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By Itumeleng Langeni, MTO Group Chief Stakeholder Relations Officer

A systemic legacy

Gender bias is not new. It is woven deep into the fabric of history and society, often so entrenched that it goes unnoticed. For centuries, women have been relegated to secondary roles – described as the supporters rather than the leaders. The saying, “behind every successful man there is a woman,” may sound complimentary, but it reveals the system’s quiet reinforcement that women remain behind and not beside men.

The result is a glass ceiling that is rarely acknowledged but frequently felt: an unspoken barrier preventing women from rising to the highest levels of influence in workplaces and society.

Progress made, but more is warranted

In South Africa, some of the historically male-dominated industries include mining, construction, transport, engineering, financial, agriculture (forestry) and manufacturing.  Across all these sectors progress has certainly been made since the late 20th century, particularly in terms of employment for women in executive positions, however there are still deep gender inequalities at various levels.   

As I have seen first-hand, the statistics speak volumes. In the top 40 JSE-listed companies, women comprise 35% of board representation (180 of a combined 515 board members) and 25% of executive management roles (115 of a combined 468 executives) – hardly reflective of an equal workforce. (Just Share, Women in Leadership….September 2023)

According to Forest Sector Charter Council (FSCC) statistics, within forestry and its subsectors – fibre, poles, sawmilling and charcoal – the weakest management representation is consistently black women in senior, middle and junior management positions, as well as on executive boards. These are not accidents; they are the outcomes of systemic bias that has built up over multiple decades. There are no quick fixes when it comes to systemic change, it takes deliberate action, consistently applied in a collective effort.

Lessons from history: Creating opportunities

One of the most powerful stories of change that stays with me comes from the early 1990s, when Murray & Roberts, a rail operator, struggled to find female train drivers. Instead of lamenting the absence of women with the “right” experience, the company shifted its approach: they recruited women who were “willing” and trained them to drive trains.

This example highlights an essential truth – when we fail to see women in certain roles, it is often not because they are incapable, but because systems have not been designed to prepare or support them. 

The subtle faces of bias

In my own career journey across various economic sectors, I have observed how women entering male-dominated industries often encounter unspoken forms of intentional and unintentional exclusion. Some colleagues resent their presence, particularly if they had wanted the role themselves. Others doubt their abilities, creating an unwelcoming environment. There are forums where women are simply overlooked – invited too late or not at all. Even within meetings, subtle biases emerge – jokes that alienate, decisions made without input, or contributions ignored until repeated by a male colleague.

Added to this are the structural challenges – gender pay gaps, lack of promotion pathways. Sadly, this shows we are far from expelling the systemic bias that has hampered the progress of women for too long. However, it should be noted that the active exclusion of women in the workplace is not limited to men, female perpetuated exclusion is equally, if not more, toxic and twice as disappointing. As women, we need to come together and realise by lifting up others we are raising the platform for our daughters to start from.

These experiences reinforce a simple reality: navigating a male-dominated workplace often requires resilience, but resilience alone cannot dismantle a system.

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A call for introspection and change

The forestry industry, like many others, must pause for introspection. As leaders retire, what legacy will they leave behind? Unless deliberate action is taken now, the patterns of under-representation will continue. An intentional and inclusive succession planning is no longer a luxury; it is a means to a sustainable future.   

But change cannot only come from the top. Women themselves must ask tough questions: am I unconsciously contributing to bias? Do I support other women in meetings or in their ideas, or stay silent? Do I encourage other voices, or compete against them? Solidarity, rather than rivalry, is critical to building a more equal sector.

The power of mentorship and sponsorship

Mentorship programmes – such as the ‘Mentor Me Talks’ launched by She Is Forestry SA – are essential. Women need mentors who can guide them through the hidden rules of industries, but they also need sponsors who actively advocate for them in decision-making spaces. Mentorship builds confidence; sponsorship opens doors. Both are essential for dismantling barriers.

Actionable steps for combating gender bias

For systemic change to happen, individuals and institutions must act. Here are five practical ways forward that I encourage:

1. Bring your difference: Women are hired not just for skills but for perspective. Diversity strengthens organisations. Own the unique value you bring.
2. Use your voice: Confidence grows with practice. Speak up on critical issues, contribute your expertise, and do not hesitate to respectfully say, “I beg to differ.”
3. Take up space: Do not shrink back. Whether it is on a panel, in a meeting, or in leadership, step forward and take your place.
4. Support other women: Look sideways, not just upwards. Encourage colleagues, amplify their contributions, and advocate for women whose voices are being overlooked.
5. Hold the industry accountable: Institutions such as the FSCC, and other regulators, must ensure that targets for gender representation are set, tracked and met. Accountability is non-negotiable.

From conversations to testimonies

Talking about gender bias is necessary but talk alone will not dismantle it. Next year, rather than repeating the same statistics, we must be ready to share testimonies of progress – stories of women promoted, glass ceilings cracked, and systemic barriers finally broken.

The challenge is clear: let us move beyond awareness to action. By doing so, we will ensure that future generations inherit not the weight of bias, but the freedom of equal opportunity.

Itumeleng Langeni is the Chief Stakeholder Relations Officer at MTO Group 

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