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Women’s Leadership in the Workplace:

INSIGHTS AND BEST PRACTICES

- CO-PUBLISHER -

Women’s Leadership in the Workplace:

INSIGHTS AND BEST PRACTICES

March, 2018

Executive Summary

1. Diversity should be treated as a key business strategy

2. Learn from the hard data

4. Create targeted management training programs to solve the pipeline problem

3. Develop a female-specific recruitment strategy

5. Allow for a flexible work environment

6. Develop effective business resource groups

8. Provide platforms for visibility

10. Establish partnerships with external networks and organizations

7. Create a pay equity barometer

9. Recognize that the rollout of gender diversity programs in China are different from a rollout in other areas of the world

The 10 Best Practices for developing women leaders in the workplace:

In a global initiative to increase the impact women have on the economy, countries and multilateral organizations are working to collectively boost women’s participation in the workplace. Globally, report findings show that women are underrepresented at every level within companies. While many of these reports are informative and indicative of broader trends, they still ex-clude China from their data. In order to paint a better picture of female lead-ership and the women’s economy in China, AmCham China asked several multinational corporation leaders how women are represented within their

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Women-led teams lead to higher employee satisfaction

According to HR data, women-led teams are not only more diverse, but also had lower attrition rates.

Women’s motivations and needs are different from men’s

Women are often motivated by impact and contribution to their community, while men are often motivated by their own goals and success in attaining those goals.

Few women will actively pursue promotions

Women do not actively seek promotions due to several factors, including not believing they are qualified for the position or believing that any sort of promotion could have a negative impact on other areas of their life and disrupt their work-life balance. Women will not actively try to pur-sue a position of leadership unless they believe they tick all the boxes for the promotion or they have received sponsorship and are encouraged by someone above them.

Visibility is crucial to success

Research findings show that for women to move up within organizations, it is necessary to in-crease overall visibility both within specific departments and across the organization.

Among the key findings:

organizations. Through the process we uncovered 10 best practices to advance women leaders and accelerate the important role women play in GDP growth. Statistics tell us that there is a positive correlation between the proportion of women in corporate leadership and firm profitability We wanted to paint a clear picture of how and why organizations embrace diversity and inclusion initiatives, mitigate unconscious biases, and treat diversity as a key business strategy.

Women’s Leadership in the Workplace: Insights and Best Practices 3

Introduction

In our second year of the 女 Economy Summit, in order to further our understanding of where women stand within organizations across Chi-na, AmCham China and SCHS Asia interviewed several member com-panies to benchmark women’s roles in the workplace and their broader impact on the global economy. Through our research we discovered that women face significant challenges at work, especially when it comes to obtaining positions of leadership. The AmCham China Business Climate Survey found that women only represent 17 percent of senior manage-ment and only 9 percent of board members, falling below the global av-erage. On a mission to change that, and to ensure that businesses in Chi-na are on the right path to reach the UN’s 2030 Sustainable Development Goal of gender parity, we set out to uncover best practices from leading organizations in the areas of gender equality as well as diversity and inclusion. Through interviewing senior executives across many differ-ent industries and functions, we compiled a list of best practices backed by HR data in order to understand how we can foster emerging female leaders and ultimately solve the female talent “pipeline problem.“ In order to propel our organizations forward, leaders must understand the biggest challenges women face, the factors that lead to promotions and why women are a crucial part of any successful business operation and sustainable economic growth.

For this research, AmCham China conducted structured interviews with 10 executives, 7 female and 3 male, asking about key roles women play within their organizations, how many women are in senior management positions within China operations and what types of women-specific policies companies have in place to foster a healthier work environment. Altogether, we identified 10 best practices that these organizations im-plemented to create a positive work experience and increase employee engagement. We hope you will take these findings and consider how they can be applied to your organization to create stronger, more robust businesses. We believe that with the right set of tools and policies in place, together we can move closer to achieving gender parity.

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Section 1

What is the Women’s

Economy and Why Should We

Care?

Women play an important role in both the paid and unpaid labor market and make positive con-

tributions to society on social, political and economic levels. Governments and corpora-tions need to ensure that they bring women’s contributions and skills into play to achieve sustainable economic growth. Research shows that an increase in female labor force partici-pation results in faster economic growth and greater success. Therefore, the discussion around women’s equality not only focuses on making social progress, but on achieving eco-nomic growth. Last year, for the first time in the history of the WTO, 118 members, includ-ing China, signed the Buenos Aires Declaration on Women and Trade, which seeks to remove barriers to women in business and foster wom-en’s economic empowerment.1 High-level or-ganizations have recognized the importance of empowering women and are emphasizing the women’s economy as the path for new GDP growth.1

There is a huge opportunity to attain a new global standard of living by creating a more inclusive work environment. A McKinsey report estimates that $12 trillion could be added to global GDP by 2025 through ad-vancing women’s equality and female roles in the workplace, and closer to $28 trillion if women were to achieve equal representa-tion to men in the labor market. That’s a 26 percent increase in GDP, as well as improved individual economic outcomes, high returns on poverty eradication, and even enhanced food security. From an economic standpoint,

the opportunity cost of not considering the impact that policymaking has on the gender gap is extremely high.

Companies with inclusive work environments and diverse teams are 15 percent more likely to outperform peers. Companies with the largest number of female board members outperform others by every financial measure, and female CFOs make fewer but better acquisitions. These are a few powerful statistics that show the impact women have on the economy, yet, in 2018, women only make up 5.2 percent of CEOs, 21 percent of board members and even fewer C-suite positions.2 Companies have the social responsibility to explore ways to sup-port women and help them become a more critical part of day-to-day business. Globally, the percentage of women in senior roles is growing slowly, but is not on track to achieve gender parity by 2030.

In China, women account for 41 percent of the national GDP and estimates suggest that if China reduced the gender labor imbalance by 25 percent, they could realize an extra 12 percent in growth, creating an additional $2.5 trillion in GDP by 2025.3 With 2018 targets for GDP growth set at 6.5 percent and a rapidly aging population, China must continue to consider the role of the women’s economy in order to achieve this growth outcome.

While the Chinese government actively sup-ports the Addis Ababa Action Plan, which includes a commitment to transformative financing for gender equality and women’s

1. Buenos Aires Declaration on Women and Trade Outlines Action to Empower Women, www.wto.org/english/news_e/news17_e/mc11_12dec17_e.htm.2. Women CEOs Speak, engage.kornferry.com/womenceospeak.3. Lean In China and DTT on the Impact of Women in a Digital Age, www2.deloitte.com/cn/en/pages/about-deloitte-lean-in-women-report.html.

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empowerment, the real challenge lies in fully realizing the potential of the women’s econo-my.4 There are several factors that create bar-riers for women, including access to decent work and affordable childcare, the income gap, the pipeline problem, and shifting social norms. Improving these factors for female workers will bring China closer to achieving gender parity in the workforce and will ad-vance gender equality globally.

Female Participation in the Workforce

China’s total labor force is the largest in the world, with a labor participation rate of 76 percent. The World Bank reports that between 1982 and 2010, the proportion of women in the labor force fell from 70 percent to 63.7 percent. However, in October 2017, the Sta-tistics Bureau of China released a report on women’s development stating that women’s employment continues to expand, estimating that women account for 43.1 percent of the total workforce, above the target of 40 percent. Foreign sources say that famale participation is declining in China while Chinese sources show it is increasing. Challenges to women’s participation include more women leaving the workforce after getting married or having chil-dren, the lack of affordable childcare options, and the fact that on average women spend 15 percent more time on the family than men5. Increasing women’s participation in the work-force means increasing the female talent pool and ultimately female senior leadership.

The Labor Income Gap

According to the OECD Employment Outlook for 2017 the global gender labor income gap sits at 40 percent. This difference between average annual labor incomes for men and women varies between countries, reaching up to 60 percent in some East Asian countries. In the US, the labor income gap is at 18 percent, in China, the labor income gap sits at 22 per-cent. The income gap highlights differences in career choices, the lack of women in upper management, and reluctance to negotiate for a higher salary. While the pay gap continues to shrink, the largest discrepancies are still found at the “glass ceiling” for highly skilled female leaders or at the “sticky floor” level for wom-en in the lowest pay bracket jobs. Interesting-ly, pay gaps tend to be larger for those with secondary or post-secondary education and it is estimated that 40-50 percent of all pay gaps can be attributed to parenthood and marriage. According to the 2018 Chinese Women in the Workplace report, the main cause of pay gap discrepancies is the missed opportunities for a promotion during times women get married or take time off to have children.

Access to Affordable Childcare

Finding access to affordable childcare is one of the main challenges that families face in China. High childcare costs mean that there is less economic incentive for women to work full time, as they often become the primary caretaker. From an economic standpoint, the

4. http://www.un.org/esa/ffd/wp-content/uploads/2015/08/AAAA_Outcome.pdf5. 2018 年中国女性职场现状调查报告；science.china.com.cn/2018-03/07/content_40243603.htm


opportunity cost of having women opt out of the workforce results in smaller GDP growth. According to research by the All-China Wom-en’s Federation, a poll across 10 provinces revealed that 53 percent of respondents had no intention of having a second child, with the main reason being they had “no one to care for their child.”6 In March 2018, the State Council circulated Recommendations On Accel-erating The Development Of Childcare Services For Infants Aged 0-3.7 Furthermore, the wom-en’s federation submitted a proposal regard-ing public care service for infants.8 Chinese policymakers are actively considering the implications that lack of childcare has on the overall labor market.

C-Trip CEO Sun Jie led this initiative by pro-viding daycare for employees in Shanghai. Parents were pleased by the benefits at the company and increased employee engage-ment followed until late 2017, when leaked videos raised concerns over safety at the nurs-eries. C-Trip continues to explore many differ-ent models to create a better work-life balance for young mothers and, in a study of 1,000 employees, they found a 20 percent improve-ment in performance from those who worked at home rather than at the office.9

In China, having grandparents care for chil-dren may temporarily solve this problem, but with a rapidly aging population, the parent’s burden will actually increase with the need to look after children and elderly parents. By providing flexible work schedules and reason-

able childcare options, women will stay in the workforce longer and be considered for more promotions.

The Pipeline Problem

Women in China still lack equal representa-tion across organizations at junior, middle, and senior management levels, and few women hold board seats or are on the leader-ship team. According to the AmCham China Business Climate Survey, women represent 17 percent of senior management, showing a large underrepresentation at the top level. The survey also found that women represent only 9 percent of board members, significantly lower than the US at 17 percent and the global average of 15 percent. In the most recent update of The Program for the Development of Chinese Women (2011-2020), the Statistics Bureau of China surveyed a large sample and reported that there was an increase in the pro-portion of women in management positions across China. Female directors represented 39.9 percent of the total, and the proportion of female board members was 40.1 percent, an increase of 7.2 and 4.9 percentage points from 2010 respectively.

Major obstacles that prevent women from ris-ing up the ranks include a lack of leadership development training, not actively pursuing promotions or being overlooked for a promo-tion because of age, and not having a female precedent in similar roles. It is important that

6. The Kids Ain’t Alright. Week In China, 24 Nov. 2017, www.weekinchina.com/2017/11/the-kids-aint-alright/.7.政协委员建议加快发展 0-3 岁婴幼儿托育服务 ; www.gov.cn/xinwen/2018-03/13/content_5273750.htm.8.多商量好商量会商量 ;ChinaDaily,paper.people.com.cn/rmrb/html/2018-03/16/nw.D110000renmrb_20180316_1-15.htm.9. Home Offices Can Help Achieve Healthier Work-Life Balance, www.chinadaily.com.cn/business/talkingbusiness/2016-01/28/content_23286490.htm.

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companies set women up for success by pro-viding their female employees with the tools they need to succeed in their new roles. The “glass cliff” theory suggests that women only achieve top leadership roles during periods of crisis or economic downturn, where external factors add an additional challenge to already difficult situations. As a result, women face major hurdles in attaining top leadership.

Chinese women are also overlooked for top leadership due to a mix of unconscious bias around talent, competence and precedence for the position, women having younger re-tirement ages than men, and the choice to take time off at a critical point in their career to have kids. Due to the early retirement age, women are overlooked for promotions since people with the hiring power recognize that women are unable to stay in the position as long as men. This has led to an interesting trend of female entrepreneurship in China. Women’s inability to move up within orga-nizations has led to the prevalence of female entrepreneurs.

Female Entrepreneurship

Due to a variety of societal and economic fac-tors, female entrepreneurship has progressed very quickly in China. China is home to the highest number of self-made female billion-aires, and about 1 in 4 entrepreneurs are fe-male, surpassing the number of entrepreneurs in developed nations.10 Additionally, women

have started around 55 percent of all new Internet businesses. Government initiatives including subsidized credit, requiring uni-versities to offer courses on innovation and entrepreneurship, and providing incentives for Chinese students who return to China to start businesses after studying abroad all contribute to China’s growing entrepreneur-ial landscape. The average age for female entrepreneurs is 35, which can be explained by a strong desire for a more flexible work schedule and the inability to move up from mid-level roles.

Entrepreneurship presents a different set of challenges than working for an MNC. In addi-tion to not receiving many benefits and com-forts of working for large corporations, wom-en are faced with challenges around the lack of adequate business networks and access to capital — two major factors that determine success. In 2015, only 10 percent of venture capital globally was distributed to women. To support female entrepreneurs, companies and governments alike need to put tools in place to create an environment conducive to entrepreneurship. Entrepreneurship provides women with a way to improve their own economic status and alleviate employment issues. By focusing on using female suppliers, capacity building, and adopting practices that support female businesses, companies can help uplift female entrepreneurs.

10. Female Entrepreneurs Account for One Quarter in China: White Paper, www.chinadaily.com.cn/china/2015-09/22/content_21947630.htm.


Practices for Women’s Leadership in China

To provide leaders and professionals with the tools they need to help women overcome such challenges, AmCham China and SCHS Asia conducted interviews with a broad range of companies across China to understand best practices and initiatives for culti-vating women leaders. The interviews were designed to capture qualitative data and anecdotes that articulate the adoption of new best practices, challenges women face in the workplace, effectiveness of various company initiatives and managing diversity in the workplace.

Through these interviews, AmCham China and SCHS Asia uncovered the top ten best practices for cultivating women leaders.

Section 2

Diversity should be treated as a key business strategy

Diversity should be treated as a key business strategy, not as a human re-source focus. Best practices for diversity and inclusion require companies to look past the numbers and key performance indicators, and instead focus on man-aging long-term change in the compa-ny culture. This includes creating an inclusive culture, successfully moving those who embody gender diversity from a level of junior management into positions of leadership. It is important to embed these ideas and behaviors into the day-to-day actions of the compa-ny’s top management. Leaders can best spread this philosophy and their actions will reflect it. For every 10 percent im-provement in gender diversity, there is a 2-4 percent increase in profits. Compa-nies also raised the point that they have won contracts based on the diversity of their team. Overall it is important to re-member that diversity is not something you can suddenly achieve, but rather it is a collective change across all depart-ments at every level.

While the most effective way to implement diversity is to look beyond the numbers, the data still offer some valuable insights into recruitment strategy, lower attrition rates, diverse teams, and an increase in female promotions. When looking at the hard data, companies discovered that the number of females on female-led teams was higher than on male-led teams. The reality is that females tend to hire females. Another study of internal HR data showed that attrition rates were lower for teams with female leaders. Organizations built on a strong foundation of women can enjoy increased retention and greater overall growth. In recruit-ing and talent acquisition, many companies focus on KPIs for the initial pool of candidates they select from — for example, 25 per-cent of all resumes reviewed must be female applicants. Beyond that, gender is never a consideration, but rather a matter of extracting the most qualified candidates.

Learn from the hard data

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Develop a female-specific recruitment strategy

There are strategies that can be put in place without using quotas. One innovative best practice is selecting a certain percentage of female applicants to review from a large pool, especially if it’s a traditionally male-dominated industry or role. This ensures a solid pipeline for sourcing female talent. Other companies use rigorous KPIs to track male and female roles and set benchmarks for women. Another way to attract women to non-traditonal roles is to set up a rigorous, month-long train-ing and certification program where women can feel confident after they enter a new role. Companies that provide this kind of training find that women are able to excel in their position. Other important considerations include the wording used in the job description. Women are more likely to respond positively to some-thing that instills values such as community and impact.

Targeted training programs are essential to cultivating women leaders and helping them reach top management in organizations. With targeted training programs, business unit leaders identify individuals on a global scale who have shown exem-plary performance and networks within the organization and turn promising talent into leaders. Other organizations have nomination-based mentorship programs for mid-level management. Mentorship and sponsorship from top-level executives to mid-level managers is a key component to helping women reach the next lev-el. Women will not necessarily consider a promotion or new position without first knowing they would be a good candidate for the job. By putting systems in place to help women recognize and seize opportunity, companies will start to see more fe-male leaders.

Create targeted management training programs to solve the pipeline problem

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Allow for a flexible work environment

Develop effective business resource groups

Create a pay equity barometer

It is crucial for employers to understand the needs of their employees and to make work a welcoming and safe place where people can freely ask for what they want. In China, the maternity and paternity leave policies vary by city, but some compa-nies opt to set a minimum standard across the entire organization. Another creative best practice is giving employees one week of care leave, allowing employees to take time off to visit family members in hospital and care for aging parents. Addi-tionally, some companies understand that employees working between two time zones have to sacrifice their evenings, so they allow employees to come into the office later in the morning. Organizations have also implemented a “floating desk” policy to allow flexibility in travel. Having flexibility and extra benefits helps build a stronger community and makes for a better work-life balance.

Internal women’s networks and women’s leadership programs help women attain high-level roles. Re-source groups provide mentorship opportunities, help with branding and network building across the company, and develop leadership skills. Compa-nies believe it is important to pay at-tention to employee networks because employee engagement leads to greater employee satisfaction, meaning higher retention rates and increased customer satisfaction. Additionally, women who participate in business resource groups have lower attrition rates and feel a greater sense of community within the organization.

A pay equity barometer allows companies to eliminate any distinc-tion between men and women in its processes. Pay should be based on competency and talent rather than gender. It is the employer’s responsibility to first determine if gender-based pay disparities ex-ist. This is essential in creating a fair and equal work environment. Additionally, it is important to rec-ognize that economically self-suf-ficient women will lead to the next chapter of economic growth.

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Provide platforms for visibility

Establish partnerships with external networks and organizations

Recognize that the rollout of gender diversity programs in China are different from a rollout in other areas of the world

Visibility is a great way to help employees with leadership potential gain presence in social networks and across orga-nizations. Some ways to do this include highlighting wom-en’s achievements and success stories in company news-letters. This allows those in other business units to uncover young talent and build strong operations at the top.

Companies receive positive feedback in terms of employee engagement in exter-nal networks. This could include creating partnerships with non-governmental or-ganizations focusing on women’s rights, including the UN’s He for She. Other examples include nominating women to attend industry conferences and repre-sent the company on a public platform. It allows employees with promising leader-ship qualities to learn from others in the industry, increase their network and value to the industry, and gain greater exposure to those in places of leadership.

Research shows that the introduction of women’s initiatives is fairly new in China. Some companies have had global programs for 15+ years, but only introduced them to China in the last couple of years. Rolling out and implementing gender diversity programs in China must be careful-ly thought out and planned. A best practice is looking to leaders to de-velop the strategy organically, listen to feedback and then adapt. Com-panies should really pay attention to their programs as China’s role in MNC operations has shifted from a small segment of business to the main business driver in many cases. Reinforcing ideas and constantly checking in with employees is key to developing a successful gender di-versity program.

For companies who have already implemented such programs, the most notable differences in-clude the content they focus on. In the US, the programs work on skills training and networking, while in China, companies focus on wellbeing and activity-based programming. China is also unique in that WeChat allows for a much higher par-ticipation rate because it makes communication much easier and more effective than email.

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Section 3

Expert Interviews

Anita JiRegional HR Director, Greater China Abbott

What is the most important factor in developing women leaders?

Creating a supportive, safe environment where all em-ployees are valued equally and where employees can reach their full potential is key to developing women leaders. Women make approximately 80 percent of the healthcare decisions in their families and we strongly believe that women should be able to take that insight and decision making power and apply it to opportuni-ties within Abbott. We encourage our female employ-ees to meet and exchange ideas with each other across different businesses, learn how the company operates at the top by offering access to leaders within the com-pany and provide them with the tools to build their best career.

Can you tell us more about Abbott’s Women’s Programs?

Abbott has been honored and recognized for its di-versity efforts in China and around the globe. Our women’s leadership organization, Women Leaders at Abbott (WLA), has a mission to develop women lead-ers so they may excel at reaching Abbott’s business objectives. Abbott China was proud to lead the way by setting up the first WLA chapter in the APAC region in 2015.

By offering a dynamic range of programs and ini-tiatives, WLA helps women leaders maximize their potential and enhance career development. WLA is a global organization that tailors its high impact pro-grams to regional and local chapters. WLA demon-strates the positive impact that gender diversity initia-tives have on an organization and in business. In 2017,

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EXPERT INTERVIEW

almost 1,000 employees, from all divisions, functional teams, and manufacturing sites across China participated in WLA activities. Activities included executive-led roundtables, leadership network events, wellness activities, lectures about managing stress, workshops on how to develop your personal brand, and many more. With the help of our WeChat channel and push mail system, we engage more than 6,000 employees in Abbott China to learn about WLA and gender diversity.

What does gender diversity mean to you and your organization?

Women’s advancement is a large part of our identity at Abbott. We strongly value the di-versity of people, products, technology and geography, and we believe that diverse per-spectives combined with shared goals inspire better ideas and ways to address changing needs. At both the local and global level, Ab-bott aims to achieve a balanced and diverse leadership team. This is part of our culture and talent management process.

We offer opportunities to help each employee build their career and ensure a positive em-ployment experience at Abbott.

How does Abbott drive momentum for the talent pipeline?

We help women build extraordinary careers by doing work that makes a difference. Ab-bott has a formal mentoring program called Himalaya, which gives talent with high potential for leadership more visibility and access to special development opportunities across divisions, and enriches their experience of job-related critical skills as future leaders. Leadership development tailored to the indi-vidual coupled with increased exposure and visibility across divisions readily develops emerging leaders, ensuring that we have quality talent ready when needed.

Tell us more about yourself.

Anita Ji is the Regional HR Director of Greater China at Abbott. Starting her career working in the field of Human Resources, she has been with Abbott for more than 11 years, driving and delivering the people and talent strate-gies in one of the most competitive environ-ments. Her team in China ensures Abbott has a strong talent pipeline that offers employees opportunities to grow in a company with a caring corporate culture and unlock their full potential.


Teresa LuSenior Director, APCO Worldwide

What role do women play within your organization?

Margery Kraus founded APCO in 1984 and today the orga-nization has become the world’s largest women and employ-ee-owned global communication consultancy with offices in more than 30 cities worldwide. APCO is built on a foun-dation of strong women with more than 70 percent female employees globally. Within China, employees at the junior level are 79 percent female, mid-level 88 percent female and senior-level 71 percent female.

Building women leaders is an important part of our mission. Margery speaks on women’s issues at conferences around the world, including the World Economic Forum and the Fortune Forum. Additionally, APCO actively helps clients who focus on women’s initiatives in China and addresses societal and policy challenges to help women gain equality. I believe it is important to carry the values of gender diversity in everything you do within an organization because it has a direct impact on overall success. In some cases, APCO has won contracts because of our team’s diversity, especially in those where the client placed a strong value on it. If you set boundaries and ex-pectations about whom you are willing to work with, it helps move gender diversity efforts in the right direction.

What are new, innovative benefits or policies you have created to help women in the workplace?

APCO Worldwide has expanded its North America paid pa-rental leave policy to three months in July 2017. APCO’s ex-panded parental leave policy is part of a complete set of em-ployee benefits and programs that includes the APCO Global Exchange Program, which allows staff to experience different parts of the APCO global network, and a full-time global mo-bility coordinator who is tasked with helping staff move be-tween global markets. APCO also offers a robust on-boarding program, The APCO Academy, and a wide range of learning and development resources for our global staff.

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EXPERT INTERVIEW

What are some of the main differences in working in a majority female office?

One of the biggest differences I have observed is that female leaders are generally more sen-sitive and supportive to the needs of female employees, especially when they face challeng-es in balancing the demands of their growing families with the opportunities of growing their career. Also, most female leaders support wom-en in leadership, which usually helps create a fair environment for the career development of female employees. With more women on leader-ship teams, female employees usually feel more confident about taking on challenging roles that have been traditionally dominated by men, and tend to speak up more in meetings. At a wom-en-owned business like APCO, gender differenc-es becomes less obvious as all female employees feel empowered to do whatever they believe is beneficial to their work performance and career development at the company.

How does APCO deploy technology to manage and support women’s initiatives?

In addition to APCO’s wide-ranging benefits, APCO has also invested in technology to help our people better connect and manage their work experience by offering the latest technolo-gy-enhanced resources including a cutting-edge distance learning platform and a full-time learn-ing and development team, as well as access to Zoom communications and Facebook’s new Workplace platform.

What advice would you share with young, motivated female professionals?

First, learn as much as you can from your peers,

supervisors, and people with various experienc-es in your social network. This learning process is not limited to hard skills, but can also draw from the lessons of others’ successes and fail-ures. Second, never be afraid of being ambitious and confident in a male-dominated culture and environment. Your confidence, wisdom, and professionalism will help you win respect. Fi-nally, fully leverage your soft skills. Women are often better at using soft skills to build a collabo-rative culture, lead effectively, and achieve supe-rior business performance.

Women can make a difference if they keep learn-ing, believe in themselves, and become effective communicators and collaborators. Sometimes that means going back to school after a few years of work or taking on challenging respon-sibilities, and other times that means abolishing the fixed perceptions we have in our minds, both at work and at home.

Teresa Lu is a senior director at APCO World-wide, where she leads the company’s strategic and business development activities in Greater China. In addition to her role in strategy and business development, she also specializes in public affairs and corporate advisory, with abundant experience in advising clients on mar-ket entry, stakeholder engagement, and strategic communications strategies.

Prior to joining APCO, she worked as a civil ser-vant at Hainan Foreign Affairs Office, and held roles at HSBC and CapitaLand Limited. Teresa holds an MBA degree from the University of Cambridge with a concentration in environment and energy management.


Echo ZhangHead of HR Greater China, Schneider

What does Diversity and Inclusion mean to your company?

One of Schneider’s four pillars is diversity and inclusion, so it is built into the core of what we do. For us, it’s less about focusing on numbers and KPIs, and instead it’s about creating an inclusive culture across the organiza-tion. Research shows that D&I leads to positive business impacts in recruitment, retention, engagement, and cus-tomer’s needs. The data behind the strategy also tells the story of why diversity is so important to our organiza-tion. When we compared the data of female led teams to that of male led teams, we found that the overall number of women team members was higher and attrition rates were lower, showing us that females tend to hire more females.

In 2018, Schneider was included in the Bloomberg Gen-der Equality Index (GEI), giving us a platform to mea-sure our efforts as a gender-equal employer. This, along with a pay equity barometer, allows us to ensure equal treatment amongst all our employees.

We also treat diversity as more than a gender issue, it is also about addressing cultural differences and building a strong sense of community. As China becomes an im-portant business driver, the organization has designed talent exchange programs to help top leaders back at headquarters understand the China market and Chinese culture. The china offices now play a critical role in our global function and operate as a hub so it is important for employees across regions to embrace diversity.

We also encourage diversity in age and ideas with ini-tiatives including our CEO sounding board, which gives young talent the opportunity to share their voices with top management.

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EXPERT INTERVIEW


At Schneider China, 25 percent of mid level managers and 40 percent of senior managers are female and women hold positions of lead-ership across sales, marketing, strategy, finance and HR. The head of sales for Greater China is female as is our Hong Kong president. As part of the global HR management team, it is my responsibility to find and uncover potential to guide women to reach the top. We select many promising females for our young talent pro-gram where we identify ambitious individuals between the ages of 25 and 30 to give them training on in-depth market understanding and strategy. This program has facilitated fe-male promotion and growth in leadership.

What are some female-specific initiatives within your organization?

Globally we have a Women in Leadership Pro-gram that focuses on helping female talent become global leaders. By exposing women to other countries and cultures, they can gain greater visibility across the organization and understand the entire business. In China, we have a Women’s leadership network where initiatives include organizing speaker events, offering counseling and hosting communi-ty-building activities. Our Women’s WeChat group is another place for employees to share best practices, send invitations for activities, and offer daily encouraging and uplifting ad-vice to each other.

What is the biggest challenge for women in moving from mid-level to top-level management?

In my role as business HR Manager, I find that many women in mid-level positions have trouble taking opportunities for promotions because of perceived change. When women hear of opportunity, they have a natural ten-dency to think of the changes that come with that, whether it’s work-life balance and family obligations or relocation. The reason wom-en don’t move up within organizations isn’t because of the lack of opportunity, but rather because of the approach they take to opportu-nity when it’s presented. This year Schneider introduced a new global family leave policy that covers childbirth, taking care of sick rel-atives, and mourning the loss of family mem-bers to support all employees through big life changes.

Personally, I understand the importance of offering flexibility to employees. In my own experience, when I oversaw HR for all of APAC, I had the opportunity to run my busi-ness from Beijing, instead of relocating to Sin-gapore. Schneider’s flexibility allowed me to continue to grow without having to relocate my entire family.

Echo Zhang, is SVP of HR for Schneider Chi-na and an advocate for Diversity & Inclusion initiatives.


Sophie GuerinHead of Diversity & Inclusion, Asia Pacific, Greater China & Japan (APJC), Dell

How can companies promote diversity in the workplace?

As Head of Diversity and Inclusion for APJC at Dell, I focus on long-term changes and manage that change by looking at the bigger picture in company culture. This includes successfully moving people that embody gen-der diversity from a level of junior management into positions of leadership, helping the organization become more inclusive in hiring and sponsoring those eager to learn. Our program, Many Advocating Real Change (MARC), has become the standard for leadership within Dell. MARC reinforces unconscious bias and inclusive leadership principles. 80 percent of participants said that their leadership style has changed because of it and 70 percent of employees noticed a difference in their boss’ leadership style.

What is the best way to implement gender diversity initiatives?

Dell is a leading organization in gender diversity be-cause we understand that diversity should be treated as a key business strategy. It is important to our mission and business strategy to embed the values of diversity and inclusion into everyone’s daily interactions. Leaders best reflect this philosophy through their behavior and actions. Change management requires that individuals and teams have the tools they need to catalyst change. It is also good to note that collectively, people can spark a new culture over time. Diversity and inclusion is not something that is achieved overnight, it is something that companies should relentlessly work towards.

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How do you increase employee engagement?

We have found that business resource groups help women attain leadership roles. Dell’s Women in Action (WIA) provides mentorship opportunities for women in China and helps them with external network building and branding opportunities. WIA focuses on lead-ership and skills development. Across Asia, there are 12,000 people involved in employee networks of which a significant segment are involved in Women in Action China.

Dell also has a targeted training program where HR and business unit leaders globally identify 20-30 individuals who have shown exemplary performance and networks with-in the organization and help them develop into leaders. Overall it is important to pay attention to your employee networks because employee engagement leads to greater em-ployee satisfaction, meaning higher retention rates within organizations and increased cus-tomer satisfaction. Women who participate in business resource groups have lower attrition rates and feel a greater sense of community.

What should one consider when developing a Diversity and Inclusion (D&I) strategy for their own organization?

Things to consider when building your gen-der diversity program in China is how the program will be rolled out and implemented.

You cannot take a global program and force it into Chinese work culture. First you need to look to the leaders, listen to feedback and use this to guide the development of your strategy and programs. Adapting and local-izing the program is important to the success of the company, as China’s role in MNCs has become a main business driver in many cases. Reinforcing ideas and checking in constantly with employees is crucial to the success of your company’s core business.

How did you attain your current role?

I first gained interest in the topic of gender diversity by helping AmCham China launch their Women’s Professional Committee in 2007. During my Master’s studies, I found-ed Women in International Public Affairs in Paris, to help women pursue careers in global public policy. In Asia, I held the position of Deputy Director for WeConnect China, a DC-based non profit that empowers women busi-ness owners, and served as the Head of Di-versity & Inclusion for Community Business, a Hong Kong based diversity & inclusion non profit consultancy. As the current Head of Di-versity and Inclusion for APJC at Dell, I con-tinue to empower women and other minority demographics through a business driven ap-proach to inclusion.


What roles do women play within your organization?

Amazon is unique in that our organization has a healthy female rate across all business units, including sales. Tra-ditionally, women assume roles in marketing or HR, but here we have developed a program that cultivates women’s leadership in each department starting with the hiring pro-cess. At minimum, 25 percent of all applicants reviewed are women. This creates a solid pipeline for sourcing female talent. We often see our female salespeople represented in our global newsletter reporting sales above $1m. I believe our rigorous training programs, technology certifications requirements and giving women the tools they need to be successful has led to these results.

What are some ways that you increase female employee engagement?

As a company, we have several initiatives at various lev-els within the organization to increase female employee engagement. New managers are paired with seasoned employees through our buddy program to help them learn all the nuances of a new, demanding job. Additionally, our Leaders Teach Leaders training exposes employees to our businesses across APJC offices and primes them for top management positions. Each year we also nominate female employees to represent Amazon China at the Grace Hopper Celebration. This allows our women employees with lead-ership potential to increase their presence in external net-works, increase visibility within our own organization and learn from other female engineers.

How does Amazon create an inclusive culture?

Our mentorship programs and benefits are designed to support our female employees. In addition to extending standard maternity and paternity leave, we also give each

Vivian LiuHead of Human Resources, AWS Greater China Region

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employee the freedom to choose their workload when they decide to return to work. Some choose 75 percent while others opt for 25 percent.

Another unique part of Amazon’s culture is our emphasis on women’s programs and recognizing female achievements. On International Women’s Day, our China CEO greets every employee with a rose, including men, so that everyone can cel-ebrate. Attrition data shows that we have fewer female promotions; so on this day our upper man-agement also hosts interviews with each female team member to understand what holds our fe-male employees back. We choose Women’s Day to conduct the interviews because we have found that employees are generally more open and willing to share their deepest needs on this day. Creating a culture where women feel safe and understood is essential to building a healthy work environment. Our interview findings show that women are less aggressive in seeking out promotions because of a lack of confidence, feeling uncomfortable com-municating with English-speaking colleagues, or a fear of performing unfamiliar tasks.

What advice would you give to a smart, driven female professional?

I would offer two pieces of advice. The first is to speak up more. When I first joined Amazon, as a mother of two young children, I immediately rec-ognized that there were no nursing rooms in our brand new office so I suggested the change to our CEO. They immediately accepted the request and through this experience I learned that men don’t al-ways know what women need until they express it.

The second piece of advice is don’t let what you

don’t know scare you. If you want to learn then find ways to take advantage of the resources your company offers. Never stop learning and always seek to understand the whole business.

How do you cultivate female leadership?

If you want to lead an organization some day, your career conversations must be well prepared, you must make yourself visible to managers and express where your passions, strengths and weak-nesses lie in order for your manager to understand you and provide you with the support you need.

Vivian Liu currently the Head of Human Resourc-es in Amazon Web Services, she directs the HR business to support AWS Greater China Region, in partnering with country leaders in delivering the full spectrum of both strategic and tactical HR services. Before AWS, Vivian was HR Director for VMware China and has 20+ years of HR experi-ence. Vivian holds HBDI, MBTI, DISC, Leadership 360 Assessment, CPCC Co-active coaching qualifi-cations, and DDI, Situational Leadership, 7 Habits of Highly Effective People and Six Thinking Hats Certified Instructor certificates.

Outside of work, Vivian enjoys spending time with her family-- she has two lovely kids, one boy and one girl. She works as career coach for BiMBA stu-dents in Peking University and regularly serves at a local foundation and a non-profit organization.


Steven ChapmanGroup Vice President, China and Russia, Cummins

What percentage of women are in junior, middle and senior management positions within China operations?

We have made significant progress with re-gard to female representation at all levels. Our China office is made up of 34 percent fe-males. In addition to holding positions in HR, finance and IT, women make up 40 percent of our purchasing team, 47 percent of our mar-keting team and 21 percent of our engineering staff. On the China leadership team 4 out of 14 are women. Globally, Cummins also has high female representation at the board and executive committee levels. Women make up 3 out of 12 board members and 6 out of 17 on the leadership team. Female officers (VPs and above) stand at 16 out of 50 or 32 percent of all officers, well above global averages.

How many women received promotions last year?

In our China operations, 33 percent of all promotions last year went to women. Cum-mins is committed to ensuring that women are equally represented at every level, which means we not only focus on hiring at the low-er levels, but also invest in female leadership development to help them build up solid career paths towards the higher levels. For Cummins China, 36 percent of all women are at the lowest pay grade and 25 percent are at the highest pay grade. Cummins has set tar-gets to increase female participation at every level, and is also actively mindful of the ‘merit

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trap’ ensuring that we hire the best candi-date regardless of the way the job gets done, gender, and precedence for the position. By focusing on leadership development and pro-viding women with training that helps them build confidence in public speaking and other areas, we see more women rise to the top of our business units and functions.

What does gender diversity mean to your organization?

Last year we rewrote our core values to in-clude diversity and inclusion, which means that our leadership fully embraces differences in decision making, inclusion, and setting up women for success to ensure that gender di-versity exists at all levels within the company. We put women in positions where we believe they will be challenged but can be success-ful and we provide them with the tools they need, including mentorship, to help them advance. Women play a very important role within our organization and this core philoso-phy of diversity even expands to our procure-ment business. As a company, we are commit-ted to working with more female suppliers and increasing diversity for procurement. In order to create a welcoming environment for female employees, we also meet the highest targets of government requirements for ma-ternity leave and provide flexibility for breast-feeding mothers by having nursing rooms at the office and allowing them to leave one hour early.

What initiatives does your organization take to increase female presence in STEM fields?

Each year we hold Cummins Women in Tech event globally where we send 8-10 delegates from China to represent our team. In China, we also hold dedicated events for female en-gineers. Externally, Cummins’ Dr. Lyn Schol-arship supports excellent female engineering majors who need financial aid so that they can successfully complete their studies and gain new opportunities in STEM fields. We provide financial support to more than 100 girls in 13 universities across China annually and em-power women across China to achieve their full potential through education and equal opportunity.

Steve Chapman is Group Vice President – Chi-na and Russia of Cummins. He has been with the company for 32 years. Steve was named one of the 10 most influential foreigners in the 50-year history of Chinese automotive indus-try (China Automotive Review, 2008-10). In 2016, he won the China National Friendship Award. Steve was also granted permanent residency in the People’s Republic of China. He speaks fluent Chinese.


Marina MaMarketing and Communication Manager, ChinaCFA Institute

What role do women play in your organization?

Our Beijing office is responsible for all of our China operations. Our team is com-prised of 8 people, 6 are women. As a global organization, we are committed to gender diversity and place it as a top pri-ority in town hall meetings, internal com-munications, company culture and our future development. Our board is about 29 percent female, our management team is 48 percent female and our female man-aging directors account for 30 percent.


Personally, my experience at CFA Insti-tute directly reflects what gender diversi-ty means to us. I have been with the com-pany for 2 years and the organization has been very clear in their commitment to their female employees and the desire to develop us into leaders. After one year at the company, I became pregnant with my first child and they were very supportive during my pregnancy, and even promot-ed me during that time. I feel a great loy-alty to CFA Institute for treating me as an equal and for believing in my impact at the company. This is a powerful story in showing how companies can increase em-ployee satisfaction by not placing a strong emphasis on personal status, family, and

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marriage during an interview or time at the company and instead recognizing and acknowledging the importance of a work-life balance.

Besides our company commitment to gender diversity in the workplace, CFA Institute is also able to affect change externally. Business development and gender diversity advocacy is a large part of CFA Institute’s operations. We build strong partnerships with regulatory bod-ies, universities, governments and key industry employers and educate them on the importance of gender diversity and inclusion. Advocacy for equal opportuni-ty and female employment is a main area of focus for us.

Can you describe the landscape for female CFA charter holders in China?

Globally, we have over 150,000 charter holders with 4,000 in China. It takes 3 levels of tests and four years of invest-ment management experience to earn the charter. In an annual survey we sent out to all charters, we found that China’s gen-der diversity amongst charters was much higher than the global average. Globally, around 18 percent of charter holders are women, while in China the number is 31 percent. Within the community of current CFA charter holders, more women are working in investment management in

China than men. I believe this is due to the unique work culture and style of Chi-nese female professionals.

What advice would you give to a smart, driven young female professional?

I would say for women to be very mind-ful about their value from the beginning of any work experience. At the end of day, make sure you are with a company that will value the sacrifices you make, and will treat you fairly. Always start with yourself when making any decision about where to begin your career.

Marina Ma oversees marketing and com-munications for CFA Institute in China. She has been with the company for 2 years and has a strong passion for gender diversity and improving the environment for working women. As the mother of a young daughter, she hopes to positively impact the working environment for the next generation.


Wayne ChangSenior Vice President and Chief Financial Officer, NBA China


Traditionally, when people think of the NBA they think of a male-dominated organization, however, this couldn’t be further from the truth. In addition to the WNBA, which is the most successful women’s professional team sports league in the world, there is a strong female pres-ence across the organization. The head of legal and youth development are both women and my team is 80 percent female. Women also work in our content and media busi-ness. In examining promotion data, we are happy to see that a significant majority of promotions went to females last year.


Gender diversity and inclusion is something that our entire leadership team embodies. I believe diversity is the key to acquiring the best information and viewpoints which leads to the best decision making. NBA also does a series of training courses on gender diversity and un-conscious bias where employees at all levels can gain a greater awareness of different cultures and identities. Personally, I grew up in Indiana where there was a low population of Asians and after living abroad for most of my career, I have learned the importance of absorbing different cultures and new ways of doing business.

What are some female-specific policies or programs you offer at NBA?

We have an excellent mentorship program that connects a strong network of mentors and mentees. Through

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mentorship our female senior leaders can help mid level managers grow and develop into more senior roles. NBA China continues to look for ways to advance women in the workplace and we are in the process of intro-ducing our women’s network to the region. For Women’s Day this year we gifted every female employee a professional photoshoot for their families. Additionally, we offer a quite significant and enhanced parental leave program that employees appreciate. I believe that a flexible work arrangement makes all the difference for employees who are looking to balance work and family obligations.

Do you word job description in such a way that they will appeal to female candidates? How do you recruit women?

We recently started to use a software that helps us design job descriptions that are gen-der neutral and appeal to a broad base of can-didates. This has brought about more success in both traditional and non-traditional recruit-ing channels.

Wayne is currently CFO of NBA China and has been with the organization for 5 years. Prior to his role at NBA, Wayne had an ex-tensive career with GE, living in 20 different countries and becoming CFO of their China operations in 2002. Wayne grew up the US, lived in Beijing for the last 12 years, and cur-rently resides in Shanghai.


Shirley ZhaiP&G Asia Talent Practice Leader


P&G’s greater China office has a very strong female pres-ence with two-thirds of all mid and senior management positions held by women. P&G is a woman-friendly company and its position in international markets as a leader in women’s beauty products naturally attracts female employees. P&G’s culture is both diverse and inclusive and our company culture reflects these values. Women are represented across all departments, includ-ing roles such as IT, R&D and sales. Our IT director is a woman we have a good number of women in senior positions in sales. Additionally, several of our plant man-agers are women.

Do you have certain hiring practices that help you recruit women?

About 10 years ago we stopped any deliberate efforts to attract women. A long time ago we had to be more deliberate in recruiting efforts but today our hiring prac-tice embraces equal opportunity with a focus on talent and competency. Additionally, in China we see far more females in the workplace than in other APAC countries. This is probably due to the fact that it is the norm for both parties within a family to work, and in previous generations both parties worked until retirement age. Socially and culturally, people are expected to contribute and add value to the family, regardless of gender. This has been helpful in cultivating a diverse culture.

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How do you support women in your or-ganization?

We provide women-friendly policies that help pregnant employees and families with young kids. We have recognized in recent years that new social norms and cultural pressures are guiding women away from the work place, so we ensure that we create a flexible work environment so that women can thrive at any stage of their family life and career. We also offer 15 days of paternity leave for male employees. To help women develop the leadership skills they need to rise within the company, we have a large number of employ-ees participating in mentorship programs. In China, these programs don’t specifically target women and we find that keeping the process informal increases employee engage-ment. Research also suggests that men and women want to achieve different outcomes with mentorship— men focus more on how the mentors can help them advance in their career while women are looking for someone who can provide friendship and support. We found that the ratio of promotion cases is equal across the company and that promo-tions are granted based on performance rather than gender.

What does Diversity and Inclusion mean to P&G?

Diversity & Inclusion is one of our company’s core principles and our CEO has made sure that diversity is embedded in the DNA of the

company because it gives us a competitive advantage and our teams perform better. At P&G, we have a diverse organization so it is important to build strong cultural awareness at every stage of the employee’s career. In the first week of March, we host D&I week where we organize a series on activities on gender equality and inclusion. Many of the senior leaders either led or sponsored the learning sessions. We also had Lean-In China come and discuss the importance of women in the workplace. Additionally, we leverage the unique position our company holds in the market to create very powerful market-ing campaigns that raise an awareness of these gender issues and empower women as demonstrated through SKII, Whisper and oth-er brand campaigns.

Shirley Zhai has been working for P&G for 20 years and is currently the talent practice lead-er for Asia. Previous roles within the company include HR Business Partners, M&A, Employ-ee Relations and recruiting within HR. Shir-ley Zhai is a Chinese native and is currently based in Singapore.


Mark Wheeler President, ConocoPhillips China

What percentage of women are in junior, middle and senior management positions within China?

According to HR data, women make up 47 percent of the total workforce, 90 percent are at the junior level, 75 percent are in middle management positions and 30 percent are in senior management positions. On the leader-ship team 2 of 10 are female, the head of legal is female and the head of HR is female. Addi-tionally, we have many women that hold key technical and commercial roles working as engineers, geologists and geophysicists, econ-omists, and financial analysts.

How do you develop women leaders within ConocoPhillips?

We put our most promising women leaders in challenging roles that get them outside of their comfort zone. We also provide them with mentors that can encourage and help them acquire the tools they need to make $100mm decisions. With the help of HR, we are able to monitor the gender balance in employee development and recruiting. Last year, 13 per-cent of females were promoted while 12 per-cent of males were promoted. Our leadership team and HR look out for women and make sure that they are reaching their full potential. We have found that it is necessary to actively provide female employees with mentorship and development programs in order to help them reach the next level.

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What factors are crucial to developing female leaders?

We have identified speaking up, playing to personal strengths, and volunteering for leadership roles as the areas crucial to female development within the company. I have no-ticed that in Asia, women have excellent ideas but are often too shy or uncomfortable to speak up and voice their opinions, especially in large meetings. By actively contributing to discussion, women can provide different insights and perspective on how to solve problems we deal with. Women should play to their strengths and volunteer to lead mul-tifunctional teams to develop a broader set of skills.

How do you instill values of gender diversity in the company culture?

I believe that it is important to have diverse teams in order to facilitate discussion and cre-ate better outcomes. As China president, I of-ten mentor women, and encourage women to speak up in meetings and I often remind them that they are important parts of the company and their opinions are essential in all of our business decisions. I believe two leadership skills that are essential in the daily work place are listening and empathy. It is especially im-portant to practice these skills when working in culturally diverse work locations such as China. Although I am not always successful, I try to do this both at home and at the of-fice, and I encourage my leadership to do the

same. As a husband and a father of two won-derful daughters, I have learned through trial and error, and am now more understanding of women’s issues.

Do you have any women-specific company policies?

At ConocoPhillips we emphasize the impor-tance of maintaining a proper work-life bal-ance. Managers have discretion on allowing their employees to leave early or work from home during difficult times. It is important to respect individual needs and not be too prescriptive. For maternity leave, women are given the standard time off as well as the op-portunity to apply for an additional 30 days off with their supervisor. We also offer many employee assistance programs that help at both the personal and professional level.

Mark Wheeler has had an extensive career with ConocoPhillips and has been president of ConocoPhillips China for the last 3 years. Prior to his role as president of ConocoPhil-lips China, he spent 25 years living overseas and held management positions in a number of exciting locations including Kuala Lumpur Malaysia, Jakarta Indonesia, and Stavanger Norway.


About AmCham China

The American Chamber of Commerce in the People’s Republic of China is a non-profit, non-governmental organization whose membership comprises more than 3,300 individuals from 900 companies operating across China. The chamber’s nationwide mission is to help American companies succeed in China through advocacy, information, networking and business support services. AmCham China is the only officially recognized chamber of commerce representing American business in mainland China. With offices in Beijing, Tianjin, Dalian, Shenyang and Wuhan, AmCham China has more than 50 working groups, and holds more than 250 events each year. Visit our website for more information.

关于中国美国商会中国美国商会是一家非营利、非政府组织。商会会员超过 3300 人，代表着 900 家在华运营的外资企业。商会在整个中国地区的使命是，通过为会员提供政策咨询、信息共享、会员联谊、以及商务支持服务，协助美国企业取得在华业务的成功。中国美国商会是唯一获得官方认证的、代表美国在中国大陆企业的商会。商会在北京、天津、大连、沈阳和武汉分别设有办公室。同时，商会 50 多个工作组，每年举办超过 250 场涉及各种行业且形式多样的会员活动。进入中国美国商会官方网站查看更多商会信息。

SCHSAsia We are an Asia Pacific based consultancy specializing in marketing, events and project management with specific focus on Women Empowerment and Education. We work closely with our clients to articulate and identify their objectives in the Asia Pacific arena. We then work together to build a successful, cost effective strategy for their development in Asia. SCHSAsia’s core competencies are in custom program management and service. Our cross-cultural team of seasoned experts navigate and drive the growth of our clients in the complex Asia Pacific market. From managing our client’s daily operations to executive corporate functions we ensure our clients achieve their goals in Asia.

We would like to extend a special thank you to Abigail Arterburn, the author of this publication.

我们是一家为大型企业和组织机构提供市场营销、活动策划及项目管理服务的咨询公司，在助力女性发展和教育项目上拥有丰富的经验和资源。运用自身经验及战略眼光，我们帮助客户打造瞄准亚太市场的发展目标，通过卓越高效的项目策划与管理服务帮助客户实现在亚洲地区的发展。我们提供满足各类需求的定制化解决方案及服务，发挥多年的专业实践与经验积累，结合团队跨文化的沟通优势，我们有效地帮助客户逐步建立影响力并获得业务增长。从日常管理到机构运营，我们一体化的代理服务确保了客户实现其在亚洲的目标。

我们很感谢本白皮书的作者 Abigail Arterburn。

The American Chamber of Commerce in the People's Republic of China中国美国商会 Floor 3, Gate 4, Pacific Century Place, 2A Workers' Stadium North Road, Chaoyang District,Beijing, 100027, The People's Republic of ChinaTel: (8610) 8519-0800 Fax: (8610) 8519-0899Website: www.amchamchina.org

Headquartered in Beijing with chapters in Tianjin, Central China (Wuhan), Northeast China (Dalian, Shenyang)

北京市朝阳区工体北路甲 2 号，盈科中心 4 号门 3 层邮政编码：100027电话：(8610) 8519-0800传真：(8610) 8519-0899网址：www.amchamchina.org

中国美国商会总部设于北京，在天津、华中（武汉）、东北（大连，沈阳）设有区域办公室

©2018 by the American Chamber of Commerce in the People's Republic of China (AmCham China), all rights reserved. This report may not be reproduced either in part or in full without the prior written consent of AmCham China.

中国美国商会拥有本报告的版权©，并保留其他一切权利。未经中国美国商会书面授权，不得对本报告或本报告中的部分章节进行复制。

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