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Participate in of Life Serve as a
the economy to catalyst to
benefit from the nurture future
Inclusiveness Sustainability
wealth of the generations
country
Half of Malaysians are female. It
makes sense for them to stay in
the workplace …
… for talent pool to be
build upon
2
Female Talent is Key to Promote Economic Growth and
Inclusiveness in Malaysia
Tan Sri Zarinah Anwar Tan Sri Dr Zeti Akhtar Tan Sri Dr Jemilah Tan Sri Datin Paduka Siti
Mahmood Sadiah Sheikh Bakir
Tan Sri Rebecca Aireen Omar Rohana Rozhan Professor Datuk Tan Sri Michelle
Sta Maria Dr. Asma Ismail Yeoh
Women on Boards Led to Better Performance
Source: http://www.mckinsey.com/locations/paris/home/womenmatter/pdfs/Women_matter_oct2007_english.pdf
Diverse Sets of Skills Add Values to Boards
McKinsey 2008
Source: WORLD DEVELOPMENT REPORT 2012, GENDER QUOTAS AND FEMALE LEADERSHIP, Pande, Rohini, and Deanna Ford, 2011
A Closer Look on Malaysia, There are Fewer Female
Representatives at Board Level and Top Management
120%
100%
8.6%
24%
80% 38% 35%
45%
60%
91.4%
40% 76%
62% 65%
55%
20%
0%
Overall Gender *Board Level Top Management Senior & mid Other Levels**
Composition management
Male Female
Male
Female
Malaysia’s FLPR is below the Level Expected Given Its Level of
Development
Female Labor
Force
Participation (%)
Source: Towards Gender Equality in East Asia and the Pacific, World Bank 2012
Women’s LFPR is double peaked in Japan and Korea … But is single
peaked in Malaysia
70
60
50
40
30 Japan (2008)
20 Korea (2007)
Malaysia (2010)
10
0
15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64
100 97.3
91.7
90 88.0
82.4
78.4
80
69.5
70
60 57.1
48.9
50 Male, (age 20-55)
40 Female, (age 20-55)
30
20
10
0
Never married Married Widowed Divorced,
separated
Women Men
Housework 2%
Schooling
15
Progress is Slow for Having More Women on Boards
12.00%
* 10.30%
10.00%
8.60%
7.80% 7.90% 7.70% 7.90%
8.00% 7.50%
6.00%
0.00%
2008 2009 2010 2011 2012 2013 Q2 2014
2099 is the year Malaysia will achieve 30% female representation at board level
if no intervention is made (based on past trends)
Based on compound annual growth rate (CAGR) of the past 6 years
Malaysia’s Response on The 30% Challenge, Compared with
Other Countries
Mandatory
Norway Spain France Italy Germany Netherlands
(Legislative)
Gender Target
Regulatory-administered
/ Business-Led US UK Canada Australia New Zealand HK
Gender Target
Malaysia Singapore
No Gender Target
Thailand
PRACTICE
Large Companies
• Companies on the FTSE Bursa Malaysia top 100, or
• Companies with market capitalisation of RM2 billion and above
• 4.1 At least 50% board composition comprise Independent Directors
• 4.2 Tenure of Independent Director does not exceed 9 years
• 4.5 The Board discloses in its annual report the company’s policies
on gender diversity, its targets and measures to meet those targets.
• For Large Companies the board must have at least 30% women
directors
GUIDANCE boardroom diversity.
A diverse board can offer greater depth and breadth compared to non-
diverse boards. Director candidates should be sourced from a diverse
pool. In pursuing its gender diversity agenda, each company should
take steps to ensure that women candidates are sought in its
recruitment exercise for board and senior management positions
18
DIVERSE COMPANIES ARE MORE ATTRACTIVE TO GLOBAL INVESTORS
What is it?
• A group of business leaders who are
committed to bringing more capable women on
boards because it is good for business
Why does it matter?
• A business-led approach ensures a self- The 30% Club Investor Group,
perpetuating system of development and UK:
selection of the best talent. E.g. the cross • Aberdeen Asset Management
company mentoring initiative • Aviva Investors
• AXA Investment Managers
• Significant number of global investors are • JP Morgan
advocates and/or look for gender diverse • HSBC Bank Pension Trust
boards • Newton Investment, etc
What can you do? The 30% Club US, Investor
Groups:
• By joining as an advocate of the 30% club, you
lend your name and join a global movement to • Berkshire Hathaway
promote gender diverse boards as a • PNC Financial Services
• Barclays
business imperative • Blackrock
• BNY Mellon, etc
EFFECTIVENESS OF A BUSINESS-LED APPROACH IN THE UK
An epiphany over the past 5 years in the UK: now seen as a business issue not a women’s issue
30% Club Malaysia joined a global movement to shift the needle for more
women on boards
30% Club UK Supporters
23
US 30% Club Supporters
24
30% CLUB MALAYSIA WAS LAUNCHED ON 8TH MAY 2015
3 Advisory Founding Chairs:
May 2017
• Tan Sri Dato' Megat Zaharuddin, Chairman of Maybank
• Tan Sri Dato’ Seri Dr. Jeffrey Cheah, Chairman of Sunway 2 Co Advisory Chairs
Group • Tan Sri Mohd Sidek
• Tan Sri Zarinah Anwar, Chairman of Malaysian Venture Hassan
Capital Development Council • Datuk Mohaiyani
Shamsuddin
2 Executive Co-Founding Chairs:
• Dato’ Abdul Aziz bin Abu Bakar,CEO MINDA
• Anne Abraham, CEO LeadWomen
GOVERNMENT AS THE CATALYST
Government as the
Catalyst
Trend ofWOB
TARGET: % WOB on Malaysian PLC Boards
Statistics
Overall
12.0% 12.3% 12.6%
10.7%
8.6% 10.2%
7.5% 7.8% 7.9% 7.7% 7.9%
13.2% 14.0%
Top 100 PLCs
June 2017
Overall 12.6%
Women,
814 30% = 1,960
+1,158
Total seats = 6,479
Men,
5665
Doing
“Action”
Being
“Character”
31
THANK YOU