Category: Event

On March 19, 2025, the American-Malaysian Chamber of Commerce (AMCHAM), in collaboration with 30% Club Malaysia, hosted an engaging panel discussion titled “Powering Progress: Is DEI Still Relevant Today?.

The session brought together senior business leaders to explore the relevance, challenges, and opportunities of Diversity, Equity, and Inclusion (DEI) in the Malaysian corporate landscape.

The event kicked off with a compelling keynote address by Rejina Rahim, Co-Lead of the Influence Pillar at 30% Club Malaysia and Founder of Wahine Capital. Rejina set the stage with hard-hitting statistics, highlighting how gender parity alone could add USD 50 billion to Malaysia’s GDP by 2025 and why DEI must go beyond compliance to become a business and economic imperative.

Following her keynote, Rejina moderated a thought-provoking panel discussion featuring:
Sandy Ma – Regional HR Director, APAC, Keysight Technologies
Peter Murray – Country General Manager, Amazon Web Services (AWS)
Jun Maria Tan Abdullah – Senior Director, Payments Network Malaysia (PayNet)
The panelists shared real-world insights on how their organisations are integrating DEI into their workplaces, the obstacles they’ve encountered, and the strategies that have driven measurable impact. The discussion covered key issues such as gender representation, workplace policies, ethnic diversity, and inclusion of persons with disabilities (PWDs).

The event was attended by corporate members of 30% Club Malaysia as well as AMCHAM, all of whom engaged in a lively Q&A session, exchanging ideas on how Malaysia can move from policy to impact.

With businesses facing mounting pressures from investors, employees, and regulators to embed DEI into their strategies, this session underscored a crucial reality – DEI is no longer just about fairness; it is a business and economic necessity for Malaysia’s future.

The following article delves deeper into the key takeaways from the discussion and why DEI remains critical for Malaysia’s corporate and societal growth.
Why DEI is a Business and Economic Imperative

Many companies still see DEI as a compliance requirement rather than a strategic enabler of growth. However, the business case for DEI is undeniable:

📌 Boosting Malaysia’s GDP: A 2016 McKinsey Global Institute study estimated that advancing gender parity alone could add up to USD 50 billion to Malaysia’s GDP by 2025. With economic uncertainty and slow growth projections, DEI could be a key driver of national prosperity.

📌 Higher Profitability & Innovation: Companies in the top quartile for gender diversity on executive teams are 21% more likely to outperform their peers in profitability and 35% more likely to achieve superior financial performance. Given Malaysia’s 4% average PLC dividend yield, businesses can no longer afford to overlook the commercial benefits of diversity.

📌 Attracting Global Investment: Institutional investors are beginning to vote against boards that lack gender and ethnic diversity. BlackRock, State Street, and Vanguard have policies that push for greater boardroom representation. Malaysian companies that fail to align with these expectations risk losing global investors.

📌 Reflecting the Market We Serve: Malaysia’s workforce and customer base are diverse – shouldn’t leadership teams be as well? Companies that embrace DEI build stronger connections with consumers and improve decision-making by incorporating multiple perspectives.

The Malaysian Context: Unique DEI Considerations
Unlike in Western markets, DEI in Malaysia must be tailored to our cultural, religious, and regulatory environment. This means:
Cultural Sensitivity: DEI cannot be a copy-paste strategy from the US or Europe. It must align with Malaysia’s community-based values, religious considerations, and societal norms.
Government Policies: While some initiatives, such as the one-woman-on-boards mandate for PLCs, have been introduced, broader policies supporting parental leave, pay transparency, and anti-discrimination laws need strengthening.
SME Challenges: With 97% of Malaysian businesses classified as SMEs, many lack structured DEI frameworks. Bridging this gap is crucial to making DEI a reality beyond large corporations.
Moving from Policy to Impact: What’s Next?

The question is no longer “Is DEI still relevant?” but rather “How do we accelerate progress in Malaysia?” Here are three critical areas for action:

1️⃣ Education & Awareness – DEI must start early. Companies should work with schools and universities to cultivate an inclusive mindset in future talent. This can be integrated into CSR initiatives, mentorship programs, and leadership training.

2️⃣ Policy-Driven Change – Organisations need to go beyond regulatory compliance. This includes inclusive hiring, mentorship programs for underrepresented groups, and leadership succession planning that prioritizes diversity. If we don’t lift everyone, we risk economic stagnation.

3️⃣ Measuring Impact – “What gets measured gets managed.” Companies that track diversity metrics, pay equity, and employee engagement see better DEI progress. Regular reporting and transparency are necessary to hold leadership accountable.

Final Thoughts: DEI is a Collective Responsibility

Malaysia has the opportunity to lead in equitable growth, but it requires commitment from businesses, policymakers, and society as a whole. The economic argument is clear, the moral case is undeniable, and the time for action is now.

At 30% Club Malaysia, we continue to drive meaningful conversations and advocate for systemic change. But the real impact happens when leaders across industries take ownership of DEI—not as an obligation, but as a competitive advantage and a force for national progress.

🔹 How is your organisation prioritising DEI? Share your thoughts with us. Let’s build a Malaysia where no one is left behind.

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

Today, we are thrilled to share breaking news of a partnership between the 30% Club 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’ Bee Leng Ong, Chief Executive Officer (CEO) of PWDC; Sarojini Ruth, President of NAWEM; and Nurul Ain Abdul Latif, Chair of the 30% Club 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 the 30% Club 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’ 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’s non-executive directors (NEDs) focus more on strategy and act as advisors to CEOs and management teams. Among the key takeaways were:

𝐂𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞 𝐆𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞 𝐀𝐜𝐫𝐨𝐬𝐬 𝐁𝐨𝐫𝐝𝐞𝐫𝐬: Serving on multiple boards – locally and internationally – provides invaluable exposure to different governance standards and enhances strategic thinking.

𝐄𝐯𝐨𝐥𝐯𝐢𝐧𝐠 𝐄𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬: While directors once handled operational details, today they must focus on strategic decision-making and ensure that management executes effectively.

𝐓𝐡𝐞 𝐑𝐨𝐥𝐞 𝐨𝐟 𝐄𝐒𝐆: 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.

𝐍𝐚𝐯𝐢𝐠𝐚𝐭𝐢𝐧𝐠 𝐒𝐭𝐞𝐫𝐞𝐨𝐭𝐲𝐩𝐞𝐬: 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’s 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’s 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 the 30% Club 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 Institute of Corporate Directors Malaysia (ICDM) key observations on board positioning and selection for aspiring board members reveal the following:

𝐓𝐚𝐫𝐠𝐞𝐭𝐞𝐝 𝐀𝐠𝐞 𝐑𝐚𝐧𝐠𝐞: 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.

𝐑𝐞𝐜𝐞𝐩𝐭𝐢𝐯𝐞𝐧𝐞𝐬𝐬 𝐭𝐨 𝐅𝐢𝐫𝐬𝐭-𝐓𝐢𝐦𝐞 𝐃𝐢𝐫𝐞𝐜𝐭𝐨𝐫𝐬: Some boards are more open to appointing first-time listed directors, influenced by their remuneration structures.

𝐕𝐚𝐥𝐢𝐝𝐚𝐭𝐢𝐨𝐧 𝐨𝐟 𝐈𝐧𝐭𝐞𝐫𝐧𝐚𝐥 𝐂𝐚𝐧𝐝𝐢𝐝𝐚𝐭𝐞𝐬: Increasingly, companies seek independent validation of their internal candidates by benchmarking against ICDM-matched candidates.

𝐁𝐨𝐚𝐫𝐝 𝐒𝐤𝐢𝐥𝐥𝐬 𝐌𝐚𝐭𝐫𝐢𝐱: 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.