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DEI workshop for INED

Posted on July 20, 2022July 11, 2023 by 30club-Malaysia

The 30% Club Malaysia and our corporate
advocate EY recently organised a two-hour Diversity, Equity & Inclusion (DEI) Workshop for Independent Non-Executive Directors and senior leaders of public listed companies.

During the workshop participants discussed the business case for more balanced gender representation in boardrooms, the plan, challenges, action plan, and support needed to realise the DEI ambitions.

Some recommendations include having a diversity policy in the Board Charter, collecting data to drive
actions and decisions, and knowing where to source for board-ready women directors.

Where Diversity is the FACT, Inclusion is the ACT, why inclusion matters

Posted on July 18, 2022July 19, 2022 by Admin

By: Diandra Soobiah, co-chair of the 30% Club UK investor group and head of responsible investment at NEST and Laura McGee, founder and CEO of Diversio.

New analysis by Diversio and the 30% Club makes one thing clear: it’s time to elevate inclusion in the conversation about diversity, equity and inclusion (DE&I). If we don’t, UK companies risk losing talent and fail to reach equal representation at the senior-most levels.

The 30% Club has a long-standing goal of driving gender diversity and has recently prioritised racial and ethnic diversity as well. The primary tactic has been advocating for more women and ethnic minorities on boards of directors, in part because these are quantifiable metric and, as the saying goes, “what gets measured gets done”.

With that said, the 30% Club has always emphasised the need for strong talent pipelines and company cultures where all employees have the opportunity to contribute and advance – in other words, equity and inclusion. Until recently, the concept of inclusion has been difficult to measure. But advances in artificial intelligence (in particular, natural language processing) have changed this, with startups like Diversio using AI to measure, track and compare organisational inclusion at scale.

Late last year, Diversio and the 30% Club’s UK Investor Group teamed up to analyse FTSE 100 companies on three DE&I-related metrics: Board and Executive diversity, DE&I programmes and policies, and the prevalence of 27 “inclusion barriers” – measured by applying artificial intelligence to employee reviews. Our goal was to identify top (and bottom) performers, uncover key drivers of bias and exclusion, and enrich the conversation about DE&I.

The results indicated that UK investors’ efforts to increase Board gender diversity appear to be working. But Board diversity is not an end in itself: the idea was always that diverse Boards would influence Executive teams and help create organizational diversity that would in turn improve performance.

Judging from our numbers, that has not occurred.

Firstly, representation at the very highest level has not trickled down. There have been great strides toward gender diversity at the board level, with an average of 40% of board seats held by women. In contrast, only 14% of board seats are held by visible minorities. Just one-quarter of Executive positions are held by women, and less than 13% are held by visible minorities.

One might argue that it will take time for a strong talent pipeline to result in promotions to senior executive roles. This assumes that workplaces are fair and unbiased with equal opportunities to advance. Unfortunately, judging from our research, this does not appear to be true of many FTSE 100 companies. We believe that an inclusive corporate culture reinforces both diversity and equity by facilitating an environment in which employees can bring their full self to work which, in turn, attracts more diverse talent as this culture becomes embedded across the organisation.

According to Diversio’s dataset, UK employees face meaningful inclusion challenges at work. Among critical employee reviews left about FTSE 100 companies, an astounding 79% cite an inclusion barrier. Too many UK employees face harassment, recourse, exclusion, and lack of mentorship at work. According to them, this is affecting their ability to do their best work and causing them to look elsewhere for employment. (If you need more evidence, this recent study by Deloitte found that 23% of employees have already left their company for a more inclusive one).

Overall, the most commonly cited inclusion barrier centered on inclusive leadership. For example, employees complained of a “very old school management style which is male, middle-age dominated”, where “domineering/bullying management styles tolerated” and the organisation is “highly political and full of silos”.

The next most prevalent barrier is adequate resourcing, for example: “Profit driven with constant cost cutting at the expense of everything”. Employees mentioned their race and gender affecting their ability to advocate for resources needed to do their jobs effectively.

The third is a lack of fairness in career development, with employees saying things like “[there are] limited promotional opportunities from within [and an] average pay Culture in upper management.” Many employees described an “old boys club” with advancement opportunities given based on who you know and what you look like.

All this begs the question – how should investors engage with companies on this topic, and where should corporate Executives begin?

The first step is to acknowledge inclusion as a material factor in the war for talent. Now more than ever, companies are struggling to retain talent with turnover at an all-time high and employees valuing culture more than ever. Companies that cultivate inclusion will have a significant advantage. Those that get it wrong face attrition and reputational harm.

The next step is to benchmark performance and measure progress. Though achieving gender and ethnic diversity at a Board level is important, if we are to make tangible progress on DE&I we must look to improve inclusivity in the work place. Inclusion can and should be measured. (Diversio has open-sourced its framework here.) Once a baseline is established, executives can start to prioritize interventions and hold leaders accountable for meeting specific targets.

The third step is to continue to engage with non-government organizations and peer groups like the 30% Club and The Network of Networks. DE&I is an evolving and nuanced topic, and every company has some room for improvement. Sharing learnings will help all involved – not just what is working, but also what is not. This requires a healthy dose of humility and openness to learn.

In summary, our goal was to create a baseline for components of DE&I like racial and ethnic diversity, equity and inclusion. Our analysis provides a good foundation for improvement – if executives and investors seize the opportunity. We hope they do.

Celebrating 10 years of the 30% Club mentoring programme

Posted on July 18, 2022September 9, 2022 by Admin

Sheryl Sandberg, COO of META and author of LEAN In, Sir Trevor Phillips and Lord Bilimoria were just some of the business leaders appearing at a landmark event last Wednesday to mark the tenth anniversary of the world’s biggest cross-company mentoring programme.

The business community gathered at LSEG (the London Stock Exchange) for a market close ceremony to celebrate and discuss the impact of the 30% Club mentoring programme, launched in 2012 to reinforce and widen the female talent pipeline as part of the campaign’s initial aim to increase diversity on the boards of Britain’s top companies.

Delivered by Moving Ahead, the 30% Club cross-company mentoring programme has had 680 companies take part, across 30 sectors and 50 countries. (The scheme began in 2012 with eight companies led by EY in London).

Moving Ahead’s data reveals…

*Mentees were 47% more likely to be promoted than non-mentee peers in the three years after the programme

*70% of mentees said they felt more confident and empowered by the programme

*The same proportion said there were “inspired to create change in their careers or organisations”

*Half the mentees agreed with the statement: “My career has been affected by far less organisational bias and impenetrable networks since I found a mentor”

*Across programmes, retention is relatively high within companies. Turnover per year, per cohort sits at 10%

*Over ten years of the programme there have been no incidents reported regards poaching.

Of course, there remains much work for the 30% Club to do – we need more female board chair and committee chairs and far more female executives. Women of colour remain significantly under-represented at every level.

“Parity for men and women on boards is now a realistic prospect in the UK over the next couple of years,” explains current 30% Club global chair Ann Cairns, who is also the executive vice chair of Mastercard, “but we are not there yet.

“While women now hold more board seats, it is in NEDs that we have seen the greatest expansion; women are still lagging behind when it comes to the big executive roles within companies. There are still only 10 female FTSE CEOs in the UK and at executive committee level there are just 25% women. And when it comes to race, class, disability and wider diversity the numbers are far worse. That’s why we’re not changing our name to 50% Club anytime soon.”

In 2019, Cairns introduced race and ethnicity targets for the campaign and in the same year the mentoring scheme expanded to embrace diversity more widely. Alongside the flagship Mission Gender Equity programme, Mission INCLUDE now welcomes individuals from all under-represented groups as mentees.

Moving founder and CEO Liz Dimmock said: “Moving Ahead is proud to deliver the 30% Club’s mentoring programme – which is now the biggest cross-company scheme in the world.

“Its proven impact in leading to promotion is a vital part of the 30% Club’s ongoing mission to get more women into executive leadership positions as well as board roles.

“I am especially pleased that the 30% Club mentoring programme has evolved to include the Mission Include strand, which welcomes mentees from all under-represented groups.

“Mentoring provides enormous value not only to the mentees but also the mentors and their organisations, who tell us their experience on the programme has enriched their own careers and corporate culture to be more inclusive. They understand that business is better when all talent is able to thrive.”

Sheryl Sandberg, COO of Meta and author of working-woman bible Lean In who addressed the Stock Exchange event on Wednesday, said: “The broken rung on the ladder is that men get promoted on potential whereas women are judged on experience so far.

“That has to change at all levels and mentoring and sponsorship is a powerful way to fix that.

“We all also need to pay careful attention to the experiences of women of colour who experience far more micro-aggressions and setbacks at all levels. This has to be a broad conversation.”

79% of dissatisfied employees say they’ve experienced an inclusion barrier

Posted on July 15, 2022July 19, 2022 by Admin

London, UK, 19 July 2022: The FTSE 100 is ahead of the S&P 500 and TSX 60 in diversity and inclusion, according to exclusive research for the 30% Club Global Investor Group by Diversio. But a significant number of employees do not feel included at work.

Diversio scraped negative employee reviews of companies and analysed these reviews for content.
Diversio found that 79% of negative reviews (ie dissatisfied employees) cited inclusion related
issues as the reason for their dissatisfaction.

The FTSE 100’s overall score for diversity, inclusion, and commitment, Diversio’s key metrics for assessing Diversity & Inclusion (D&I), is 65.7 out of a possible 100. Such a score indicates that programming, inclusion, and diversity are closely linked and mutually reinforcing, with higher scores indicating successful D&I policies, practices, and implementation.

The overall scores, based on analysis of publicly available corporate policies and employee reviews, were 58.8 for the American S&P 500 and 55.1 for the Canadian TSX 60. A quarter of each company’s score looked at gender, racial and ethnic diversity at the board and executive level. Another quarter looked at D&I programmes and policies. While half of the score was calculated using anonymous feedback from employees about their experience. These “inclusion metrics” represent the biggest opportunity for improvement.

Inclusion findings
Inclusion barriers fell into six broad categories: inclusive culture, fair management, career development, workplace flexibility, workplace safety, and recruiting and hiring.

	Inclsuive Culture	Fair Management	Career Development	Workplace Flexibility	Workplace Safety	Recruiting and Hiring
FTSE Average	6.08	6.25	6.81	6.86	6.64	6.83
Global Average	5.81	5.94	6.08	6.29	6.32	6.36

Top scoring companies across all KPIs include:

Pershing Square Holdings, Mondi, and Segro.

Among the 27-inclusion metrics Diversio analysed, inclusive culture and fair management were the most prominent among FTSE 100 companies. Commonly cited pain points cited included issues such as:

● “Very old school management style, which is male, middle-age dominated”
● “Domineering/bullying management styles tolerated. Highly political and full of silos”
● “Profit driven with constant cost cutting at the expense of everything”
● “Limited promotional opportunities from within. Average pay Culture in upper management.”
● “Stressful work environment and hard to strike a work life balance.”

Diversity findings

On the plus side, the research found there has been progress on gender diversity at the board level across the indices, with female representation now at 40% for the FTSE 100. Gender diversity at the executive level sits much lower, at 26%.

Racial and ethnic diversity for the FTSE 100 companies have an average of 14% representation at the board level and 13% representation at the executive level.

For the full methodology, see Appendix.

Laura McGee, co-founder and CEO of Diversio, said: “The quickest way for low-scoring sectors and companies to improve is by surveying employees and implementing fundamental programmes and policies, including a DEI strategy with executive level accountability and transparent reporting. Survey data can help leaders understand company culture and any barriers that might be faced by under-represented groups.”

Ann Cairns, global chair of the 30% Club, said: “What the analysis means for companies is that it’s critical to track not just diversity but also inclusion. All companies should have fundamental DEI programmes and policies in place and need to listen to employees to identify pain points and create a smooth funnel to leadership.”

Table: How the three indices stack up against each other, data provided by Diversio.

	FTSE 100	S&P 500	TSX 60
Overall diversity, Inclusion, and commitment score (out of a possible 100)	65.7	58.6	55.9
% Women at board level	40.1%	Not enough data	Not enough data
% Women at executive level	25.6%	23.3%	18.9%
% Racial/ethnic diversity at board level	13.9%	Not enough data	Not enough data
% Racial/ethnic diversity at exec level	13%	13.8%	10.6%
% Racial/ethnic diversity of total population (census data)	About 15% (2019 census data)	About 38% (2020 census data)	About 22% (2016 census data)
Best 3 performing sectors	Real estate, energy, information technology	IT, financials, real estate	Real estate, utilities, financials
Worst 3 performing sectors	Financials, utilities, consumer discretionary	Materials, consumer discretionary, energy	Industrials, IT, consumer staples

ENDS

Appendix

Diversio Insights methodology

The Diversio Scores
The Diversio Insights platform scores companies in four main ways: diversity, inclusion, commitment, and an overall average. The diversity score is made up of the gender and racial diversity of the board and executive teams of a company. Optimal diversity scores are given to companies with executive and board diversity that correspond with percent representation observed in the population. Diversity data is collected through Mechanical Turk, by scraping company websites or SEC filings. The data is then labelled through a combination of human expertise and algorithms, assigning gender and race/ethnicity to each executive and board member. 1 We then provide the companies with the opportunity to confirm or correct their public data through direct outreach. The commitment scores are determined using a score of 0 – 3 based on the published documentation surrounding a firm’s policy and governance, recruiting practices, employee engagement, and transparency and data disaggregation. The inclusion score is determined by scraping employee reviews of their companies and having our algorithms identify patterns in employee reviews regarding the barriers employees face every day. These patterns are classified into pain-points from a predetermined set of 27 pain points. Companies with the least pain points score the most highly, while companies with the most pain points score the lowest.

Limitations and Data Accuracy
All of our data is based on publicly available information at the time of its collection. Diversio recognises that there are limitations to this methodology. We do not have real time data and could show some information that is 6 months to 1.5 years out of date. We are not able to update our database every time a company institutes a new policy. We cannot be responsible for how often a company updates their public facing image. If the makeup of a board changes without a public facing announcement, our database cannot reflect the new addition.

Contact: 30% Club campaign manager Laura Whitcombe, laura@30percentclub.org, or media@30percentclub.org
Website: www.30percentclub.org Twitter: @30percentclub

Notes to Editors

Diversio found that about 97% of companies on the FTSE, TSX, and S&P have implemented D&I programmes and policies. However, the data makes clear that these commitments alone will not create a diverse and inclusive workplace. Companies are encouraged to survey employees to understand inclusion barriers, and double down on advancement opportunities for underrepresented employees.

The analysis reveals the best performing sectors for D&I in the FTSE 100 are real estate, energy, information technology. The worst were industrials, utilities, consumer discretionary.

About Us : The 30% Club is a global campaign led by Chairs and CEOs taking action to increase gender diversity at board and senior management levels of the world’s biggest companies. We set targets of a minimum of 30% female representation at the board and executive committee levels. This is the critical mass at which research shows minority voices are heard. However, the ultimate goal is parity.

Under the leadership of Global Chair, Ann Cairns, the campaign continues to expand its international footprint with presence in 20 countries around the world. We support diversity in its very broadest sense and while gender has been our starting point, we fully realise that considerations of ethnicity, disability, sexual orientation, socioeconomic background and beyond are all part of the journey – and that gender identities are themselves evolving rapidly. We believe that only those organisations that foster truly inclusive cultures – cultures that embrace women who look, act and, importantly, THINK differently – can reach their full potential to positively impact their people, their markets and their communities.

30% Club UK Chapter’s 2023 Targets

1. Beyond 30% representation of women on all FTSE 350 boards, to include one person of colour. We support the Parker Review goals for at least one person of colour on every FTSE 350 board – in addition, we advocate for gender balance with half these seats going to women, creating 175 board seats for women of colour.
2. Beyond 30% representation of women on all FTSE 350 Executive Committees, to include one person of colour. We advocate for gender balance with half these seats going to women, creating 175 executive committee roles for women of colour.
3. Beyond 30% of all new FTSE 350 Chair appointments to go to women between now and 2023.

About Diversio: Global leader in the use of AI technology and sophisticated data analytics to
measure, track and improve D&I, working across 35+ countries and 25+ sectors.

Konferencja Bloomberga i 30% Club Poland “Zrównoważone inwestowanie”

Posted on July 7, 2022July 7, 2022 by 30club-Poland

Jeszcze przed sezonem wakacyjnym, czerwiec zamknęliśmy z przytupem! Konferencja poświęcona tematyce ESG zorganizowana przez 30% Club Poland i agencję Bloomberg cieszyła się taką popularnością, że musieliśmy dostawiać krzesła! 23 czerwca, w hotelu Noby ugościliśmy ponad 130 osób.

Widać, że ESG na stałe wchodzi na agendę biznesu i nie może być już traktowane jako przejściowa moda lub “wymysł grupki cyklistów, ale bardzo poważny trend, za którym stoją globalne instytucje finansowe” jak przekonywał dr Mirosław Kachniewski, Prezes Stowarzyszenie Emitentów Giełdowych, które objęło patronat nad imprezą.

Ramy regulacyjne, po których potem mogliśmy się poruszać, bardzo przejrzyście zarysowała Agnieszka Skorupińska, Partner, Head of Environmental Law Practice CEE z kancelarii CMS Poland. Agnieszka omówiła wszystkie zmiany i wymogi prawne istotne dla inwestorów instytucjonalnych, jak i emitentów papierów wartościowych.

Ze strony Bloomberga, Bartosz Czekierda pokazał jak budowane są ratingi i indeksy ESG, Gregory Kay przedstawił nowy projekt BloombergNEF, czyli specjalnie dedykowany zespół do analizy trendów w zakresie transformacji energetycznej, Adithya Bhashyam opowiedział o potencjale wykorzystania wodoru (zwłaszcza zielonego) w różnych sektorach gospodarki, zaś Arek Osiński zaprezentował jak zbudowany jest Bloomberg Gender-Equality Index (GEI), który śledzi wyniki spółek giełdowych, publikujących dane mierzące ich wysiłki na rzecz wspierania równości płci.

30% Club Poland reprezentowała Aleksandra Włodarczyk, współzałożycielka i koordynatorka kampanii w Polsce, która przekonywała, że różnorodność jest dobra dla biznesu, opierając się na twardych danych i jest to aspekt, który inwestorzy muszą wziąć pod uwagę. Aleksandra podkreśliła, że według badań to kobiety są najbardziej prawdopodobnymi inicjatorami działań na rzecz klimatu, jednak wciąż są niedoreprezentowane w gremiach decyzyjnych. Łącząc cele dotyczące różnorodności z celami klimatycznymi, droga do zero-emisyjności może być szybsza i sprawniejsza.

Na końcu, niesamowicie ciekawą debatę przeprowadzili paneliści, każdy reprezentujący inną perspektywę: Joanna Ałasa oczami funduszu inwestycyjnego NN Investment Partners, dr Samer Masri oczami funduszu emerytalnego Aegon PTE, Milena Olszewska-Miszuris, Co-Chair 30% Club Poland od strony raportowania oraz Tomasz Półgrabski z perspektywy spółki giełdowej Benefit Systems SA. Moderator dyskusji Piotr Skolimowski, Warsaw Bureau Chief at Bloomberg News zadawał szczegółowe, nurtujące a czasami podchwytliwe pytania “Czy kwestie ESG to wciąż tylko centrum generacji kosztów czy może potencjalne korzyści?”. Mamy nadzieję, że uczestnicy naszej konferencji jasno potrafili odpowiedzieć na to pytanie i jeszcze bardziej docenili wagę tematyki ESG, do której zaliczają się również kwestie różnorodności.

25 rocznica GE Women’s Network

Posted on June 15, 2022July 8, 2022 by 30club-Poland

14 czerwca 30% Club Poland wziął udział w obchodach 25. rocznicy działalności GE Women’s Network.

Potrzeba akceptacji i wsparcia w miejscu pracy jest w dzisiejszych czasach jednym z podstawowych oczekiwan pracowników. Jest wiele sposobów budowania różnorodnego i inkluzywnego miejsca pracy oraz wspierania pracowników w istotnych dla nich aspektach. Firmy mogą oddać głos społecznościom, swoim pracownikom, budując sieci pracownicze. Te inicjatywy, czasami oddolne, ale również zainicjowane przez pracodawcę, zrzeszają osoby chętne współtworzyć środowisko pracy współgrające z ich różnorodnością i mają realny wpływ na retencję pracowników, działania wspierające rekrutację czy też kreatywny proces tworzenia marki.

Wspaniałym przykładem jest GE Women’s Network Poland, która w czerwcu obchodziła swoje 25-lecie! Jest to niesamowicie prężnie działająca sieć pracownicza, której efekty pracy wyczuć można było w niesamowitej atmosferze obchodów rocznicy, na które zaproszona była również Aleksandra Włodarczyk, reprezentując 30% Club Poland.

Aleksandra wzięła udział w dyskusji „Networking w kobiecym wydaniu” razem z dr Bianką Siwinska, CEO Perspektywy Women in Tech, Moniką Jezierską, Członkinią Zarządu Fundacji Liderek Biznesu, Aleksandrą Harasiuk, Założycielką LEAN IN POLAND, a panel moderowała Małgorzata Romaniuk Wiceprezes Zarządu Banku BPH.

Bardzo dziękujemy za ciekawą rozmowę, a jednocześnie gratulujemy wszystkim wspaniałym Liderkom hubów, które współtworzą GE Women’s Network Poland. Mamy nadzieję, że znajdziemy wiele pól do współpracy z 30% Club Poland i razem będziemy pracować na rzecz zwiększenia różnorodności w biznesie.

Driving Diversity, Equity & Inclusion: DEI Conversation #2

Posted on June 9, 2022July 12, 2023 by 30club-Malaysia

In early June, the 30% Club Malaysia’s Chair Ami Moris spoke to Dr. Ken Yeoh of Bursa Malaysia, Soraphol Tulayasathien of The Stock Exchange of Thailand; and Chin Loo Low of EDGE Certification on what it takes to drive diversity, equity and inclusion.

Key take outs:

1. Quotas and KPIs need to be augmented by

advocacy beyond just the boardroom;

these initiatives must also include top leadership.

2. Increased and specific disclosure requirements

by investors, regulators and policy makers to

expedite demographic representation.

3. Focus on equity is crucial given established

practices of unequal access to opportunities.

4. DEI is not a compliance exercise or a

mere reporting tool, rather a competitive

advantage.

5. There is ROI in Diversity, Equity and Inclusion.

1. urodziny 30% Club Poland w Fabryce Norblina

Posted on June 3, 2022July 20, 2022 by 30club-Poland

2 czerwca spotkaliśmy się z naszymi członkami, ambasadorami i partnerami, by świętować pierwszą rocznicę działalności 30% Club Poland!

Dzięki uprzejmości Grupy Capital Park, urodziny zorganizowalismy w przepięknej przestrzeni Fabryki Norblina, którą mieliśmy okazję zwiedzić wraz z przewodnikiem. Obszar, który przez lata był zaniedbaną perłą poprzemysłowej architektury przekształcił się w nowoczesną część miasta z biurami, sklepami, restauracjami, kawiarniami. Bistro BioBazar zaserwował nam pyszne przekąski, mieliśmy okazję przetestować najwygodniejsze, rozkładane sofy w Kinogramie, a przewodnik opowiadał o historiach fabryki z lat jej świetności.

Dziękujemy wszystkim za magiczny wieczór, podczas którego mogliśmy w końcu spotkać się na żywo. Państwa zaangażowanie i nieustające wsparcie pomaga kampanii się rozwijać i zmierzać do osiągnięcia naszych celów.

Foto by Julia Markiewicz

Workshop on Resume Writing

Posted on May 31, 2022July 11, 2023 by 30club-Malaysia

“Very helpful in forming thoughts for drafting one’s board resume,” Savita Saigal.

“It was a very informative and interactive session, “Norliza Rasool Khan.

“Raj shared very useful tips on the Do’s and Don’ts on how to write a board profile,” Leong Sow Yoke.

These were some of the extracts from the feedback we received from the participants/mentees of the Board Profile Writing Masterclass, which was held recently.

The workshop was conducted by CnetG Asia’s Managing Partner and 30% Club Malaysia Steering Committee member Raj Kumar Paramanathan. This is the second session that 30% Club Malaysia had partnered with CnetG Asia, a global executive search and leadership development firm.

It was the first face-to-face session for the mentees since the onset of the MCO more than two years ago.

At this half-day masterclass session, Raj Kumar shared tips on how to write a well-structured board profile and resume to our group of mentees of the Board Mentoring Scheme.

After the session, the participants/mentees networked with each other, exchanging ideas and information amongst them.

Scholarship for entrepreneurial woman

Posted on May 29, 2022July 11, 2023 by 30club-Malaysia

The 30% Club Malaysia and Edinburgh Business School, Heriot-Watt University Business School are delighted to announce that for a fifth year, scholarship to attend the part-time MBA programme at the Heriot-Watt University Malaysia campus will be offered to an entrepreneurial woman.

The successful applicant will commence the two year programme in September 2022 or January 2023.

To be eligible to apply to the scholarship scheme, applicants should:

• Be female and of Malaysian nationality.

• Have been offered and accepted a place on the part-time MBA Programme.

• Complete the Edinburgh Business School Scholarship application form and submit it with two written references in support of the scholarship application. Ideally one should be from your current, or your most recent employer. If this is not possible, personal references are acceptable.

• Complete, online applications must be received by midnight 15th December 2022.

The successful applicant shall receive a scholarship to undertake the part-time MBA programme at the Malaysia Campus.

The scholarship covers the costs of study materials, teaching sessions and revision seminars for the nine MBA courses required to qualify for the MBA degree, plus and graduation fee.

Study will commence in September 2022 or January 2023 and the successful applicant must attend all scheduled teaching sessions, revision seminars and sit examination at the prescribed exam sessions.

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