In the wake of International Women’s Month, Platform Africa caught up with Sheila Ujoodha, CEO of the Mauritius Institute of Directors (MIoD), who shared her perspective on how gender diversity on boards can be promoted through training, coaching, mentoring and networking and creating spaces where diverse talents are not just present but genuinely thrive.
Sheila describes the role of the MIoD’s own initiatives, including the Women Directors Forum (WDF) and the Women Leadership Academy (WLA), in reinforcing the importance of diversity and inclusion in corporate culture, where the MIoD is accelerating the dialogue towards effective corporate governance.
When it comes to the pursuit of high female representation on boards in Mauritius, Sheila advocates that by adopting a comprehensive approach that includes regulatory measures, capacity building, cultural change, transparency, and networking, Mauritius can aim not only to meet but to exceed the achievements of other African nations in promoting gender diversity on corporate boards.
As the national Budget 2023/24 announced 25% women representation on the boards of directors of listed companies, could you tell us about the various activities the MIoD has undertaken to fulfil its aim to support listed companies in reaching this threshold?
In response to the national Budget 2023/24’s requirement for a minimum of 25% women representation on boards of listed companies, the Mauritius Institute of Directors (MIoD) has implemented a multi-faceted approach. Our Board Recruitment service plays a pivotal role, ensuring that boards are not only diverse but equipped with the right mix of skills, by recommending highly qualified women candidates. Simultaneously, through our Women Directors Forum (WDF) and our Path to Boardroom roadmap which includes the Women Leadership Academy (WLA) in collaboration with Dale Carnegie Mauritius, we focus on equipping women with the necessary leadership and governance skills, significantly contributing to a larger pool of highly competent and confident women leaders. Since 2021, the WLA has seen 200 current and aspiring women leaders successfully complete the programme.
Our belief in this noble cause has reinforced our conviction in going beyond borders. While we have just reached the twelfth batch of the WLA in Mauritius, we are delighted to launch the first batch in Kenya in April this year, with the collaboration of Dale Carnegie from Mauritius and Kenya. Comprising of some 30 participants, this extension underscores the programme’s adaptability and serves as a testament to the potential and scalability of such empowerment initiatives to effect change in the continent, fostering a regional community of empowered women leaders.
Furthermore, the MIoD has also enhanced its efforts in education and development programmes, including workshops and webinars, as well as in advocacy initiatives, to foster a dialogue around Diversity and Inclusion (D&I) in corporate governance. This, combined with our ongoing stakeholder engagements across both the public and private sectors cutting across industries, as well as international partnerships, brings to the fore the strategic advantage of diversity, advocating for a corporate culture that celebrates inclusivity as a cornerstone of business innovation, resilience, and sustainability. Our comprehensive approach not only aids companies in meeting the 25% mandate but also propels the broader agenda of diversity and inclusion in the corporate landscape of Mauritius.
As CEO of the MIoD, which is dedicated to encouraging more women to take on positions in boardrooms and C-Suite roles, what have been your key takeaways from these events/workshops?
At the MIoD, our journey towards enhancing D&I within corporate leadership has been a path of learning, engagement, and actionable insights. Reflecting on our efforts, our engagement with leadership across sectors revealed a shared recognition of the importance of a unified framework cutting across government, institutional, and private sectors to foster an environment conducive to D&I not only at leadership levels, but across the workforce as a whole.
Our initiatives have brought to light the importance of involving decision-makers at the top, sharing best practices and insights that underscore the necessity for a structured approach to diversity. This approach is not confined to the private sector alone; we’ve observed a significant eagerness among public sector employees, where at least 38% are women, to break out of comfort zones and confront biases that may hinder their progression. Our efforts have highlighted the critical role of awareness and motivation for aspiring women leaders, particularly through programmes like the Path to Boardroom, which is designed to facilitate professional growth into executive roles.
Through our engagements, workshops, and campaigns, we have witnessed a lot of potential as well as the enthusiasm and readiness among women to take on leadership roles. Through the stories and the various challenges they face, we observe that cultural and unconscious biases including imposter syndrome still persist. The best way to overcome these hurdles is to strengthen their confidence as well as self-assertiveness so that they can create their own support system. Other key considerations are training, coaching, mentoring, networking, and creating spaces where diverse talents are not just present but genuinely thrive. A collaborative effort is therefore essential for shifting corporate cultures towards more inclusive and equitable futures, driving the change needed to make diversity and inclusion not just an aspiration but a reality.
At the diversity and inclusion programme hosted on Women’s Day last year with Dale Carnegie and Ceridian Mauritius, you noted that a more diverse and inclusive board yields better results for the company and the society at large. A McKinsey report from 2020 shows that companies in the top quartile of gender diversity on executive teams were 25% more likely to experience above-average profitability than peer companies in the bottom quartile. Could you comment on these findings based on your own experience on the ground?
If there is one thing that I would recommend in my 25 years of professional experience, it is that diversity of perspectives is important and one of the primary benefits of diversity in governance is the enhanced quality of decision-making, both for short-term and long-term success. This diversity of perspectives helps to identify blind spots, challenge group think and consider a broader range of options. This is where the MIoD’s endeavour is key as through our initiatives, we are actively involved in not only promoting but accelerating the dialogue towards best D&I practices, for effective corporate governance.
Our engagement extends to stakeholders across the spectrum, emphasising the tone at the top, where leadership commitment to D&I can significantly influence corporate culture. The launch of the Diversity and Inclusion: Cultural Awareness and Competency Programme last year, in collaboration with Dale Carnegie Mauritius and our esteemed Patron Ceridian Mauritius, brought together key leaders and experts highlighting the tangible benefits of diverse and inclusive leadership teams. The findings from the 2020 McKinsey report “Diversity Wins: How Inclusion Matters” underlines a compelling business rationale for diversity, accentuating how companies with varied executive teams surpass their less diverse counterparts not only in terms of profitability but also for long-term viability by forging more resilient and innovative corporate cultures. This underscores the intrinsic value of cultivating diverse leadership, not as a statutory mandate but as a strategic asset pivotal to fostering corporate excellence and societal progress. Through our engagement with local businesses and their leadership teams, at the MIoD, we have indeed noted a growing interest of implementing and nurturing inclusive cultures across the business landscape. This shift in mindset, especially from the tone at the top, means that D&I is increasingly being recognised as powerful catalysts for sustainable growth and progress.
Africa has the highest female representation on company boards of any region – 25% against the global average of 17%, according to a 2019 study by consultancy firm, McKinsey & Co. What can Mauritius do to emulate the rest of the region?
Despite Mauritius ranking 1st in Overall Governance out of 54 countries in Africa as per the Mo Ibrahim Index, there remains room for improvement in terms of Diversity and Inclusion (D&I). Mauritius is ranked 98th in the World Economic Forum’s Global Gender Gap Report 2023, lagging behind countries like Namibia and Rwanda, which are ranked 8th and 12th respectively.
Mauritius can draw inspiration from the success of African nations in achieving high female representation on company boards, as highlighted by the 2019 McKinsey & Co. study. To emulate this achievement, Mauritius has implemented one bold strategic action: the 25% target for listed companies. It can however look into reinforcing the implementation of robust frameworks and policies, such as the D&I charter launched by the NCCG, that can create foundational changes. At the MIoD, we are currently working with Korn Ferry on the “2024 Survey on Directors’ Fees and Board Composition in Mauritius”. Now in its fourth edition, the 2024 report should shed some valuable information and data on the progress made.
By adopting a comprehensive approach that includes regulatory measures, capacity building, cultural change, transparency, and networking, Mauritius can aim not only to meet but to exceed the achievements of other African nations in promoting gender diversity on corporate boards. This effort will require the collaboration of government, private sector, and civil society organisations to create an ecosystem that supports and values an inclusive corporate landscape.
Finally, when decision making bodies are representative of the diverse population they serve, it increases the likelihood of fair and just policies being implemented. It allows for a more comprehensive understanding of the needs and concerns of different communities, ensuring governance decisions are more inclusive, equitable and beneficial for all.
For the way forward, could you tell us what are the key challenges women in Mauritius face in climbing up the ladder? What role can key tools such as training and mentoring opportunities play in plugging the gap?
Women in Mauritius face several key challenges as they climb the professional ladder. These include balancing work and family responsibilities and accessing leadership roles, predominately due to both cultural and unconscious biases. These biases may undermine women’s confidence and sense of belonging in the workplace to succeed. For instance, societal expectations often place a disproportionate amount of household and childcare responsibilities on women, impacting their ability to pursue career advancement proactively. Moreover, the COVID-19 pandemic exacerbated this challenge, highlighting the critical need for flexible work arrangements and supportive workplace policies to achieve proper work-life balance.
Training and mentoring can play a crucial role in overcoming challenges that women professionals face. Training programmes that educate all employees on diversity, equity, and inclusion can help address these biases and create an executive presence; on the other hand, mentoring provides women with role models, guidance, and advocacy to navigate and challenge these dynamics, while also gaining valuable insights into overcoming barriers to inclusion.
From a macro perspective, diversity in governance enhances legitimacy and public trust. When people see their own diverse identities and experiences represented in positions of power, it fosters a sense of inclusion and validates their participation in the decision-making process. This representation helps to build trust between the governing body and the governed, as it demonstrates a commitment to equal representation and a willingness to listen to diverse voices.
