This webinar was organized by Global Women Hub, a non-profit international organization under Belgian law, whose objective is to promote equality between men and women through communication, cooperation, and practical solutions.

Moderator: Jessica Johnson, Director of Nuclear Europe

Speakers:

Lorena Saavedra: Project Manager at Spence BHP, northern Chile (10-12 years of experience in mining)

Marleny Gil: Mining Engineer, Drilling and Blasting Specialist at Las Bambas, Peru (15 years of experience in mining)

This webinar represents a powerful testimony of individual and organizational transformation. Marleny Gil and Lorena Saavedra not only shared their stories of personal overcoming in the face of structural, cultural and social barriers, but they articulated a clear vision of how the mining industry can and should evolve.

Their experiences demonstrate that change is possible: Chile achieved in one decade what seemed impossible, going from 6% to 23% women in mining. However, they also reveal that change requires constant work on multiple fronts: infrastructure, corporate policies, cultural transformation, family support and education from childhood.

The concept of “leadership from the feminine” that Lorena articulates—rejecting the imitation of rough masculine models and embracing empathy, care and authenticity—offers a new vision of leadership applicable beyond mining.

Finally, their message that motherhood and professional career are not mutually exclusive, although challenging in practice, represents hope for future generations. As Marleny says, her 12-year-old daughter already visualizes working while being a mother—a mentality that would have been unthinkable two decades ago.

CONCLUSIONS

1. Significant Historical Evolution

Chile:

Has experienced a radical transformation in just 10-12 years

• Went from 6-7% to 23.25% women in mining
• Is the world leader in female insertion in mining
• BHP Spence reached 46% female workforce

Peru

2. Historical Barriers Overcome Infrastructure:

There were no clothes in appropriate sizes-Lack of adequate bathrooms-Camps not designed for women

Today: All this is resolved in both countries

Cultural:

Prejudices about physical capacity and adaptability-Belief that “the mine is a woman” and rejected other women-Expectation that women would leave for motherhood-Resistance from workers with decades of experience

Today: Generational and cultural change underway

Professional:

Lack of respect and harassment-Threats and hostile environment-Mockery and nicknames for physical characteristics

Today: Management systems, protocols, corporate values

3. The Transformative Role of Female Leadership

Distinctive characteristics:

Empathy and care: Leaders take care of their team “like children”

Natural respect: Workers pay more attention when a woman speaks

Maternal/sister role: They offer advice and personal support

Leadership from the feminine: Not imitating rough masculine models, but being authentic Purpose of helping: Both speakers express their purpose is “to help”

Impact on teams:

Marleny supervises 90 people (all men) with total respect

Workers moderate their language in the presence of women

More attention and following of instructions

They share personal problems with their female supervisors

“They obey a woman much more than a man”

4. Motherhood: The Challenge Not Completely Resolved Realities:

Social pressure persists in both countries, especially in Peru

Criticism for “abandoning” children

Temporal dilemma: entering mining at 25-30 years vs. reproductive cycle

Forced decision (before): Motherhood OR career

Current message: Both are possible simultaneously

Solutions implemented:

Remote work post-natal

Gradual reintegration (weekly, monthly)

Bonuses for nurseries and daycares

Crucial family support network

Persistent limitations:

Difficult to share postnatal leave with father due to distances (1000-1400 km)

Mandatory shifts

Separation from 4-month-old babies (critical point of job abandonment)

Notable innovation: Breast milk extraction transported by helicopter

Key philosophy:

“If the mother is happy, the children will be happy”

“If the mother develops, the child will also develop in the future”

“If the mother is frustrated, we’re going to be bitter women”

Offering “quality time” vs. quantity of time

Children become more secure and independent

5. Salary Equity Achieved

Chile and Peru: There is no salary difference by gender

Women even have additional benefits (nurseries, daycares)

Corporate policies guarantee salary equality

This represents a significant achievement compared to Europe (where the gap persists)

6. Organizational Change Strategies

Measures implemented:

CVs without full names (only initials) to eliminate bias

Women’s associations within companies

Inclusion organizations

Integrated management systems with protocols

Training on respect and inclusion

Explicit corporate values

Psychological support available

Strategy change:

Before: Increase the number of women

Now (Chile): Bring women to boards of directors and decision-making positions

Final goal: “Not having to count them” (complete normalization)

7. The Importance of Family Involvement Successful programs implemented:

Wives/families experience a day of work

They wear heavy PPE, walk in similar conditions

Result: “Now I understand my husband”

Children make thank you drawings

Impact: Greater understanding, family unity, conflict reduction

Benefits:

Families understand the real physical effort

Workers feel understood and loved

Improves work performance

Reduces resistance to changes (example: anti-fatigue cameras)

8. The Pending Debt: Education from Childhood Fundamental proposal:

Go to schools and primary schools

Show “the palette of possibilities” beyond traditional roles

Conduct visits to mines for boys and girls

Share inspiring stories of women in mining

Break the sector’s hermeticism

Why it’s crucial:

Mining is “hermetic”: you enter through contacts

Opportunities don’t naturally arrive at schools

There are multiple possible professions (not just mining engineering)

Example: administration, IT, prevention, teaching, medicine, etc.

Urgent context: Copper demand will double by 2050

9. Identified Personal Success Factors Key elements:

Resilience: Both faced initial rejections and persevered

Competitive advantages: Marleny with English, Lorena with determination

Support network: Both have their mothers’ support

Authenticity: Leading from the feminine, not imitating masculine models

Clear purpose: Discovering “why you came” (in Lorena’s case: to help)

Turning a deaf ear to criticism: Listening to one’s own heart

Example for others: “Yes, it’s possible” as a mantra

10. Generational Impact On children:

Marleny’s daughter (12 years old) already visualizes working after being a mother

Children become more secure and independent

They learn about gender equality from a young age

“They grow up with mining” (example: baby who woke up to mine radio)

On the next generations of workers:

Marleny “opened doors” for them to hire more women after her

Lorena prepares the way for women returning from postnatal leave

Both offer active mentorship

Goal: Their daughters won’t have to choose between motherhood and career

11. Persistent Challenges In Peru especially:

Paradigm that hiring young women is a risk (they’ll leave for motherhood)

Resistance in operational areas (preference for men)

Still in phase of achieving basic KPIs

Few women in operational leadership positions

More entrenched societal machismo

In both countries:

Social criticism for “abandoning” children

Difficult work-life balance due to extreme distances

Critical point: leaving 4-month-old babies

Impossibility of sharing postnatal leave with fathers equitably

Need to “learn to live with the pain” of distance

12. Organizational Transformation Lessons What worked:

• -Physical infrastructure change (PPE, bathrooms, rooms)
• Clear corporate policies (salary equality, anti-discrimination)
• Integrated management systems with respect protocols
• Visible female leadership as a model
• Continuous education (training, capacity building)
• Family involvement to create understanding
• Anti-bias measures (anonymous CVs)
• Psychological support available
• Post-natal flexibility (remote work, gradual reintegration)
• Women’s networks within organizations What’s missing:
• Greater presence on boards of directors and decision-making (especially Peru)
• Breaking the “motherhood risk” paradigm in recruitment
• Solutions to share parental care equitably
• Reaching schools and primary schools systematically
• Complete normalization (not having to “count” women)

“Yes, it’s possible” is the mantra repeated multiple times:

You can be a mother and successful professional

You can lead from the feminine without imitating masculine models

You can overcome cultural and infrastructural barriers

You can transform entire industries in a decade

You can find happiness and purpose in work

You can open doors for the next generations

Happiness as a driver:

“I’m happy working” (Lorena)

“I feel free” (Marleny)

“I feel fulfilled helping” (Lorena)

“If the mother is happy, the children are happy” (both)

Responsibility toward the future:

“We have a historical debt to bring people to mining”

“We’re going to inspire lots of women and children”

“It’s a nice experience and I recommend it to everyone”

14. Global Context and Future Perspective International comparison:

Chile is the world leader in female insertion in mining

Peru is in process, but progressing

Europe faces similar challenges in attracting talent

The Chilean model can serve as a global reference

Urgency by demand:

Energy transition requires double the copper by 2050

More mines will need to be opened

Talent crisis in mining, industry and nuclear

Imperative to open the sector to women and new generations

Vision for the future:

Complete normalization (not counting women)

Women at all decision-making levels

Equitable family work-life balance for both parents

Mining industry as an attractive option for girls from childhood

Future generations without gender barriers