High Level International Roundtable for High Level International Roundtable for Women in Leadership Roles in Science & Women in Leadership Roles in Science &

Technology Technology – Getting There– Getting There

Women in Leadership Role in Women in Leadership Role in Technology Related ProfessionsTechnology Related Professions

By : Datuk Ir. Rosaline Ganendra

4th September 2012

INTRODUCTIONINTRODUCTION

-Transforming Economy equals to Greater Leadership–

1. Leadership needs to be more robust and diverse

2. Leadership should be not only be effective but practical as well.

3. Women playing major role in Leadership transformation

4. Nation to embark on Women Transformation Economic Programme (WTEP)

5. Greater participation of Women in Leadership economy should be taken to Greater Heights

Statistics on Women Statistics on Women SETSET

Institute Of Engineers MalaysiaInstitute Of Engineers Malaysia11

Board Of Engineers MalaysiaBoard Of Engineers Malaysia22

Lembaga Arkitek MalaysiaLembaga Arkitek Malaysia33

44 Akedemi Sains MalaysiaAkedemi Sains Malaysia

55 Institute Surveyor Malaysia Institute Surveyor Malaysia

66 Malaysian Institute of Planner’s Malaysian Institute of Planner’s

IEM REGISTERED ENGINEER’SIEM REGISTERED ENGINEER’S

0.05% 0.32% 0.84%1.28% 2.5% 5.54%

10.23%13.89% 16.4% 18.28%

Source : IEM

BEM REGISTERED ENGINEER’SBEM REGISTERED ENGINEER’S

0.11% 0.26% 0.63% 5.89% 6.94%10.1% 11.6%

15.2% 15.3% 15.9%

Source : BEM

YEAR

IEM BEM

TOTAL MEMBER

S

TOTAL LADY

ENGINEERS

MEMBERS

%

GRADE

TOTAL REGISTER

ED

TOTAL LADY

REGISTERED

ENGINEERS

%F M G S A

1980 3,431 2 0.05 - 1 1 - - 8,929 10 0.111985 6,951 22 0.32 - 13 9 - - 8,994 23 0.261990 10,137 85 0.84 1 52 28 4 - 9,198 58 0.63

1995 13,164 168 1.28 - 93 63 12 - 26,159 1,540 5.892000 14,866 372 2.50 4 172 153 42 1 35,581 2,478 6.942005 15,154 839 5.54 5 240 446 147 1 49,842 5,031 10.12007 15,086 1,544 10.23 6 269 634 634 1 56,950 6,609 11.62009 19,330 2,685 13.89 8 373 805 1497 0 58,976 8,967 15.2

2010 24,764 4,071 16.40 9 4201102

2537 3 67,487 10,296 15.3

2011 44,922 8,216 18.28 9 5221686

5993 2 71,520 11,400 15.9

Source : IEM / BEM

Table 1 Historical Statistics & Trends of Women Engineers in

Malaysia Comparison Between BEM and IEM

STATISTICSSTATISTICS

TOTAL MEMBERSTOTAL FEMALE

MEMBERS%

ENGINEERS 44922 8216 18.28

ARCHITECT 3536 896 25.3

PLANNERS 1884 863 45.8

QUANTITY SURVEYORS

4928 1510 30.64

ACADEMY OF SCIENCES

225 34 15

Table 2 : Statistics of Women Architect, Planners, Surveyor’s and Scientist in Malaysia

STATISTICSSTATISTICS

0

5000

10000

15000

20000

25000

30000

35000

40000

45000

Engineers Architects Planners QuantitySurveyor's

Academyof

Sciences

Member's Female Members

25.3% 45.8% 30.64% 15%

Table 3 : Statistics of Women Architect, Planners, Surveyor’s and Scientist in Malaysia

18.28%

STATISTICSSTATISTICS

  Male (Living) Female (Living)

 No of

appointed Fellows

Total %No of

appointed Fellows

Total %

1995 34 34 97.14 1 1 2.861996 5 39 97.50 0 1 2.501997 6 45 97.83 0 1 2.171998 6 51 98.08 0 1 1.921999 7 58 93.55 3 4 6.452000 4 62 93.94 0 4 6.062001 7 69 93.24 1 5 6.762002 12 81 94.19 0 5 5.812003 14 95 91.35 4 9 8.652004 2 97 91.51 0 9 8.492005 7 104 92.04 0 9 7.962006 12 116 91.34 2 11 8.662007 7 123 89.78 3 14 10.222008 9 132 87.42 5 19 12.582009 14 146 86.39 4 23 13.612010 10 156 85.25 4 27 14.752011 16 172 85.57 2 29 14.432012 19 191 84.89 5 34 15.11

Table 4 : Statistics of Academy of Sciences in Malaysia

STATISTICSSTATISTICS

Source : ASM

The Problems & SolutionsThe Problems & Solutions

The Issue’sThe Issue’s22

33

44

66

11 The ProblemThe Problem

Obstacles To Career ProgressionObstacles To Career Progression

Initiatives, Achievement and SuccessesInitiatives, Achievement and Successes

55

77

Playing the GamePlaying the Game

The Corporate GameThe Corporate Game

The statistics of Ministries, Govt. Agencies & GLC’sThe statistics of Ministries, Govt. Agencies & GLC’s

88 Women Transformation Economy ProgramWomen Transformation Economy Program

99 The FutureThe Future

1In 2010, women in Australia comprised 53% of all professionals, and 45% of the Australian workforce, but in the top 200 Australian listed companies (“ASX200”), women comprised only:

• 10% of executive managers (and 8% across all listed companies)• 3% of chief executives• 8% of board directors, and• 3% of “Chairman”

(Source from EOWA, 2011)

LACK OF WOMEN IN SET

PAY GAPS

LACK OF WOMEN IN SENIOR POSITIONS1

2

3

THE PROBLEMSTHE PROBLEMS

THE ISSUESTHE ISSUES

DISCRIMINATION &

HARASSMENT

FAMILY RESPONSIBILITY

& PREGNANCY

WORKPLACE CULTURE

& SATISFACTION

LOW SELF CONFIDENCE

WORK LIFE BALANCES

LACKING OFTRAINING &

MENTORSHIP

LACK OF INSTITUTIONAL

/ ORGANIZATIONAL SUPPORT

HIRING PRACTICES& WORKPLACE

CLIMATE

FEWER OPPURTUNITIES

& REWARDS

OBSTACLES TO CAREER PROGRESSIONOBSTACLES TO CAREER PROGRESSIONWomen face more opposition in leadership roles than menWomen leave Women leave the SET profession at a the SET profession at a higher rate higher rate than men than men

continues to emerge.continues to emerge.Female SET have to work harder Female SET have to work harder to get ahead in the workplace.to get ahead in the workplace.No pay parity No pay parity between women and men in SET for similar work. between women and men in SET for similar work.

Women get paid less.Women get paid less.Some men do not feel Some men do not feel comfortable with having to comfortable with having to report to report to

womenwomen..An An assertive woman is perceived to be strong – willedassertive woman is perceived to be strong – willed while while a a

man is expected to be assertive.man is expected to be assertive.Negative stereotyping/mindset WomenNegative stereotyping/mindset Women holdback their true holdback their true

abilitiesabilities and commitment to engineering as they feel they do not and commitment to engineering as they feel they do not get included in mentorship programmes and training get included in mentorship programmes and training

Household responsibility are the main reason women layback in Household responsibility are the main reason women layback in Career Progression i.e. Children & Family plans. Career Progression i.e. Children & Family plans.

Neutral

Very Satisfied

Satisfied

Career Satisfaction for SETCareer Satisfaction for SET

WOMEN SET IN MALAYSIA WOMEN SET IN MALAYSIA

Scale : +2=Very Satisfied; + 1 = Satisfied; 0 = Neutral; -1= Dissatisfied; -2 = Very Dissatisfied

Percentage of SET Who Feel they Are Part Percentage of SET Who Feel they Are Part of Managementof Management

WOMEN SET IN MALAYSIA WOMEN SET IN MALAYSIA

Source : BEM

INITIATIVES, ACHIEVEMENT AND SUCCESSESINITIATIVES, ACHIEVEMENT AND SUCCESSES

Organization leadership - Start with yourself to place diversity firmly

Some Companies has made a serious commitment to encourage diversity & equality in the business - establishment funded employee led initiative that identifies, recommends & reviews opportunities

Through the EOWA Employer if Choice for Women goal, some companies has supported instigating a number of reporting measurement globally. Stronger supports in implementing bullying & harassments training, presently mandatory in Australia.

Implementing a Implementing a mentoring program mentoring program - Female staff; Not aligned - Female staff; Not aligned to usual talent management process, in the past excluded many to usual talent management process, in the past excluded many females. females.

Encouraging women in the business to Encouraging women in the business to networknetwork both internally both internally & externally. & externally.

LunchtimeLunchtime “Skills Sessions” “Skills Sessions” organised & open to all staff (male organised & open to all staff (male & female). & female).

Regular internal pulseRegular internal pulse surveys of female staff surveys of female staff – To gauge what – To gauge what issues are important to them, which assists in driving the issues are important to them, which assists in driving the business plan, etc. business plan, etc.

Sponsorship for Sponsorship for pursuing leadership pursuing leadership courses & seminars for courses & seminars for women. women.

Regular client events specifically Regular client events specifically focussed on female clients focussed on female clients (E.g.(E.g. boardroom lunches, cocktail events & panel discussions) boardroom lunches, cocktail events & panel discussions)

Open & transparent recruitment policy - Open & transparent recruitment policy - All leadership roles in All leadership roles in the organisation are advertised internally, with a diverse the organisation are advertised internally, with a diverse interview panel that includes female members. interview panel that includes female members.

INITIATIVES, ACHIEVEMENT AND SUCCESSESINITIATIVES, ACHIEVEMENT AND SUCCESSES

Striving for gender pay equity - analysing annual salary reviews by gender.

There have been many initiatives to recruit and retain women in Engineering (E.g. Environmental Engineering)

Provision already available in some organizations

• Part time work options

• Opportunities to work from home

• Women only social events

• Family Priority benefits such as flexible working hours, unpaid leave, careers leave, and paid maternity leave

INITIATIVES, ACHIEVEMENT AND SUCCESSESINITIATIVES, ACHIEVEMENT AND SUCCESSES

Source : New Civil Engineer (NCE) 05.06.08

Which of the following traits do you still feel to be true for women within your industry sector?

NCE SURVEYNCE SURVEY

NCE THE IRONYNCE THE IRONYWhich of the following traits do you specifically associate with women in business ?

Source : New Civil Engineer (NCE) 05.06.08

THE CORPORATE GAMETHE CORPORATE GAME Recognizing the GameRecognizing the Game

What are the rules of the gameWhat are the rules of the game Who are the people with power (official and unofficial)Who are the people with power (official and unofficial) What are all the relevant relationshipsWhat are all the relevant relationships Which men are sexist or uncomfortable with women, andWhich men are sexist or uncomfortable with women, and Who is likely to be promoted by management?Who is likely to be promoted by management?

The Rules : Written and UnwrittenThe Rules : Written and Unwritten Network and build relationships within and outside the organisationNetwork and build relationships within and outside the organisation Find ways to become visibleFind ways to become visible Play politics and lobby for yourself and your workPlay politics and lobby for yourself and your work Communicate effectively and ask for lots of feedbackCommunicate effectively and ask for lots of feedback Perform well, produce results.Perform well, produce results.

PowerPower

PLAYING THE GAMEPLAYING THE GAME Decide the organisation’s Decide the organisation’s unwritten rulesunwritten rules (and write them down)(and write them down) Be fun at work Be fun at work (i.e. develop your attraction power)(i.e. develop your attraction power) Work hard and keep learningWork hard and keep learning Make the most of your Make the most of your professional institution professional institution (e.g. Engineers Australia) and continuing (e.g. Engineers Australia) and continuing

professional development training (i.e. increase your expert power)professional development training (i.e. increase your expert power) Improve your Improve your leadership skills leadership skills by increasing your emotional intelligenceby increasing your emotional intelligence Try to understand how your organisation rewards its staff, i.e. understand the Try to understand how your organisation rewards its staff, i.e. understand the

management culturemanagement culture Develop internal and external Develop internal and external professional contacts professional contacts to assist your organisation and to assist your organisation and

personal contacts to assist your careerpersonal contacts to assist your career Create opportunities to Create opportunities to show your manager and senior management that show your manager and senior management that you are:you are:

Conscientious, responsible and respectfulConscientious, responsible and respectful Trying to make the organisation more successfulTrying to make the organisation more successful Creative (both technically and commercially)Creative (both technically and commercially) Confident and ambitiousConfident and ambitious Uncomplicated as a person, i.e. low maintenance for your managementUncomplicated as a person, i.e. low maintenance for your management

Don't accept bullying, harassment or discriminationDon't accept bullying, harassment or discrimination, i.e. make your position clear, i.e. make your position clear Ask for coaching or mentoring Ask for coaching or mentoring from internal or external peoplefrom internal or external people Read Read self-improvement and management literature self-improvement and management literature Raise your visibility Raise your visibility in the organisation by taking on new roles internally orin the organisation by taking on new roles internally or Externally, i.e. be Externally, i.e. be proactiveproactive rather than reactive, and rather than reactive, and Regularly plan your careerRegularly plan your career: what do you want to be doing in 10, 5 and therefore 2 years : what do you want to be doing in 10, 5 and therefore 2 years

time? Keep a written record of your plans.time? Keep a written record of your plans.

Based on list of ministries

Ministers & Deputy Minister’s

Secretary General & Deputy Secretary General

Malaysian Ministry StatisticsMalaysian Ministry Statistics

7

613

Based on ISTIC governing body members

Participation of Women in ISTIC governing Bodies

STATISTICSSTATISTICS

Based on top Agencies in Malaysia

Based on top GLC’s in Malaysia

Participation of Women in Government Link Companies and Agencies

STATISTICSSTATISTICS

CREATING THE WOMEN CREATING THE WOMEN LEADERSHIP ROADMAP LEADERSHIP ROADMAP

To increase Women participation to 30% in Management & Decision Making levels by year 2015

To increase Women contribution in SET equally

To create an ‘ICON’ for women -' Built by Women for Women’

WOMEN TRANSFORMATION WOMEN TRANSFORMATION ECONOMY PROGRAMMEECONOMY PROGRAMME

To provide specialized programmes for Women in Leadership & Management skills

To increase the participation of Women Capital in Corporate, Ministries, Government Agencies and Government linked companies

To provide grants and incentives for private sector with shareholders & directorship comprising 30% or more

To have include Women in Technology driven companies at Management/Decision making Levels

To create agency lead by Women to monitor, track & spur head the Women driven economy

Due to the Due to the equal opportunity equal opportunity in education for both in education for both genders, the enrolment of female students in engineering genders, the enrolment of female students in engineering studies has increased in recent years.studies has increased in recent years.

Female students Female students enrolled in engineering courses has enrolled in engineering courses has risen from merely 5% in 1981 to 30% in 1999 and about risen from merely 5% in 1981 to 30% in 1999 and about 50% in 2010.50% in 2010.

Females graduating Females graduating from engineering courses has risen from engineering courses has risen from 3% in 1981 to 28% in 1991 and about from 3% in 1981 to 28% in 1991 and about 50% in 2010.50% in 2010.

The number of women engineers registered under IEM The number of women engineers registered under IEM has higher increase in percentage from 0.05% in 1980 to has higher increase in percentage from 0.05% in 1980 to 18.28% in 2011 compared to women engineers registered 18.28% in 2011 compared to women engineers registered under BEM 0.11% in 1980 to under BEM 0.11% in 1980 to 15.9% in 201115.9% in 2011

THE FUTURETHE FUTURE

Thank youThank you