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Board Gender Diversity in ASEAN Board Gender Diversity in ASEAN IN PARTNERSHIP WITH WRITTEN BY About IFC IFC—a sister organization of the World Bank and member of the World Bank Group—is the largest global development institution focused on the private sector in emerging markets. We work with more than 2,000 businesses worldwide, using our capital, expertise, and influence to create markets and opportunities in the toughest areas of the world. In fiscal year 2018, we delivered more than $23 billion in long-term financing for developing countries, leveraging the power of the private sector to end extreme poverty and boost shared prosperity. For more information, visit www.ifc.org. © International Finance Corporation 2019. All rights reserved. 2121 Pennsylvania Avenue, N.W. Washington, D.C. 20433 www.ifc.org The material in this work is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. IFC does not guarantee the accuracy, reliability or completeness of the content included in this work, or for the conclusions or judgments described herein, and accepts no responsibility or liability for any omissions or errors (including, without limitation, typographical errors and technical errors) in the content whatsoever or for reliance thereon. The findings, interpretations, views, and conclusions expressed herein are those of the authors and do not necessarily reflect the views of the Executive Directors of International Finance Corporation or of the International Bank for Reconstruction and Development (the World Bank) or the governments they represent. 2 | BOARD GENDER DIVERSITY Board Gender Diversity in ASEAN Table of Contents List of Abbreviations and Acronyms .............................................................................. 5 Foreword.........................................................................................................................6 Acknowledgements ........................................................................................................ 7 Executive summary ........................................................................................................9 Key findings ............................................................................................................................................................ 9 The business case for board gender diversity ...............................................................12 Why is board gender diversity so important? ............................................................................................ 12 How can firms ensure that diversity drives performance? ................................................................... 13 Chapter 1: Board gender diversity in ASEAN .................................................................14 1.1 Current state of play in ASEAN ................................................................................................................14 Chapter 2:Drivers of board gender diversity in ASEAN ................................................21 2.1 Country-level factors that drive board gender diversity ................................................................. 21 2.2 Company-level factors that drive board gender diversity ............................................................. 26 Chapter 3: Impact of board gender diversity on company performance .....................33 3.1 Impact on company financial performance .........................................................................................33 3.2 The link between board gender diversity and financial performance ....................................... 38 Chapter 4: Obstacles to advancing board gender diversity ........................................ 43 4.1 Country-level obstacles preventing women from rising to senior positions.......................... 43 4.2 Company-level obstacles preventing women from rising to senior positions ......................48 Chapter 5: Opportunities for advancing board gender diversity .................................51 5.1 Country-level opportunities for advancing board gender diversity ............................................ 51 5.2 Company-level opportunities for advancing board gender diversity ........................................ 56 5.3 The way forward: diversity breeds diversity ....................................................................................... 63 Appendix 1: Snapshot of country metrics ....................................................................66 Appendix 2: Detailed methodology for statistical analysis ........................................ 70 4 | BOARD GENDER DIVERSITY LIST OF ABBREVIATIONS AND ACRONYMS ADB Asian Development Bank SG Singapore APEC Asia-Pacific Economic Cooperation SGX Singapore Exchange ASEAN Association of Southeast Asian Nations SSE Sustainable Stock Exchange CEO Chief Executive Officer SSGA State Street Global Advisors CFO Chief Financial Officer STEM Science, Technology, Engineering and Maths CSR Corporate Social Responsibility TH Thailand DAC Diversity Action Committee TR Thomson Reuters DWN DuPont Women’s Network UN United Nations EIU Economist Intelligence Unit UNESCO United Nations Educational, Scientific and ESG Environmental, Social and Governance Cultural Organization EU European Union US United States GES Global Economic Symposium VN Vietnam HOSE Ho Chi Minh VIOD Vietnam Institute of Directors Stock Exchange VWEC Vietnam Women Entrepreneurs Council WCD Women Corporate Directors ICDM Institute of Corporate Directors of Malaysia WEF World Economic Forum IFC International Finance Corporation ILO International Labour Organization IMF International Monetary Fund IN Indonesia MY Malaysia NAWEM National Association for Women Entrepreneurs of Malaysia NUS National University of Singapore OLS Ordinary Least Squares OECD Organisation for Economic Co-operation and Development PH Philippines R&D Research and Development ROA Return on Assets ROE Return on Equity SCWO Singapore Council of Women’s Organisations SDGs Sustainable Development Goals SEC Philippine Securities and Exchange Commission SET Stock Exchange of Thailand BOARD GENDER DIVERSITY | 5 Foreword Collectively, the nations that constitute the Association of also notes that the percentage of women on boards in the Southeast Asian Nations (ASEAN) represent a remarkable region remains low. economic success story. Many have transitioned from a legacy of poverty and conflict into powerful engines of This disparity highlights that substantive change inside growth, with rising foreign investment, stable job markets, Southeast Asia’s boardrooms can be difficult to achieve, increased domestic spending and a growing middle class. given gender stereotypes and a male-dominated culture. This report also offers concrete recommendations on ways to And yet, these nations are facing some headwinds. Some accelerate the pace of change, including the shifts in mindset challenges, such as trade volatilities and slowing growth, and attitude required to truly transform this dynamic. may capture headlines. Others, such as a lack of female presence in the boardrooms of Southeast Asian nations and IFC’s support for this research—part of a global series of throughout the senior leadership pipeline, deserve more studies on the positive effects of increased gender diversity in attention than they receive. In fact, a recent report from business leadership—is aligned with its overarching mission the International Labour Organization warns that business of driving private sector-led development to create markets growth in Asia could become severely curtailed if companies and opportunities. It is our hope that by tapping into the do not recruit and promote more women. vast potential offered by women in business, Southeast Asian companies can become stronger, more sustainable Indeed, a growing body of global evidence points to the and more attractive to investors. In turn, they will remain business benefits of greater female representation on boards powerful drivers of inclusive economic growth, helping to and in senior management. They include stronger financial continue the positive trajectory in a region that has seen performance, better corporate governance, improved millions lifted out of poverty in recent decades. disclosure and transparency, enhanced employee and community relationships, and more robust environmental reporting, among others. Vivek Pathak IFC Regional Director, East Asia and the Pacific This new report from The Economist Intelligence Unit and IFC, Board Gender Diversity in ASEAN, underscores the importance of paying more attention to the gender gap in Southeast Asia’s executive cadre and boardroom. It is a comprehensive analysis of more than 1,000 companies in six ASEAN countries plus China, exploring the impact on business performance when women have a place at the boardroom table. The report establishes a clear connection between firms with more women on their boards and better financial performance. Despite the strong business case, it 6 | BOARD GENDER DIVERSITY Acknowledgements Board Gender Diversity in ASEAN is an Economist Intelligence • Tran Anh Dao, deputy chief executive officer, Ho Chi Minh Unit (EIU) report, commissioned by International Finance Stock Exchange (HOSE), Vietnam Corporation (IFC). The findings are based on an extensive • Helen De Guzman, chair, Board Diversity and Inclusion review of the literature, company-level data analysis and Committee, Institute of Corporate Directors,
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