One Semco apprentice is proving that when barriers come down, skills, safety and culture rise.
By Lauren Fahey, executive director at NexGen.
Semco didn’t set out to tick a box; it set out to build a stronger team. Holly Gray, a diesel mechanic apprentice, was hired because she was the right person, not because the company needed a photo for LinkedIn. Today, women make up 24 per cent of Semco’s team.
Gray joined the team with a very normal goal: to be seen for her skill on the tools. That decision is already lifting standards in the workshop. Communication is cleaner, safety discussions are more focused, and the team is solving problems faster. This is what happens when you widen the gate and back talent.
“I wanted to be known for the work, not my gender,” says Gray. “The boys have had my back from day one. I am learning fast, and there is nothing better than getting a machine back on the road.”
Steve Zivkovich, CEO of Semco, is clear about the reason behind the company’s approach. This is about performance. When you broaden who gets a fair go, you lift standards, improve safety and strengthen problem solving. You also send a message to customers and future apprentices that your culture is the real deal.
“Bringing Holly in has raised the bar,” says Zivkovich. “The team is collaborating more, our safety conversations are sharper, and we are attracting a wider pool of talent.”
“Diversity isn’t a slogan here. It is how we build a better business.”
At Semco, the shift has been practical and visible. Mixed teams communicate differently, and the workshop now runs on clearer handovers, more questions asked early and fewer assumptions, which cuts rework. Safety has improved because crews speak up; when every voice is heard, hazards are picked up sooner and standards are easier to hold, protecting people and assets. Learning has sped up too. Gray brings curiosity and a fresh set of eyes, and paired with experienced trades she helps the team get to faster diagnostics and lock in knowledge that sticks.
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It shows outside the gates as well. Customers notice who you hire, and so do schools. Semco is now on the radar for students who have never seen themselves in heavy diesel, which is how you fix the pipeline problem, one apprentice at a time.
None of this happened by accident. Semco set Gray up to succeed by giving her a real job, not a mascot role, with tasks that match her training plan and time on the tools as well as time to learn.
The company nailed the basics, from PPE that fits to properly set up workstations and facilities that work for everyone, because respect lives in the details. Semco also drew a clear line on behaviour and language with zero tolerance for nonsense. When you set the standard and hold it, the culture follows.
Why this matters for our industry
We talk about skills shortages, then we overlook half the talent. If you want more capability, invite more people in and set them up to succeed. This is not complicated. It just requires consistent leadership and follow-through.
Gray is not an outlier. She is proof that when you remove barriers and invest in people, you get quality, pride and performance. The crew gets stronger. The work gets better. The next generation can finally see a place for themselves.
At NexGen we inspire, educate and empower young people to find their path in construction. Partners like Semco make that mission a reality. They open doors, they back apprentices and they hold the standard. That is what shifts culture.
If you are serious about building a broader, stronger pipeline, hire for potential, set clear expectations, mentor properly and get the basics right. Then watch your team lift.