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Statistics on Women IEM REGISTERED ENGINEER’S 25/11/2012 The Beginning -Towards A Nation Engineered by Women- The Chinese Society for Electrical Engineering 1. A more robust and diverse Engineering Industry Women Engineers in Malaysia – 2. Engineers to be the essence in the Economy Development Making the Transformation Happen 3. Women should take the opportunity to be the major role in the Engineering transformation By : Datuk Ir. Rosaline Ganendra 4. To formulate an Engineering Economic Roadmap 21st -23rd November 2012 (EER) – A Nation to Greater Engineers 5. To encourage higher participation of Women in this Beijing, China Programme and Industry Statistics on Women IEM REGISTERED ENGINEER’S SET 45,000 40,000 1 Institute Of Engineers Malaysia 35,000 2 Board Of Engineers Malaysia 30,000 25,000 3 Institute of Architect Malaysia 20,000 15,000 4 Academy of Sciences Malaysia 10,000 13.89% 16.4% 18.28% 10.23% 1.28% 2.5% 5.54% 5,000 0.32% 0.84% 5 Institute Surveyor Malaysia 0.05% 0 6 Malaysian Institute of Planner’s 1980 1985 1990 1995 2000 2005 2007 2009 2010 2011 IEM members IEM Women Engineer's Source : IEM 1 25/11/2012 BEM REGISTERED ENGINEER’S STATISTICS Table 1 Historical Statistics & Trends of Women Engineers in Malaysia 80,000 Comparison Between BEM and IEM 70,000 IEM BEM TOTAL GRADE TOTAL 60,000 YEAR TOTAL WOMEN TOTAL WOMEN % % MEMBERS ENGINEERS FM G S AREGISTERED REGISTERED 50,000 MEMBERS ENGINEERS 1980 3,431 2 0.05 - 1 1 - - 8,929 10 0.11 40,000 1985 6,951 22 0.32 - 13 9 - - 8,994 23 0.26 30,000 1990 10,137 85 0.84 1 52 28 4 - 9,198 58 0.63 1995 13,164 168 1.28 - 93 63 12 - 26,159 1,540 5.89 20,000 15.9% 15.2% 15.3% 2000 14,866 372 2.50 4 172 153 42 1 35,581 2,478 6.94 11.6% 10,000 10.1% 2005 15,154 839 5.54 5 240 446 147 1 49,842 5,031 10.1 0.26% 0.63% 5.89% 6.94% 0.11% 0 2007 15,086 1,544 10.23 6 269 634 634 1 56,950 6,609 11.6 1980 1985 1990 1995 2000 2005 2007 2009 2010 2011 2009 19,330 2,685 13.89 8 373 805 1497 0 58,976 8,967 15.2 2010 24,764 4,071 16.40 9 420 1102 2537 3 67,487 10,296 15.3 BEM members BEM Women Engineer's 2011 44,922 8,216 18.28 9 522 1686 5993 2 71,520 11,400 15.9 Source : BEM Source : IEM / BEM STATISTICS STATISTICS Table 2 : Statistics of Women Architect, Planners, Surveyor’s Table 3 : Statistics of Women Architect, Planners, Surveyor’s and Scientist in Malaysia and Scientist in Malaysia 45000 40000 TOTAL WOMEN TOTAL MEMBERS % MEMBERS 35000 30000 ENGINEERS 44922 8216 18.28 25000 20000 ARCHITECT 3536 896 25.3 15000 18.28% PLANNERS 1884 863 45.8 10000 5000 25.3% 30.64% 15% QUANTITY 45.8% 4928 1510 30.64 SURVEYORS 0 ACADEMY OF EngineersArchitects Planners Quantity Academy 225 34 15 SCIENCES Surveyor's of Sciences Member's Women Members 2 25/11/2012 STATISTICS The Problems & Table 4 : Statistics of Academy of Sciences in Malaysia Men (Living) Women (Living) Solutions No of No of appointed Total % appointed Total % 1 The Problem Fellows Fellows 1995 34 34 97.14 1 1 2.86 1996 5 39 97.50 0 1 2.50 2 The Issue’s 1997 6 45 97.83 0 1 2.17 1998 6 51 98.08 0 1 1.92 3 Obstacles To Career Progression 1999 7 58 93.55 3 4 6.45 2000 4 62 93.94 0 4 6.06 2001 7 69 93.24 1 5 6.76 4 Initiatives, Achievement and Successes 2002 12 81 94.19 0 5 5.81 2003 14 95 91.35 4 9 8.65 5 The Corporate Game 2004 2 97 91.51 0 9 8.49 2005 7 104 92.04 0 9 7.96 2006 12 116 91.34 2 11 8.66 6 Playing the Game 2007 7 123 89.78 3 14 10.22 2008 9 132 87.42 5 19 12.58 8 Engineering Economy Program (EPP) 2009 14 146 86.39 4 23 13.61 2010 10 156 85.25 4 27 14.75 2011 16 172 85.57 2 29 14.43 9 The Future 2012 19 191 84.89 5 34 15.11 Source : ASM THE PROBLEMS THE ISSUES LACK OF WOMEN IN SENIOR POSITIONS FAMILY 11 DISCRIMINATION In 2010, women in Australia comprised 53% of all professionals, and RESPONSIBILITY WORK LIFE & 45% of the Australian workforce, but in the top 200 Australian listed & BALANCES HARASSMENT companies (“ASX200”), women comprised only: PREGNANCY • 10% of executive managers (and 8% across all listed companies) • 3% of chief executives • 8% of board directors, and LACKING OF • 3% of “Chairman” LOW SELF HIRING PRACTICES TRAINING & (Source from EOWA, 2011) CONFIDENCE & WORKPLACE MENTORSHIP CLIMATE 2 LACK OF WOMEN IN SET LACK OF WORKPLACE FEWER INSTITUTIONAL CULTURE OPPURTUNITIES / ORGANIZATIONAL & & REWARDS 3 PAY GAPS SUPPORT SATISFACTION 3 25/11/2012 OBSTACLES TO CAREER PROGRESSION WOMEN SET IN MALAYSIA Women face more opposition in leadership roles than men Career Satisfaction for SET Women leave the SET profession at a higher rate than men continues to emerge. Women SET have to work harder to get ahead in the workplace. Very Satisfied No pay parity between women and men in SET for similar work. Women get paid less. Some men do not feel comfortable with having to report to women. Satisfied An assertive woman is perceived to be strong – willed while aman is expected to be assertive. Negative stereotyping/mindset Women holdback their true Neutral abilities and commitment to engineering as they feel they do not get included in mentorship programmes and training Household responsibility are the main reason women layback in Career Progression i.e. Children & Family plans. Scale : +2=Very Satisfied; + 1 = Satisfied; 0 = Neutral; -1= Dissatisfied; -2 = Very Dissatisfied WOMEN SET IN MALAYSIA INITIATIVES, ACHIEVEMENT AND SUCCESSES Percentage of SET Who Feel they Are Part of Management Organization leadership - Start with yourself to place diversity firmly Some Companies has made a serious commitment to encourage diversity & equality in the business - establishment funded employee led initiative that identifies, recommends & reviews opportunities Through the EOWA Employer if Choice for Women goal, some companies has supported instigating a number of reporting measurement globally. Stronger supports in implementing bullying & harassments training, presently mandatory in Australia. Source : BEM 4 25/11/2012 INITIATIVES, ACHIEVEMENT AND SUCCESSES INITIATIVES, ACHIEVEMENT AND SUCCESSES Implementing a mentoring program - Female staff; Not aligned to usual talent management process, in the past excluded many females. Striving for gender pay equity - analysing annual salary reviews by gender. Encouraging women in the business to network both internally & externally. There have been many initiatives to recruit and retain Lunchtime “Skills Sessions” organised & open to all staff (male women in Engineering (E.g. Environmental Engineering) & female). Provision already available in some organizations Regular internal pulse surveys of female staff – To gauge what issues are important to them, which assists in driving the • Part time work options business plan, etc. • Opportunities to work from home Sponsorship for pursuing leadership courses & seminars for • Women only social events women. Regular client events specifically focussed on female clients • Family Priority benefits such as flexible working (E.g. boardroom lunches, cocktail events & panel discussions) hours, unpaid leave, careers leave, and paid maternity leave Open & transparent recruitment policy - All leadership roles in the organisation are advertised internally, with a diverse interview panel that includes female members. NCE SURVEY NCE THE IRONY Which of the following traits do you still feel to be true for women within your Which of the following traits do you specifically associate with women in business ? industry sector? Source : New Civil Engineer (NCE) 05.06.08 Source : New Civil Engineer (NCE) 05.06.08 5 25/11/2012 THE CORPORATE GAME PLAYING THE GAME Decide the organisation’s unwritten rules (and write them down) Recognizing the Game Be fun at work (i.e. develop your attraction power) Work hard and keep learning What are the rules of the game Makethemostofyourprofessional institution (e.g. Engineers Australia) and Who are the people with power (official and unofficial) continuing professional development training (i.e. increase your expert power) Improve your leadership skills by increasing your emotional intelligence What are all the relevant relationships Try to understand how your organisation rewards its staff, i.e. understand the Which men are sexist or uncomfortable with women, and management culture Develop internal and external professional contacts to assist your organisation and Who is likely to be promoted by management? personal contacts to assist your career Create opportunities to show your manager and senior management that you are: The Rules : Written and Unwritten Conscientious, responsible and respectful Trying to make the organisation more successful Network and build relationships within and outside the Creative (both technically and commercially) organisation Confident and ambitious Uncomplicated as a person, i.e. low maintenance for your management Find ways to become visible Don't accept bullying, harassment or discrimination, i.e. make your position clear Ask for coaching or mentoring from internal or external people Play politics and lobby for yourself and your work Read self-improvement and management literature Communicate effectively and ask for lots of feedback Raise your visibility in the organisation by taking on new roles internally or Externally, i.e.
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