A Leader's Key Takeaways on DEI & More from GWOB Program

Ong Jee Lian is a Board-certified professional and a seasoned Sustainability and Communications expert of over two decades of experience.

Having graced the cover of Global Woman Leader in July 2024 for her insights on How Female CSOs Are Transforming Malaysia's Construction Landscape, Jee Lian now shares with GWL her board directorship preparedness journey and the profound insights obtained during her recent visits to public and private sectors in France, particularly concerning women’s empowerment.

The journey towards effective leadership is one of continuous growth, and for me, the 2025 Global Women on Boards (GWOB) programme was a pivotal chapter. Designed to equip new, aspiring, and existing women directors, GWOB provided a unique, women-only sanctuary.

This six-month programme, complete with dedicated development modules and a meticulously matched mentor with extensive board experience, offered a safe platform to openly share, question, and learn, truly preparing us for the intricate board environment. The innate ability of GWOB to match candidates with mentors perfectly aligned with individual backgrounds and career trajectories was, in itself, a testament to its thoughtful design.

An Exchange of Cultural & Intellectual Perspectives

Yet, the most profound learning extended beyond the structured curriculum. My cohort was a vibrant tapestry of global talent, with participants hailing from the US, India, UK, Africa and Malaysia among others. While the programme blended online learning with physical classes culminating in Paris, it was the splendid cross-pollination of ideas that truly enriched the experience.

Engaging with smart, accomplished women holding international C-suite and Board positions from diverse fields like renewable energy, finance, legal, HR, sustainability, IT, medicine, and top government administration – fostered an unparalleled exchange of cultural and intellectual perspectives.

The capstone phase in Paris was particularly enlightening. Learning visits and a board simulation provided invaluable insights, with sessions at ESCP Business School, the Financial Markets Authority (AMF), the Ministry of Economy and Finance, and Total Energies Headquarters. These engagements offered a rare glimpse into how European public and private sectors navigate international markets, and critically, how they strategize to improve women’s participation in the workforce. Thought leaders at each institution openly shared current data, successful initiatives, and future plans to augment these crucial numbers.

Understanding the European Perspective on DEI

This deep dive into European strategies sparked an intriguing intellectual reflection on Diversity, Equity, and Inclusion (DEI).

While many organizations define DEI primarily through gender, race, and neurodiversity metrics, my observations painted a clearer, broader picture: DEI must also encompass the diversity of intellectual equity.

It’s about elevating the intellectual capacity of all genders and ages, ensuring its provision and accessibility across the board. This expanded understanding suggests a next-level focus for truly inclusive leadership.

Europe offers compelling examples of this purposeful implementation. A prime example of this commitment is France’s Rixain Law, introduced in 2021. This legislation mandates gender quotas and transparency measures to accelerate economic and professional equality. Recognizing the need to increase women's representation in leadership, it requires companies with over 1,000 employees to achieve 30% female representation in senior executive and governance bodies by 2026, rising to 40% by 2029, with financial penalties for non-compliance. This crucial step by MP Marie-Pierre Rixain marks a national priority to dismantle the "glass ceiling" and foster a more inclusive professional environment.

Innovative Initiatives that Blend Individual Ambition with Systemic Support

Beyond national legislation, some French organizations showcase an equally innovative approach to maternity leave.

Women's positions are not only assured upon their return, but their roles are temporarily filled through a 'smart job rotation' plan.

This strategy offers invaluable lateral growth opportunities for other employees, who gain temporary job ownership and recognition. This benefits the organization by ensuring continuity, the returning mother by safeguarding her career progression, and the temporary incumbent by fostering their professional development.

Further illustrating a broader European commitment to gender equality, several countries, including France, Sweden, Finland, and Spain, provide fiscal incentives and compensation for paternity leave. While this immediately eases the burden on working mothers, its long-term societal benefit is far greater: it reshapes the nucleus family’s caring roles and expectations, fostering a more balanced environment – truly embodying the adage, "it takes a village to raise a child."

In reflection, my GWOB journey crystalised a dual imperative. Firstly, it takes personal ownership to continuously drive one’s professional growth, highlighting the indispensable value of platforms like GWOB. Secondly, and equally vital, it requires robust policies at both national and organizational levels – not merely to mandate DEI, but to ensure its purposeful and strategic implementation. This holistic approach, blending individual ambition with systemic support, is the true pathway to empowering women and cultivating a future of intellectually rich, diverse leadership.