黑料爆料

When three powerhouse organisations unite, change isn’t just possible鈥攊t’s inevitable.

Today, we are thrilled to share breaking news of a partnership between 黑料爆料 Malaysia, Penang Women’s Development Corporation(PWDC), and the National Association of Women Entrepreneurs of Malaysia (NAWEM). The partnership was formalised today by Yang Berbahagia Dato鈥� Bee Leng Ong, Chief Executive Officer (CEO) of PWDC; Sarojini Ruth, President of NAWEM; and Nurul Ain Abdul Latif, Chair of 黑料爆料 Malaysia.

Our mission? To create a more inclusive corporate landscape in Penang and beyond. We’re accelerating. Mentorship. Networking. Advocacy. Skill-building.

As of October 2024, women now hold 32.2% of board seats in top 100 public-listed companies in Malaysia – but we’re not stopping here! This partnership represents more than an agreement. It’s a commitment to amplify women’s voices in leadership, drive innovation through diversity and create tangible opportunities for women entrepreneurs.

Together, we’re proving that diversity isn’t just a goal – it’s a powerful and imperative strategy for business success. These aren’t just words. It is our blueprint for a more equitable corporate future.

At the Board Awareness Program: Woman in STEM: Power Up! event organised by 黑料爆料 Malaysia, Tenaga Nasional Berhad and MyWiE. Three women leaders at their respective industries shared their thoughts and journey on board.

The panellists were Datuk Ir. Rosaline Ganendra, Jenifer Thien, and Dato鈥� Roslina Zainal and the event was moderated by our own Geetha Kandiah.

The panelists agreed that the role of board directors has evolved significantly.

Once upon a time directors were deeply involved in operations, today鈥檚 non-executive directors (NEDs) focus more on strategy and act as advisors to CEOs and management teams. Among the key takeaways were:

饾悅饾惃饾惈饾惄饾惃饾惈饾悮饾惌饾悶 饾悊饾惃饾惎饾悶饾惈饾惂饾悮饾惂饾悳饾悶 饾悁饾悳饾惈饾惃饾惉饾惉 饾悂饾惃饾惈饾悵饾悶饾惈饾惉: Serving on multiple boards – locally and internationally – provides invaluable exposure to different governance standards and enhances strategic thinking.

饾悇饾惎饾惃饾惀饾惎饾悽饾惂饾悹 饾悇饾惐饾惄饾悶饾悳饾惌饾悮饾惌饾悽饾惃饾惂饾惉: While directors once handled operational details, today they must focus on strategic decision-making and ensure that management executes effectively.

饾悡饾悺饾悶 饾悜饾惃饾惀饾悶 饾惃饾悷 饾悇饾悞饾悊: As Environmental, Social, and Governance (ESG) becomes mandatory, boards are increasingly seeking technical expertise in sustainability. STEM professionals, engineers, and technocrats are key in addressing these issues.

饾悕饾悮饾惎饾悽饾悹饾悮饾惌饾悽饾惂饾悹 饾悞饾惌饾悶饾惈饾悶饾惃饾惌饾惒饾惄饾悶饾惉: Women on boards often face the stereotype of being too operational or detail-oriented. Embracing self-awareness, trusting others, and adapting to a strategic perspective are essential for overcoming this.

Also, to succeed as a board member, directors must:
1) Understand financial reports and have basic legal knowledge.

2) Have a deep understanding of technical details to inform decision-making.

3) Possess strong personal branding and business acumen, with the ability to translate technical expertise into strategic outcomes.

As emphasised by the panelists, mentoring plays a crucial role in leadership development. When seeking a mentor, it鈥檚 vital to ask the right questions, focus on how to present issues, and work collaboratively.

Networking and fostering male allyship also help support women leaders aspiring for board positions.

In conclusion, achieving greater gender diversity in the boardroom requires collective effort. Programmes that prepare women to be board-ready, challenge biases, and value diverse perspectives are critical in building a sustainable pipeline of talent.

Let鈥檚 continue to empower future-ready leaders who will drive innovation, inclusivity, and excellence at every level.

Last week, Dr Sharbanom Abu Bakar spoke about her board journey.

She talked about the data behind sourcing board talent, revealing that 73% of board members are sourced through personal networks. This reliance on networks can limit access to qualified candidates, particularly women and under-represented groups.

Dr. Sharbanom was speaking at the recently concluded Board Awareness Program: Women in STEM: Power Up! event organised by 黑料爆料 Malaysia, Tenaga Nasional Berhad and MyWiE.

She also highlighted the key selection criteria for board positions, sharing valuable insights on how candidates are evaluated.

The top board selection criteria include industry expertise (85%), personal network referrals (71%), strategic insight contributions (60%), regulatory adherence (45%), listed board experience (37%), shareholder nominations (14%), and risk/integrity records (2%). These findings highlight the emphasis on industry-specific expertise and personal networks in shaping board composition.

While key observations on board positioning and selection for aspiring board members reveal the following:

饾悡饾悮饾惈饾悹饾悶饾惌饾悶饾悵 饾悁饾悹饾悶 饾悜饾悮饾惂饾悹饾悶: Companies typically prioritise candidates aged 40 to 55 for board roles, but individuals over 60 remain valued. However, fully employed candidates receive mixed acceptance within PLCs.

饾悜饾悶饾悳饾悶饾惄饾惌饾悽饾惎饾悶饾惂饾悶饾惉饾惉 饾惌饾惃 饾悈饾悽饾惈饾惉饾惌-饾悡饾悽饾惁饾悶 饾悆饾悽饾惈饾悶饾悳饾惌饾惃饾惈饾惉:听Some boards are more open to appointing first-time listed directors, influenced by their remuneration structures.

饾悤饾悮饾惀饾悽饾悵饾悮饾惌饾悽饾惃饾惂 饾惃饾悷 饾悎饾惂饾惌饾悶饾惈饾惂饾悮饾惀 饾悅饾悮饾惂饾悵饾悽饾悵饾悮饾惌饾悶饾惉:听Increasingly, companies seek independent validation of their internal candidates by benchmarking against ICDM-matched candidates.

饾悂饾惃饾悮饾惈饾悵 饾悞饾悿饾悽饾惀饾惀饾惉 饾悓饾悮饾惌饾惈饾悽饾惐:听The evaluation of board candidates now spans three critical angles – Must-have skills, emerging skill sets and unique value propositions.

Candidates with multi-disciplinary expertise, such as in accounting and sustainability, hold a competitive edge. These observations highlight the evolving expectations for board candidates, with a growing focus on diverse skill sets and strategic validation processes. Such insights provide a
roadmap for strengthening boardrooms with future-ready leadership.

Dr. Sharbanom said according to Malaysian Board Practices Review key skills and competencies needed to enhance board effectiveness include digital, ESG, and human resources expertise, which are identifies as areas for growth, with over 40% of boards needing improvement.

Core competencies such as strategy, governance, and industry experience remain strong, but fine-tuning is essential to stay future-ready while marketing, branding, and business development are increasingly critical for driving innovation and resilience.

In industries like energy, engineering and construction, leadership has historically been male-dominated. However, it鈥檚 time to challenge these norms.

This was one of the topics that were discussed during the recently concluded Board Awareness Program: Women in STEM: Power Up! event organised by 黑料爆料 Malaysia, Tenaga Nasional Berhad and MyWiE.

TNB鈥檚 Chief People Officer, Feldatun Sharif, highlighted the strides being made to amplify women in leadership.

At TNB, almost 50% of the Board Seats and 26% of senior management roles are held by women, thanks to strategic decisions and comprehensive programmes promoting inclusion at critical levels of leadership, though inclusive work practices.

鈥淟eadership development is an evolving journey. Individuals gain 70% of their knowledge from job-related experiences, 20% from interactions, and 10% from formal education,鈥� she said, emphasising the need for continuous growth and development.

Leadership is not just about breaking barriers, but about creating pathways for others to follow. Together, we must continue to challenge norms and celebrate diversity across all fields.

At the event, 30% Club Malaysia Chair Nurul Ain Abdul Latif said one key aspect of leadership is about building robust, sustainable talent pipelines that are board-ready and future-focused.

She stressed the importance of advocating for gender diversity in leadership. Strategic campaigns, including those led by PwC Malaysia, are crucial in advancing impactful agendas, she added.

鈥淎 key focus was on Diversity, Equity, and Inclusion (DEI), which is central to achieving gender diversity goals. The need for a sustainable, board-ready talent pipeline is critical, especially considering the different skill sets required for C-suite and board positions.

Conducting the right programmes are essential to ensure female talent is ready for these roles, with statistics showing their significant contributions to boards.

Collaboration is essential, especially in industries like energy, where there are fewer women in technical leadership roles. Interestingly, while 80% of women leaders come from financial backgrounds, there鈥檚 a growing need for more women in technical fields.

鈥淏uilding a robust talent pipeline with the right skills is crucial. 鈥淣etworking and male allyship are key in advocating for women leaders,鈥� said Nurul A鈥檌n in her keynote address.

At the event, Dr Sharbanom Abu Bakar spoke about her board journey.听 There was also a panel discussion where the panelists Datuk Ir. Rosaline Ganendra, Jenifer Thien, and Dato鈥� Roslina Zainal who shared their journey and experiences as board members. The event was moderated by our own Geetha Kandiah.