and for all particularly with other WIM organizations. women in mining. Among many examples of benefits to WIM organizations of their cooperation with • A  nother important success for WIM different stakeholders, WIM Chile has become a organizations (7/27) is achieving sufficient recruitment conduit for the mining industry due relevance to warrant their involvement in policy to their large network among women in mining, development: WIM organizations are involved proactively supporting attraction, and retention in a variety of consultation including round of women in the sector. table discussions organized by government authorities or industry, concerning mining policy in general and gender policy in particular; in Rwanda, WIAMO has successfully advocated for legislation on gender equality in mining resulting in a specific provision in the country’s mining act. 39 Impact of COVID-19 Eighty-three percent of WIM organization members believe that the pandemic is a significant challenge for WIM organizations, while 68 percent consider that it could lead to opportunities. FIGURE 15: WIM ORGANIZATIONS | COVID-19 CHALLENGES Global Average Africa Asia Latin America Australia, Canada, N = 153 N = 85 N = 14 N = 40 Finland, and USA N = 14 28% Meetings & Events, only virtually 26% · Less interfacing, inability to meet with members physically 29% · Limited access to internet for virtual activities or teleworking 18% 71% · Difficulties to work online most of the time Events & Activites, blocked and rescheduled 24% 32% · Less dialogue / communication 21% · Activities slowed down / cancelled 15% · Cancellation of events 7% · Programs impacted by operational difficulties Economy & Work in the sector affected 22% 22% · Movement restriction affecting members’ work 29% · Mine closures 25% · Job losses, higher unemployment, revenue loss · Heightened Inequality and poverty 20% Resilience & Adaptation 17% · Join efforts to work and adapt to change 7% · Women reinventing themselves 33% 21% · Need to find new opportunities 6% 4% 14% Unspecified 10% Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 40 FIGURE 16: WIM ORGANIZATIONS | COVID-19 OPPORTUNITIES Global Average Africa Asia Latin America Australia, Canada, N = 125 N = 71 N=8 N = 33 Finland, and USA N = 13 56% Using new communication tools 54% · Adopting new communication and work methods · Increased virtual training, learning and engagement 63% · Strengthening online work 49% · Meet more people all over the globe · Massive assistance to online assembly 85% 25% 25% Creating new strategies · Forced to become more innovative 25% · Rethinking current strategies 30% · Define new strategies and complementary ways to achieve goals 8% 11% Supporting each other 17% · Develop a spirit of solidarity · Carry out awareness activities · Join efforts, support each other and get more 3% involved in the fight · Influence the government to have more support 8% 8% 4% 13% Unspecified 18% Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 41 WIM ORGANIZATIONS Opportunities 42 Despite the challenges discussed above, WIM organization members and leaders are optimistic for their organization and more widely for the WIM movement. Two main development trends were emphasized. First, the growing interest in workplace equality, diversity, and inclusion, in mining and across all sectors, offers WIM organizations an opportunity to play a role in enhancing recruitment and retention of women in the mining workforce, positioning them as credible partners for industry and confirming their status as change agents. Second, sustained focus by other organizations, including international organizations, policy shapers, and industry associations, on gender in extractives (whether as a lever for economic and social development or as a strategic requirement for mining operations) creates an opportunity for WIM organizations to speak with authority and credibility on the topic, and play a more significant policy role. Opportunities for WIM organizations arise primarily from collaborations All WIM organizations cooperate with a variety of stakeholders to achieve their purpose, on longer-term collaborations often relating to funding and/or policy initiatives conducted with governmental or public authorities, but also shorter-term goals such as events often involving the mining industry. Of 27 WIM organizations interviewed: • 19 are joining forces regionally and continentally, for • 5 have joint initiatives with other industry example in West Africa (WIMOWA) and Africa (AWIMA) organizations, including chambers of commerce and mining chambers or associations • 16 are collaborating with national and international NGOs in environmental advocacy or protection of • 5 are collaborating with other women’s artisanal miners organizations, particularly in similar or relating industries • 15 are working with government organizations and/or relevant ministries including the ministry of mining • 4 are collaborating with academic institutions • 8 are cooperating with the private sector, • 2 are cooperating with embassies, particularly the mining industry, primarily particularly Australia and Canada around the organization of events There are different models of collaboration among WIM organizations In Latin America, in the absence (at the time of the In West Africa WIMOWA was created under the research) of a regional WIM organization, national WIM auspices of the West African Economic and Monetary organizations cooperate on a variety of initiatives in Union, UEMOA by its French acronym. Similarly, the an organic manner. This was to some extent facilitated continental organization AWIMA was established during by IWiM’s direct support in the foundation and growth a forum organized by the African Union Commission. of many of the Latin American WIM organizations. This may also partially explain the fact that in Latin There has also always been informal collaboration America WIM organizations, mostly relatively new, and information exchange among WIM organizations collaborate primarily among themselves whereas WIM around specific initiatives, projects, or publications. organizations in other regions have a more diverse This may be orchestrated by IWiM as global convener combination of partners. and/or at the initiative of one or more WIM organization. These are excellent opportunities to leverage the The particular role of regional and continental organi- strengths and outreach of a leading organization to the zations in Africa is to be noted, as is the role of public benefit of more women in mining. authorities in their foundation and mandate definition. 43 Maco, Compostela Valley, Philippines, 2017 A female civil engineer directs a young intern on precisely acquiring measurements on ground levelling and design to ensure a stable and secure tailings dam. 44 IWiM Photo Competition 2017, all rights reserved Conclusion The growing number of WIM organizations over the years has created an untapped resource that can be used to catalyze global transformative change in the mining sector. WIM organizations are clearly establishing themselves as experts, industry partners and role models for professional women’s networks. With diversity and inclusion as a core business goal for many industry stakeholders, tapping into WIM networks is key not only to satisfy the demand for skills, but also to advance gender equality. Governments and other stakeholders can also benefit from the expertise and unique ability of WIM organizations to connect with women in the sector. The data and research presented in this report can help shape strategies to build on the capacities of WIM organizations so that solutions are based on data and the voices of the women on the ground. Data on the common struggles faced by WIM organizations point to the need to better share tools, good practices and lessons learned across borders. This, in turn, could help reduce inefficiencies and allow WIM organizations to better achieve their objectives. Despite their own operational challenges, WIM organizations throughout the world continue to aim towards addressing obstacles faced by women working in the mining industry in their respective geography. They empower women in the mining sector through capacity building initiatives, they promote outreach activities to strengthen professional network for women in mining to be connected to, they advocate for gender equality and women’s voice and agency in the mining industry, and they collaborate among themselves for innovations. Today, efforts are already underway to translate the data and research into action, highlighting the power of data to deliver solutions based in evidence. 45 Afterword In March 2021, the World Bank hosted the Second Global Gender in Oil, Gas, and Mining Conference. The conference, under the theme, “Getting to Equal in a Changing World”, explored ways to enhance gender equality in the oil, gas and mining sectors. During the conference, the need for more and better gender-related data in the extractive sector was identified as one of the key priorities for partners, and the important role of WIM organizations in advancing the gender equality agenda in the extractives industry was widely discussed. At the end of the conference, the Extractives Unit of the World Bank made two pledges: 1. T  he Extractives Unit of the World Bank is committed to improving gender related data on oil, gas, and mining. 2. T  he Extractives Unit of the World Bank is committed to focusing on a global program to build organizational capacities or women in mining organizations. The results of this research will form the basis of the program’s design. In parallel with this research, in 2020 IWiM continued its support to WIM organizations and conversations with stakeholders globally. Many have long expressed the need for a conduit or coordinator to facilitate more consistent engagement with WIM organizations worldwide, which have themselves called for better coordination over the last few years. Following discussions among WIM organizations and with stakeholders including international organizations focusing on gender in extractives, IWiM launched the concept of a multilateral collaboration platform in June 2020. A consultation via a Founding Committee comprised of leaders of 15 WIM organizations to define its specific purpose, preliminary strategy and possible organizational models culminated in the International WIM Alliance which was launched in March 2021 at the inaugural Global WIM Summit convened by IWiM. The Alliance assembles WIM organizations worldwide to leverage collective strength in pursuit of gender equality; its purpose is to empower WIM organizations to lead transformation in mining towards gender equality. To that end, it aims to promote a strong, unified global WIM voice; improve global recognition of women in mining; and increase support for WIM organizations. The Alliance is constituted as a multi-lateral engagement platform among independent WIM organizations, implemented by a Secretariat hosted by IWiM under the guidance of a Steering Committee of WIM organization representatives. 46 “ This is indeed a defining moment for women in mining and WIM organizations. We will leverage our collective strength, creativity, expertise and resilience to change our own roles and the entire mining industry for improved diversity, governance and sustainability. Our ambitions are limitless, our determination is robust and our collective achievements will be inspiring. — Barbara Dischinger, Director, IWiM ” The Cerro Rico, a Bolivian mine in Potosi: There are no geologists or engineers who work in the mines. The ore is being mined by artisanal miners, who have years of passed down knowledge about the geology and engineering of the mines. The conditions in the mine are pretty dismal. There is dust everywhere which hurt my throat and eyes after the 3-hour tour. I was crawling on my hands and knees through the tunnels connecting the different levels. There is limited air ventilation to the lower levels, so it makes the lower levels of the mine hot and stale. When you enter the mine, it is splattered with lama blood. The miners sacrifice lamas every year to Pacha Mama for safety and fertility (more ore). Cassia Johnson Submitted by: Cassia Johnson, Canadian Geologist IWiM Photo Competition 2017, all rights reserved 47 Bibliography Campero, C., Rodríguez, A., Harris, L., Kunz, N. (2019). APEC Women’s Participation in the Mining Industry- APEC Policy Partnership on Women and the Economy. The University of British Columbia and Asia-Pa- cific Economic Cooperation Secretariat Eftimie, A., Heller, K., Strongman, J. (2009). Gender Dimensions of the Extractive Industries: Mining for Equity. The World Bank Group (WBG) Hernández-Sampiri, R., Fernández, C., Baptista, M. (2014). Investigation methodology. Sixth edition. McGraw- Hill / Interamericana Editores, S.A. de C.V. Hinton, J., Veiga, M., Beinhoff, C. (2003). The Socio-Economic Impacts of Artisanal and Small-Scale Mining in Developing Countries- Chapter 11- Women and Artisanal Mining: Gender Roles and the Road Ahead. Galvin M. Hilson. IISD, IGF, IIED. (2018a). Women in Artisanal and Small-Scale Mining: Challenges and opportunities for greater participation. The International Institute for Sustainable Development (IISD), Intergovernmental Forum on Mining, Minerals and Sustainable Development (IGF) and International Institute for Environment and Development (IIED). IISD, IGF, IIED. (2018b). Women in Artisanal and Small-Scale Mining: Interventions for Greater Participation, Case Study. The International Institute for Sustainable Development (IISD), Intergovernmental Forum on Mining, Minerals and Sustainable Development (IGF) and International Institute for Environment and Development (IIED). IISD, IGF. (2019). Case Study: Skills Building for Women in Artisanal and Small-Scale Mining. The International Institute for Sustainable Development (IISD) and Intergovernmental Forum on Mining, Minerals and Sustainable Development (IGF) IWiM, UWA . (n.d.). Powerful Networks: Increasing women’s voice and agency in the global mining industry. International Women in Mining (IWiM) and The University of Western Australia (UWA) Jenkins, K. (2014). Women, mining and development: An research agenda. The Extractive Industries and Society, 329–339. Jenkins, K. (2017). Women anti-mining activists’ narratives of everyday resistance in the Andes: staying put and carrying on in Peru and Ecuador. Gender, Place & Culture, 24(10), 1441–1459. Rickard, S., Treasure, W., McQuilken, T., Miahalova, A., Baxter, J. (2017). Women in mining: Can a mining law unlock the potential of women? Adam Smith International (ASI) and International Women in Mining (IWiM) Perks, R., Buitrago, D. (n.d.) Closing the Gender Gap in Extractives: What Has Been Done and What Have We Learned? The World Bank Group (WBG). 48 Perks, R., Schultz, K (2020). Gender in oil, gas and mining: An overview of the global state-of-play. The Extractive Industries and Society (7) 380-388. https://doi.org/10.1016/j.exis.2020.04.010 Stefanovic, A., Saavedra, M. (2016). Las mujeres en el sector minero de Chile Propuestas para políticas públicas de igualdad. Comisión Económica para América Latina y el Caribe (CEPAL) and Agencia Alemana de Cooperación Internacional (GIZ) TAWOMA. (2011). Major Achievements of Tawoma. TAWOMA-Tanzania Women Miners Association - Blogspot. Retrieved from: http://tawoma.blogspot.com/ UNV, UNDP. (2015). Informe sobre el estado del voluntariado en el mundo-Transformar la gobernanza (State of the World’s Volunteerism Report- Transforming Governance). United Nations Volunteers, United Nations Development Programme Verbrugge, H. (2017). Scratching the surface: Locating women in Tanzania’s artisanal and small-scale gold mining sector (Ph.D. dissertation). Department of Social Sciences, Anthropology, University of Leuven. Ward, B., Strongman, J. (2011). Gender-Sensitive Approaches for the Extractive Industry in Peru - Improving the Impact on Women in Poverty and Their Families. The World Bank Group (WBG). World Bank Group. (2015). Gender and the Extractive Industries: An Overview. The World Bank Group (WBG). (2015). World Bank Group Gender Strategy (FY16-23): Gender Equality, Poverty Reduction and Inclusive Growth. World Bank Group (WBG) Wiego. (2002). Women in Informal Employment Globalizing and Organizing. Retrieved from: www.wiego.org. WIM/WiNSK. (n.d.). Mentorship Program. Women in Mining/Women in Nuclear Saskatchewan (WIM/WiNSK). Retrieved from: https://wimwinsk.com/programs-resources/mentorship-program WIMIN. (2019). Government Policies do not favour women in mining – ADEYEMI. Women in Mining in Nigeria (WIMIN). Retrieved from: https://wimng.org/government-policies-do-not-favour-women-in-mining-adeyemi Winkelried, M., Aranibar, A. (n.d.). Minería que brilla- Aportes a la construcción de una agenda política de las mujeres mineras en Bolivia. Solidaridad. WWR. (2018). Leading the way forward- Report 2018. Canada. Women Who Rock (WWR). 49 Annex 2: WIM Organizations # OF WIM ORGANIZATIONS COUNTRY REGION INTERVIEW SURVEY SURVEYS A ssociation of Women in 1.  International Africa Yes Yes 0 Mining in Africa (AWIMA) Organization A ssociation des Femmes 2.  du Secteur des Industries Niger Africa Yes Yes 4 Extractives du Niger (AFSIEN) A ssociation des Femmes du 3.  Central Secteur Minier de Centrafrique Africa Yes Yes 7 African Republic (AFESMICA) A ssociation des Femmes 4.  du Secteur Minier du Benin Benin Africa Yes Yes 7 (AFESMIB) Association des Femmes du Secteur 5.  Cameroon Africa Yes Yes 3 Minier du Cameroun (AFEMIC) A ssociation des Femmes du 6.  Secteur Minier ou en Entreprise Togo Africa No Yes 9 du Togo (AFEMET) Association of Women in Energy 7.  Kenya Africa Yes Yes 1 and Extractives (AWEIK) A ssociation for Zambian 8.  Togo Africa No Yes 9 Women in Mining (AZWIM) Guyana Women Miners 9.  Guyana Latin America Yes Yes 4 Organization (GWMO) L’Association des Femmes du 10.  Burkina Faso Africa Yes Yes 6 Secteur Minier du Burkina (AFEMIB) Réseau des Femmes du Secteur 11.  Ivory Coast Africa Yes Yes 6 Minier de Côte d’Ivoire (FEMICI) Women in Mining Bolivia 12.  Bolivia Latin America Yes Yes 8 Women in Mining Mongolia 13.  Mongolia Asia Yes Yes 7 Women in Mining & Energy 14.  Indonesia Asia Yes Yes 8 Indonesia Women in Mining and Resources 15.  Singapore Asia Yes No 0 Singapore (WIMAR SG) Women in Mining Association 16.  Namibia Africa Yes Yes 5 of Namibia (WIMAN) 50 # OF WIM ORGANIZATIONS COUNTRY REGION INTERVIEW SURVEY SURVEYS Australia, Women in Mining Canada 17.  Canada Canada, Finland, No Yes 3 and USA Women in Mining Chile 18.  Chile Latin America Yes Yes 15 WIM Colombia 19.  Colombia Latin America Yes Yes 7 Australia, Women in Mining Finland 20.  Finland Canada, Finland, Yes Yes 9 and USA Women in Mining Ghana 21.  Ghana Africa Yes Yes 16 Women in Mining Guinee 22.  Guinea Africa No Yes 1 Women in Mining Malawi (MAWIMA) 23.  Malawi Africa No Yes 1 Mujeres WIM Mexico 24.  Mexico North America Yes Yes 14 Women in Mining Nigeria 25.  Nigeria Africa Yes Yes 5 (WIMIN) Women in Mining Peru 26.  Peru Latin America Yes Yes 2 Australia, Women in Mining and Resources 27.  Australia Canada, Finland, Yes Yes 5 Queensland (WIMARQ) and USA Demographic Women in Mining DRC 28.  Africa Yes Yes 4 Republic Congo Rwanda Women In/And Mining 29.  Rwanda Africa Yes Yes 1 Organization (WIAMO) Women in Mining Senegal 30.  Senegal Africa Yes Yes 15 Women in Mining South Africa 31.  South Africa Africa Yes Yes 8 (WIMSA) Australia, Women in Mining USA 32.  United States Canada, Finland, Yes Yes 2 and USA Women in Resource 33.  Philippines Asia Yes Yes 2 Development (DIWATA) TOTAL: 28 31 184 33 WIM ORGANIZATIONS PARTICIPATED, INCLUDING: 19 in Africa, 4 in Asia, 5 in Latin America, 1 in Europe, 1 in Australia, and 3 in North America 51 Annex 3: Participation by Country Yes N = 184 No Australia 100% Benin 100% Bolivia 63% 38% Burkina Faso 100% Cameroon 67% 33% Canada 33% 67% Central African Republic 86% 14% Chile 33% 67% Colombia 86% 14% Demographic Republic Congo 100% Finland 11% 89% Ghana 100% Guinea 100% Guyana 75% 25% Indonesia 88% 13% Ivory Coast 83% 17% Kenya 100% Malawi 100% Mexico 57% 43% Mongolia 100% Namibia 60% 40% Niger 100% Nigeria 100% Peru 100% Philippines 100% Rwanda 100% Senegal 100% South Africa 75% 25% Togo 78% 22% United States 100% Zambia 100% 52 Source: ENSOME-COPENHAGEN SOCIAL | WIM Organization Members Survey, 2020 Annex 4: Interview Guide The interview focuses on gathering quantitative and qualitative information on the organizational profile, structure and outreach, as well as more qualitative information on the journey the organization has embarked on and sharing of successes, challenges and suggestions for how organizations could learn from each other and how organizations could be strengthened for their further development. A. Basic Information 1. Name and position of the person interviewed: 2. Gender: (mark with an “x”) Woman Man Non-binary/third gender 3. Country: 4. Name of the organization: B. Organizational profile 5. Date the organization was formed: (Please include just the year) 6. What is the legal status of the organizations? (mark with an “x”) Formal Informal 7. On who’s initiative was the organization established? 8. What was the reasons behind establishing the organization? 9. Objectives and mandates of the organization? 53 C. Governance structure 10. Governance structure of the organization (mark with an “x”) Management team Board Advisory council 11. How are decisions made within the organization? 12. What are the strength and weaknesses of the existing governance structure? 13. How is executive committee elected? 14. How many people in positions of elected power? 15. How often are elections held? 16. How often do the executive committee meet? Monthly Quarterly Bi-annually Annually Other 17. Have bylaws been established? (mark with an “x”) Yes No 18. Is the organization registered in the country? (mark with an “x”) Yes No If no formal structure is in place how do you select volunteers and how many volunteers 19.  do you currently have? 20. What is the organizations management former experience in leadership? No experience Limited experience from other organizations Extensive experience from other organizations 54 D. Management of memberships Number of memberships? (2018, 2019, 2020) (Indicate estimated number of members per year, 21.  and % of women, considering that several organizations include men as members) 2018 members % women 2019 members % women 2020 members % women 22. What are the members’ professional training? Sciences and Technology Social and Legal Sciences Engineering/Architecture Arts and Humanities 23. What are the incentives for members to join? Access to key information related to the sector Access to events or workshops related to the sector Access to Networking, Information or link to Access to training opportunities and or/ advisory Job opportunities Opportunity to help other women 24. How does the organization recruit its members? 25. What are the initiatives to enhance the membership base? E. Projects and funding 26. How does the organization obtain its funding? (mark with an “x”) Funds application Fundraising Project development Membership fees Bid for pre-defined projects What are the main sources of funding? (Please indicate 3 main sources, in a scale of 1-3), 27.  1 = main source, 2 = second relevant source, 3 = 3rd relevant source. Public Project based Private Grants Memberships Other 55 28. What types of project has the organization embarked on? 29. How are projects implemented? Organization Project Management Members Led Communication 30. How does the organization communicate with its members? Web Newsletters Social Media Meetings 31. How does the organization communicate with other stakeholders? 32. What are the mechanisms in place for members to raise their issues or suggestions? Challenges and achievements 33. What does the organization consider its greatest successes? 34. What was the key factors enabling this success? 35. What are the key challenges the organization face? 36. In what ways can these challenges be addressed? 37. What are the main obstacles faced by members to access and participate actively in the organization? 56 38. What are the existing opportunities that the organizations could benefit from? 39. What is the goal for the coming years? 41. What are the main risks affecting the sustainability and growth of the organization? Cooperation with other organizations/institutions 42. What type of organizations do you cooperate with? Governmental CSO Community based organizations Other WIM organizations 43. Are these fruitful long-term cooperation relationships or for short periods on specific topics? 44. What have enabled the cooperation being established? Networks Workshops Forums Conferences Other 45. How does the organization coordinate with other complementary organizations/ institutions? 46. How does the organization communicate and/or cooperate with the mining industry? Recommendations 47. Recommendations: 57 Annex 5: Online Survey IMPACTFUL WOMEN Examining Opportunities and Constraints for Women in Mining Organizations Worldwide The World Bank, in strategic partnership with International Women in Mining (IWIM) seeks to understand the opportunities and constraints facing women-led organizations in the mining sector globally. The research aims to target 37 national women organizations working in 37 mining jurisdictions around the world with an online quantitative survey and follow-up individual qualitative interviews to identify the opportunities and constraints facing their organizations’ capacity to achieve gender equality in the sector. Results of the research project will be presented in a report with a dissemination strategy that may include presentations at international mining conferences like Mining Indaba, the Prospectors and Developers Association of Canada annual conference, the second World Bank Global Gender Conference (2020), IWIM’s Flagship Summit, and other women-focused events. Results / raw data will also be made available to any participant to this survey upon request. OBJECTIVES The ultimate objective of this project is to enhance the impact of WIM organizations and other types of associative professional interest groups which are championing gender diversity within the mining industry. By providing analysis of the structures and focuses of WIM organizations, as well as challenges and opportunities facing WIM organizations, this research project could help guide future engagement with WIM organizations by governments and intergovernmental organizations, multilateral institutions, businesses, not-for-profit organizations and other groups and individuals interested in taking impactful action to promote women’s participation in mining around the world. The research output will be utilized to implement and monitor specific actions to increase the voice and agency of women professionals in the mining industry. Understanding WIM organization structures, successes and challenges will provide important lessons when designing impactful and sustainable policies and programs that enhance women’s workforce participation in the mining sector. It could also provide the framework for creating a best practice guide for the future. WIM organizations can also benefit from this research, as to what has worked well for other WIM organizations, whether to make changes to their structure, focus etc. This survey is directed to the members and volunteers of WIM organizations with the purpose of collecting information on the incentives of members to join the organizations, the level of engagement of members (volunteers and non-volunteers), and the benefits and challenges that members face, as well as suggestions for improving their conditions. Thank you for taking the time to answer this survey which will take between 9-14 minutes. Your answers will be anonymous. We appreciate it! 58 Section I. Basic Information 1. Country: Australia Côte d’Ivoire Mali Senegal Benin D emocratic  Mexico Singapore Bolivia Republic Congo Mongolia South Africa Burkina Faso Finland Namibia Sweden Cameroon Ghana Niger Tanzania Canada Guinea Nigeria Togo C entral African Guyana Peru United Kingdom  Republic Indonesia Philippines United States Chile Kenya Rwanda Zambia Colombia Malawi 2. Name of the organization: A ssociation des Femmes du Secteur des  Women in Mining (UK)  Industries Extractives du Niger (AFSIEN) Women in Mining and Resources  A ssociation des Femmes du Secteur  Singapore (WIMAR SG) Minier de Centrafrique (AFESMICA) Women in Mining Association of Namibia (WIMAN)  A ssociation des Femmes du Secteur  Women in Mining Canada  Minier du Benin (AFESMIB) Women in Mining Chile  A ssociation des Femmes du secteur  minier du Cameroun (AFEMIC) Women in Mining Colombia  A ssociation des Femmes du secteur  Women in Mining Finland  Minier ou en Entreprise du Togo (AFEMET) Women in Mining Ghana  A ssociation of Women in Energy  W  omen in Mining Guinee and Extractives (AWEIK)  omen in Mining Malawi (MAWIMA) W Association of Zambian Women in Mining (AZ WIM)  W  omen in Mining Nigeria (WIMIN) Fédération des Femmes Minières du Mali (FEMIMA)  Women in Mining Peru  G  uyana Women Miners Organization (GWMO) Women in Mining Queensland (WIMARQ)  L  ’Association des Femmes du secteur Women in Mining RDC  minier du Burkina (AFEMIB) Women in Mining Rwanda (WIAMO Rwanda)  W  omen in Mining Mexico Women in Mining Senegal  Réseau des Femmes du Secteur  Minier de Côte d’Ivoire (FEMICI) Women in Mining South Africa (WIMSA)  Tanzania Women Miners Association (TAWOMA)  Women in Mining Sweden - SVEMIN  W IM Bolivia  Women in Mining USA  W IM Mongolia  Women in Resource Development (DIWATA)  Women in Mining & Energy Indonesia  3. Gender: Woman Man Non-binary/third gender 59 Section II. Membership 4. When did you join the WIM Organization as a member? 2010 or before 2014 2018 2011 2015 2019 2012 2016 2020 2013 2017 5. What was your incentive to join? (Multiple choice) A way to help other women in the mining sector Access to key information A way to empower myself and overcome  Other the challenges we face in the sector Networking 6. How did you hear about the WIM organization in your country? Through other members Through a government institution T  hrough social Media or Through the company/organization I work for the organization webpage Other Through an event / activity Section III. Profession and sector 7. What is your educational background? Less than primary education (Jump to Q9) Vocational qualification Primary education (Jump to Q9) University graduate (2-4 years) Secondary education (Jump to Q9) Post graduate (5+ years) 8. Which of the following categories is most linked to your career or professional training? Sciences and technology Arts and Humanities Engineering Other Social and Legal Sciences 9. How many years have you been involved/employed in mining? Less than 1 10-20 Between 1 and 5 Over 20 5-10 60 10. In which sector/sub sector are you involved? (Multiple choice) Artisanal mining Education/Academia/Teaching Small-Scale mining S ervice providers (legal,  Large-Scale mining procurement, engineering, IT etc.) NGO related to the sector Other if not represented Government institution 11. What´s your position in the sector/sub sector? Student Technician or trades worker Seeking employment Laborer Business owner Machine operator or driver L eadership position  Administrative (Executive, Manager, Supervisor) Additional support services  rofessional or specialist role (geologist, P Other environment, engineer, health and safety etc.) 12. What is the percentage of women at your workplace? 0-10% 30-40% I don’t´know 10-20% 40-50% 20-30% More than 50% 12. Are other female co-workers members of the WIM organization you belong to? Yes  N o (Jump to section IV)  13. If yes, What is the participation estimate? 100% of my female co-workers More than 50% of my female co-workers Less than 50% of my female co-workers I Don’t know 61 Section IV. Engagement & participation 14. Do you participate in the running of the WIM organization as a volunteer? Yes (Jump to 14.1) No ( jump to 14.4B, then 15) 14.1. As a volunteer, what kind of activities do you engage in? (Multiple choice) Networking and/or events Organization management Project implementation Communication and social media Fundraising Other 14.2. How many hours do you volunteer per week? 1-3 hours per week 5-10 hours per week 3-5 hours per week more than 10 hours per week 14.3. Why do you volunteer? (Multiple choice) G ive back, contribute my skills  To further my career P ro-actively help push industry change  Learn new skills on things that are important to me Camaraderie, bonding Networking (for my career or my business) Increase my profile Are there any barriers or challenges that prevent you from getting more involved in the work of 14.4.  the organization or to fully exercise your volunteer role/complete your tasks? Yes (Jump to 14.4.a) No (Go to 15) 14.4.a. What are the barriers or challenges you face to exercise your volunteer function? (Multiple choice) U navailability due to family and/or caring duties  L ack of time due to work responsibilities  L  ack of motivation/ I don´t feel fully connected with the mission or results to date Waiting for input/feedback from other team members or leadership  N eed help & resources  F unction/Task given is not the role I had chosen  M y perspectives are not taken on board   ot receiving enough praise or recognition and/or public profile N C OVID related  O ther  62 What are the barriers preventing you from getting more involved in the WIM organization 14.4.b  you are a member of? (Multiple choice) Unavailability due to family and/or caring duties Lack of time due to work responsibilities Lack of motivation/ I don´t feel fully connected with the mission or results to date I don´t know how to get more involved Time and place of meetings are not convenient I volunteer elsewhere Other 15. In which areas do you see a need for further activities addressing the needs of members? (Multiple choice) G overnance (e.g. decision making, policy  Training and capacity building development, membership management) Networking (connect with other organizations/  Fundraising companies and networks and open those links Gender Advocacy and Human Rights to all members)  (e.g. promoting and advocating rights of Projects addressing key challenges of members members in their place of work) Other P romotion of partnerships (with other  organizations/companies) Section V. Communication 16. What are the channels of communication used for members of the organization? (Multiple choice) M eetings (face to face)  E -mail  S ocial media networks (e.g. Facebook,  B logs/ Newsletters  LinkedIn, Twitter, etc.) M agazines  C alling communication tools ( e.g. WhatssApp,  O  ther Zoom, Google meeting, Microsoft Teams, etc) 17. Do these communication channels meet your needs? Yes (Jump to 18)  N o (Jump to 17.1)  What would be your preferred channel of communication? Select your 3 preferred options (in order of preference) 17.1.  M eetings (face to face)  E -mail  S ocial media networks (e.g. Facebook,  B logs/ Newsletters  LinkedIn, Twitter, etc.) M agazines  C alling communication tools ( e.g. WhatssApp,  O ther  Zoom, Google meeting, Microsoft Teams, etc) 63 18. What are the topics on which you receive information from your WIM organization? (Multiple choice) M  embership status/ or membership fees E  vents S ponsorships, projects and current work  N etworking and partnerships  Follow up on our concerns in the sector  A chievements of the WIM organization  J ob opportunities in the sector  O ther  A  ccountability (provide account for the organization´s activities and disclose the results in a transparent manner) 19. Is the communication two-way? (i.e. members have opportunities to communicate issues/concerns to the organization) Yes No 20. Do you see the need for improved communication to members and need for more information? Yes No ( jump to 22) 21. On which topics would you like to receive more information? (Multiple choice) M  embership status/ or membership fees  vents E S  ponsorships, projects and current work N  etworking and partnerships Follow up on our concerns in the sector  A chievements of the WIM organization  J ob opportunities in the sector  O ther  A ccountability (provide account for the  organization´s activities and disclose the results in a transparent manner) Section VI. Benefits and challenges 22. What are the benefits of WIM membership? (Select as many as are applicable) A  ccess to key information related to the sector Access to Networking  Information or link to Job opportunities  Access to events or workshops related to the sector  Access to training opportunities and or/ advisory  O ther  64 What are the key challenges of women in mining in your local/regional/country or sector context? 23.  (Select 3 main challenges in order of relevance) I mprove access and participation  A ccess to training opportunities  in decision making A ccess to credit resources  Access to leadership positions B ringing products to market  L egalization/licenses  N ot enough women studying mining   qual pay E related degrees E qual access to job opportunities  O ther:  Workplace safety including gender-based  violence and harassment 24. How does your WIM organization address these challenges? (Multiple choice) P romoting members engagement in the organizations decision making, policy development,  project preparation and project management P romoting networking (connect with other organizations/companies and networks  and open those links to all members) P  romoting strategic partnerships with government  romoting strategic partnership with private sector P P romoting strategic partnership with academic institutions  P romoting job opportunities for women in the mining sector  P romoting opportunities for advancement of women in the mining sector  F  acilitating access to key information on rights and opportunities for women in the mining sector mplementing effective programs and projects I S trengthening organizational leadership and applying ethical principles   ther: O What could the WIM organization additionally do to help women in mining overcome these challenges? 25.  (Multiple choice) P romoting members engagement in the organizations decision making, policy development,  project preparation and project management  romoting networking (connect with other organizations/companies and networks P and open those links to all members) P romoting strategic partnerships with government  P romoting strategic partnership with private sector  P romoting strategic partnership with academic institutions   romoting job opportunities for women in the mining sector P P  romoting opportunities for advancement of women in the mining sector Facilitating access to key information on rights and opportunities for women in the mining sector  I mplementing effective programs and projects  S trengthening organizational leadership and applying ethical principles   ther: O 65 26. Does the current COVID-19 situation present a challenge for the WIM organization? Yes (Jump to 27) No 27. Please explain how: (max 40 characters) 28. Does the current COVID-19 situation present a challenge for the WIM organization? Yes No (End of survey) 29. Please explain how: (max 40 characters) W hat could be initiated to manage additional challenges or enhance opportunities 30.  arising from the COVID-19 situation? (max 40 characters) THANK YOU FOR COMPLETING THIS SURVEY 66 Annex 6: Research Team Main Team • Heidi Horth — Lead Researcher / Copenhagen Social • Carolina Estrada — Lead Researcher / ENSOME Collaborators • Benito Martinez — Statistical specialist / ENSOME • Diana Castillo — Researcher / ENSOME • Yarah González — Researcher / ENSOME • Edjenn Jaens — Social specialist and Online Survey Programmer / ENSOME • Morganne Kroon — Researcher / Copenhagen Social World Bank Review Team • Rachel Bernice Perks — Senior Mining Specialist / World Bank • Katrin Anna Schulz — Private Sector Development Specialist / World Bank • Kate Jinghua Zhou — Research Analyst / World Bank • Helen Nguyen — Program Assistant / World Bank IWiM Review Team • Ludivine Wouters — Director / IWiM • Barbara Dischinger — Director / IWiM • Chilenye Nwapi — Research Analyst / IWiM • Esther Harris — Research Analyst / IWiM • Muza Gondwe — Research Analyst / IWiM 67