1 Gender Diversity Benchmark for Asia - China, India, Japan and Singapore Kate Vernon Acting CEO, Community Business June 2009, Tokyo

Women in the Workplace – A Leaking Pipeline?

Agenda Introduction Gender Diversity Benchmark for Asia Background Part 1: What Successful Women Say Part 2: What the Numbers Tell Us Observations and Recommendations Concluding Remarks

A unique non-profit organisation, working with member companies in Corporate Social Responsibility (CSR) Key focus areas: CSR Strategy Diversity in the Workplace Work-Life Balance Corporate Community Investment Introduction to Community Business

5 Some of Our Member Companies

6 Diversity & Inclusion Work in Asia Advice & Training Customised training and advice Events Subject focused talks, ie LGBT, women, disability Research

7 Diversity & Inclusion in Asia Network (DIAN) Launched in 2008 Meets 3 times a year - different country in Asia Country focus: China, Hong Kong, India, Japan, Korea and Singapore Objectives Network Learn best practice Progress diversity in Asia 2008: Gender Diversity Benchmark for Asia Members:

8 The Gender Diversity Benchmark for Asia

9 Background First benchmark of its kind in Asia Initiative of DIAN member companies, who understand: full participation of women in the workplace is essential for business growth value of tracking performance against other best practice companies in the region Jointly developed by DIAN and Community Business Advice sought from overseas experts in terms of methodology 11 of 13 network members participated Sponsored by:

10 Participating Companies 11 Participating Companies

11 Research Objectives 1.Enable companies to compare their own performance across key geographies in Asia with other leading multinational companies operating in these countries 2.Assist companies in identifying what is working and what other measures need to be taken to further women in workplace in Asia 3.Develop a benchmark for the region that can track progress over time

12 Research Methodology Components of the research: Qualitative information through interviews Quantitative information through data tracking Scope of research: China, India, Japan and Singapore Research team: Shalini Mahtani and team at Community Business Dr Anne Marie Francesco, Hong Kong Baptist University

13 Part I: What Successful Women in Asia Say

14 21 Women Leaders Interviewed

15 Interview with Women Leaders Each company invited to nominate 2 women from each country Criteria Senior management and widely respected Based in the country with a good understanding of local issues 60 minute telephone interview

16 Profile Information Age Average 44.7, ranged from 34 to 56 Marital Status 3 Single, 16 Married, 2 Divorced Children No Children – 8 One Child – 3 Two Children – 8 Three Children - 2

17 Factors Contributing to Success Personal lives Come from working or middle class families - strong work ethic with focus on education Involved in extra curricular activities Opportunities to study and/or work abroad Received support from parents, extended family members, teachers and bosses* Willing to work hard Not afraid to take chances

18 Factors Contributing to Success Personal characteristics Optimistic, positive thinkers Curious, inquisitive Open to new ideas, willing to take risks People oriented, team players Very focused, reliable, able to get things done Good communicators Passionate Honest and have integrity

19 External factors Family support* Mentors/bosses Support from colleagues, friends and clients Good opportunities from current/past organisations Support organisational policies or performance related cultures where gender was not a barrier Economic growth - China and India Factors Contributing to Success

20 Challenges Challenges in reaching current position Wary of saying challenges related to being female Many were gender related Perception of bias: women holding jobs to fill quota Men were uncomfortable with women leaders or initially judged as incapable as not the norm Need to work harder and longer to get recognition Work-life balance: long hours, late night calls, travel Sacrificing time with families Finding the right style: aggressive vs. assertive

21 Challenges Challenges in current role Similar to challenges mentioned earlier - many gender related Other challenges Being removed from ‘day to day’ operations Gaining visibility – need to make oneself seen and heard Finding right executive sponsor in firm as advocate Career development and planning for next job Beauty and youth

22 Women’s Contribution to Business Positive More open, inclusive, collaborative More sensitive, friendly and team-spirited More practical, less political, more detail oriented, Better in conflict situations Gender diversity is better for business. Women leaders understand: Perspectives of female staff Needs of female consumers

23 Empowering Others Role of companies in increasing women at the top Management accountability: gender metrics, gender ratios Appraisal process: review to ensure no gender bias Pipeline of high potential women: give them visibility Break down barriers: provide flexibility, on and off ramp Equal opportunities: offer women “stretch jobs”, gender sensitivity training Forums for women to develop Women's networks Informal/formal sharing Mentoring

24 Empowering Others What women leaders can do to empower other women Proactively give women opportunities Act as mentors, role models Share experiences* Build self-confidence Advocate for women in the workplace

25 Favourability of Each Country for Women Positive Dynamic and exciting place to work Demand for talent and many opportunities Good female role models, respected image Affordable domestic help Negative Lingering effects of chauvinism Cultural expectation of women playing primary role in taking care of family and home Air quality Availability of healthcare Safety issues CHINA

26 Favourability of Each Country for Women Positive Major economic growth, many opportunities Have seen women in senior positions, creating positive role models Extended families and affordable domestic help Negative Evolving culture of diversity and equality for women Certain amount of chauvinism Families not always supportive – may want females at home or to put own career second to husband’s INDIA

27 Favourability of Each Country for Women Positive More government and corporate focus on women More opportunities for women than before Very safe, clean, efficient Because so few women at the top - will stand out! Negative Male-oriented culture Difficult to gain acceptance from men because so few women managers Lack of understanding/support for pregnant women Difficult to get childcare JAPAN

28 Favourability of Each Country for Women Positive Supportive climate for working mothers Many senior female role models Business networking more sensitive to women’s interests Easy place to manage a family as small and everything is close by More women in workforce Good education infrastructure Safe Negative Long working hours SINGAPORE

29 Part II: What the Numbers Tell Us

30 Collection of Data Data template sent out to participating companies Total number of employees % of women in junior level positions % of women in middle level positions % of women in senior level positions Definitions determined by company – not a universally agreed definition Companies were asked to submit data with year end of 31 December 2007 or as close as possible Different companies, different industries, different sizes – all have a significant impact on the percentages presented Due to confidentiality, name of companies removed from data

31 Number of Companies Providing Data in Each Country

32 Percentage of Women in Total Workforce

33 Tracking Women in the Workplace at Different Levels Junior Level

34 Middle Level Tracking Women in the Workplace at Different Levels

35 Senior Level Tracking Women in the Workplace at Different Levels

36 Observations and Recommendations

37 General Observations Leaking pipeline - number of women lessens as positions increase in seniority Similar pattern of female employment in all 4 countries Situation less severe in Singapore and China than India and Japan India does the worst Interviews provide insight into why Negative perceptions of women create challenges for them to advance Difficult to maintain work-life balance Similar to North America and Europe

38 Observations Unique to Women in Asia Positive Economic developments (China, India) Affordable domestic help (China, India, Singapore) Help from extended families Negative Asian women may face more gender discrimination due to more traditional attitudes Gender diversity evolving issue Family plays a very big role in the decisions of individual women

39 Recommendations – Organisational Level Companies can: Implement global diversity policies in Asia Make leadership accountable for gender diversity Track gender diversity ratios in Asia Benchmark gender diversity numbers and practices against other best practice companies Focus on flexibility, visibility, providing access to leadership, women’s networks, mentoring Factor in the role of parents and extended families

40 Recommendations – Individual Level Women leaders can: Play a key role in development of future women leaders Create formal and informal programmes to encourage dialogue Act as champions of gender diversity

41 Concluding Remarks Women leaders – and the companies where they work – have done a great deal to promote gender diversity in Asia However, as numbers show, there is indeed a “leaking pipeline” with very few women in senior positions Need to work harder to achieve true gender diversity Benchmarking is a critical step in this process Commend DIAN for their openness and commitment Our hope that this gender diversity benchmark will evolve over time

42 Thank You Visit Us: Disclaimer: All information provided in this document is intended for discussion purposes only, and is not in the nature of advice. Community Business Limited reserves the right to make alterations to any of its documents without notice. All rights reserved. Community Business Limited ©2009.