Support structures vital for career building

Retention, rather than recruitment, has become the real battle for women in logistics. Although it is becoming easier for women to enter the sector, the greater challenge begins once they are inside – ensuring they are supported, developed and able to progress without being worn down by inflexible working arrangements, unconscious bias and the competing demands of work and family. “The real battlefield isn’t recruitment; it’s retention and development,” said Shevon Kotiah, demand manager for sales at Heineken Beverages SA and brand ambassador for the Chartered Institute of Logistics and Transport South Africa (CILTSA). She described the challenge as the “quiet, exhausting friction” that arises when ambition collides with outdated corporate cultures, family responsibilities and the invisible weight of unconscious bias. Kotiah said it was important to note, however, that meaningful progress had already been made in attracting more women to the transport, logistics and supply chain sector. At the same time, the traditional “boys’ club” was slowly being dismantled, while a younger generation of leaders was creating a more inclusive working environment. Increasingly, men were also becoming active allies, serving as mentors and sponsors and helping female colleagues make their voices heard. “For decades, the conversation focused on getting women through the front door. We celebrated entry and counted how many seats there were at the table,” she said. “Now it is no longer just about having a seat at the table, but having a voice at the table.” This shift is important not only for women but also for the competitiveness of the logistics sector. Kotiah said diverse leadership teams brought different perspectives to decision- making and strengthened collaboration and risk management during supply chain disruptions. She said many private-sector companies had become far more intentional about developing women, with mentorship initiatives, employee- support programmes and dedicated networks continuing throughout the year rather than being confined to Women’s Month. The next step is to ensure that this progress translates into sustainable careers. The demanding, round-the-clock nature of logistics, combined with family responsibilities and lingering unconscious bias, could still make advancement difficult. Flexible working models, mentorship and supportive professional networks could help women manage these pressures and prepare for leadership opportunities. “To keep women in this vital industry, we have to create the support structures that allow them to build sustainable careers. Without that support, women may find the demands of a 24/7, crisis-driven industry increasingly difficult to manage.” Kotiah said, however, that responsibility for progress did not rest with employers alone. Women also needed to advocate for themselves, build their knowledge, develop professional networks and take ownership of their career paths. “The system must change, but you also cannot wait for it to be perfect before you decide to be powerful. You are not a passenger; you are the driver of your own career.” LV