Latest news with #EquityandInclusivity
Borneo Post
02-08-2025
- Business
- Borneo Post
S'wak to be first state in M'sia to set up dedicated D2EI unit, says Premier
Abang Johari (fifth right), accompanied by other dignitaries, prepares to touch the D2EI Cube as a symbolic gesture to launch the Sarawak Women's Day 2025 celebration. — Photo by Chimon Upon KUCHING (Aug 2): Sarawak will be the first state in Malaysia to establish a dedicated Diversity, Equality, Equity and Inclusivity (D2EI) unit under the state Department of Women and Family, said Premier Datuk Patinggi Tan Sri Abang Johari Tun Openg. The unit, which adopts the D2EI theme of Sarawak's Women's Day 2025, embodies the state's commitment to a people-centred development approach that upholds fairness in diversity regardless of geography, gender, ethnicity, religion or ability. At the Sarawak Women's Day 2025 celebration held at the State Legislative Assembly (DUN) Complex here today, Abang Johari said the state government intends to strengthen women's involvement in high-growth sectors. 'This includes support in the form of economic grants, digital entrepreneurship training and start-up assistance. We have grants from the government and the state holds some influence in Affin Bank as a major stakeholder. 'We have asked the bank to assist us in investment-related efforts, including lifelong learning opportunities. This will certainly empower women more comprehensively in line with the D2EI values,' he said. He added the D2EI principles align with the Post Covid-19 Development Strategy 2030, which also emphasises inclusivity, and believed these values could help raise household income and reduce poverty across the state over time. Meanwhile, Minister for Women, Childhood, and Community Wellbeing Dato Sri Fatimah Abdullah said her ministry is working with key organisations including the United Nations Population Fund (UNFPA), the 30% Club, and the Asian Women Leadership University College (AWLUC) to further strengthen the direction and implementation of the D2EI initiative. In this regard, she said the ministry is seeking support and sponsorship from the Sarawak government to fund studies for selected individuals to pursue the Master of Arts in Leadership Development programme at AWLUC, which costs RM105,000 in total (RM35,000 per student for the entire duration). Abang Johari approved the request, stating that the funding would be disbursed through Yayasan Sarawak. Also present were deputy premiers Datuk Amar Douglas Uggah Embas and Datuk Amar Dr Sim Kui Hian; DUN Speaker Tan Sri Datuk Amar Mohamad Asfia Awang Nassar; Minister of Tourism, Creative Industry and Performing Arts Dato Sri Abdul Karim Rahman Hamzah; and Sarawak State Secretary Dato Sri Mohamad Abu Bakar Marzuki. Abang Johari D2EI diversity equality equity inclusivity
The Herald Scotland
16-05-2025
- Business
- The Herald Scotland
Is flexible working in Scotland really such a big flex?
After having my first child in 2010, I requested returning to work on a four-day week basis. Wanting to make the most of my time with my child whilst maintaining a legal career I had worked so hard for, I wanted to identify a workable solution without compromising myself, my family or my career; luckily for me, my employer was happy with the arrangement and nothing more was said about it. Having advised many employers over the years about how best to navigate the legal aspects of the flexible working arena, I understand my personal experience is not necessarily the norm. That is not to say that the granting of flexible working requests, or the not granting of flexible working requests, differentiates a 'good employer' from a 'bad employer' – the subject is far more nuanced than that. With the pandemic came many by-products, one of which is how we work today. Employers continue to grapple with increased flexible working requests that were once seen as a perk of the privileged few. Despite the clear benefits and growing demand for flexible working, some businesses continue to treat flexibility with scepticism – is it right to challenge that mindset? Globally, there have been cultural and political movements concerned with eroding, or completely eradicating, Diversity, Equity and Inclusivity (DEI) initiatives in the workplace; however, I have no doubt that flexible working will remain a strategic lever for many organisations across the globe well into the future. Businesses who maintain the need for traditional, rigid working practices may fail to attract and lose talent, failing to be an 'Employer of Choice' in comparison to their competition. We cannot ignore data that confirms not only can flexible working enhance performance, it can also positively impact culture, employee well-being, engagement and reduce absenteeism. Business leaders may still equate office-working visibility with value and output: if employees are not visible, they're seen as not contributing. In many cases, that is simply not true and whilst I completely accept that some flexible working arrangements are just not feasible, I would also emphasise the significant pitfalls of many flexible working requests being rejected by managers simply thinking 'it just won't work' or 'we've never done it that way'. Employers have every right to consider the operational needs of their business – that is important, and I have advised many businesses on decisions rejecting applications too. I understand that fully, but not before challenging their thought process. So, let me ask you as a business, when considering a flexible working request, do you consider: Whether the relevant role can be performed effectively under the proposed arrangements – if not, why not? What have you based that on? What impact would the change have on your business operations, or customer service – how can you evidence that perceived or actual impact? lHow would the proposed flexible working arrangement impact the rest of the team/department and on what basis have you made that assessment? Have you talked to members of the relevant team/department to gather their views and understand the true impact? Whether there are any alternatives or compromises that you can put forward that would work for both the business and the employee making the relevant request – how can you demonstrate that you've considered that fully? A trial period to 'test it out' first, making it clear that if it does not work, you would revert to the pre-exiting working arrangement? It is worth noting that there has been a noticeable trend for employees to initiate flexible working requests to challenge or circumvent return to the office/workplace mandates issued by employers. While not every flexible working request can or should be granted, when they are rejected, it must be for the right, justifiable reasons, not out of habit, fear, or outdated assumptions. The challenges businesses will face (especially if the flexible working regime under the Employment Rights Bill comes into force) is that there will be a greater degree of focus on how reasonable employers are when rejecting flexible working requests. Employers will need to be able to justify why a proposed arrangement was not adopted, alongside a genuine and evidenced basis for rejection, that goes beyond simply relying on the permitted statutory grounds for refusing a flexible working request. With all that said however, it should also be acknowledged that there are undoubtedly certain roles that simply do not offer themselves to wholly flexible working patterns, and that's absolutely fine. However, employers need to be able demonstrate that is genuinely the case. We very rarely read headlines berating flexible working arrangements – if anything, many businesses wear flexible working as a 'badge of honour', usually synonymous with a strong employer brand. Prospective employees are no longer looking for salary and title; they often do their research to understand work-life balance, autonomy, and culture; arguably, does that not come with the trust that accompanies flexible working? Flexibility is more than a perk. Businesses that embrace it signal a willingness to lead with adaptability, understanding and to some extent, empathy. The challenge may not be whether flexible working can work, but whether leaders are bold enough to simply make it work. n Ingrid McGhee is a Partner with leading national law firm Weightmans
