Ria joined us in 2018 on a Graduate Training Scheme and is now one of our Development Project Managers. 

“I applied for a graduate position at HH with little understanding in development but a desire to have an impact in social housing. After a successful application back in 2018, I joined HH and completed a 2-year training programme. As part of this I undertook an apprenticeship in Project Management gaining an APM qualification. Work shadowing, particularly looking at the new business element formed the basis of my knowledge of housing and more so, development”. 

“As a Development Project Manager at HH, the role can be pretty much split into two halves - the pre-contract phase projects and the post- contract phase projects. Pre-contract phase projects include the looking for new development opportunities and assessing the viability of proposed developments from mainly a financial and strategic aspect. I then work up successful opportunities to a development contractual stage. This part, it is vital to consider relevant legislation for specification, looking at market conditions for grant and values and also having a understanding what is required from a HH aspect. I then manage Post Contract projects, that entailing the project while it is on site, in construction managing from a time and costs aspect. This is seen right through to handover of the property either to HH or Open Door. This requires a lot of information sharing, and a monitoring of conditions on site from a health and safety aspect. As the Development Project Manager, it is then important to revisit the new homes within a short period to review the new home via the defects process and once all is signed off then the new home is fully handed over to the relevant customer. Much of my role as a Development Project is communicating to internal and external stakeholders based on the projects requirements. It is therefore essential in my role that I get across as accurately and correctly the information that requires sharing”. 

“Since starting at HH, it has always felt like a safe space for myself starting my career, it is never discouraged being inexperienced, but you I have offered various means of training and in an environment of nourishment. Halton Housing has always had numerous women in the Leadership and Executive Team who are ambitious figures that a young women such as myself aspire to be like. Particularly working in the Development Team, you are given an equal voice and listened to despite; role, age and experience.  

The theme for International Women's Day this year is 'Break the Bias'. It encourages us to imagine a gender equal world, a world that is free of bias, stereotypes, and discrimination. Diverse, equitable, and inclusive. A world where difference is valued and celebrated.  
  
We asked Ria ‘How important is this message and why?'  

“The concept of 'breaking the bias' is extremely important to myself as I think much work has been done and where missing been called out, such as the lack of women in senior positions and now there is an immense consideration for gender equality when forming the strategic objectives of HH. However, it is the operation side of my role where I feel like 'breaking the bias' is still required. This is particularly prevalent in the male dominated industry of construction. In instances of dispute or negotiation I often require the backing of senior members whereas I do not feel this would be necessary for my male counterparts. I would like to see a more even approached to how I am perceived in these situations and even celebrated rather than requiring additional support. Only then, will this be an even space rather than being inclusive on paper but a different take on the ground” 

What steps (big or small) can we all take to 'break the bias?'  

 A small step to 'break the bias' is to call out situations where I feel that it is highlighted that I am a women- asking why to those that direct an apology at only me for colourful language in site meetings, and highlighting that it is offensive that this is only ever directed at myself. A big step to 'break the bias' is to have more women in theses operational roles, particularly in construction to try and eliminate that 'traditional site manager' attitude and women being 'the other' on site.  

What would be your personal pledge to helping to 'break the bias?  

My personal pledge is to do more in the encouragement of young women to consider a career in development, construction and housing as a whole. Whether that is sharing my experience on social media of my training or even talking through what I actually do. Potentially having young women thinking about a career in this industry and aiming for the likes of a site manager role is an achievement in itself;”