Turning privilege into a force for greater board diversity
Singapore's success is built on strong meritocratic principles, and maintaining this requires constant alertness and hard work.
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EARLIER this year, I published details of a study showing a 43 per cent average pay gap between pay for male and female directors on the boards of Singapore-listed firms. This figure generated headlines in Singapore and beyond; and as a result, many people reached out to me on the topic of gender pay gaps.
Interestingly, most male correspondents focused on questions about data and interpretation, as they found it hard to believe such a gender pay gap could exist. On the other hand, female contacts said that this study confirmed their suspicions, and narrated personal stories of being short-changed in their careers. Both responses are valid and understandable, yet they are also one-sided.
Nobody said: "I may have contributed to this problem. What can we do to improve?" Indeed, if I ask myself honestly whether I have unwittingly contributed to gender pay gaps, despite being female and aware of such issues, the answer is, probably, yes.
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