How nurturing your female employees creates a stronger pool of future leaders

There's lots to gain from supporting the high calibre women on your team to grow and advance, Hitachi Vantara vice president and general manager Asia Pacific Wendy Koh writes.

There are many more women working in the STEM sector in general, and the IC industry in particular, than there were back 'in my day'. 

When I enrolled in a Bachelor of Electronics Engineering degree in Singapore almost three decades ago, there were a mere handful of us in the course, alongside thousands of male enrolments. 

Today, the numbers have evened out somewhat. In Australia, for example, one in five IT professionals and managers are female, according to the most recent Census data published by the ABS. 

Among workers under 30, the ratio is healthier. In that bracket, women account for one in three IT manager and business and systems analyst roles. 

Men continue to out-earn us however – by an average of $12,600 a year, according to ACS Australia's Digital Pulse 2024 report.

Giving strong support to emerging leaders 

How can we address these imbalances and develop a strong pipeline of female talent – women who have the attributes and the experience to even the scales by stepping up into management and leadership roles?

I believe nurturing and enabling them in their early and mid-career stages is the surest way to do so and I can personally attest to the difference this can make.

During my mid-career, the point at which I aspired to transition into a role with regional responsibilities, I was fortunate to have the backing of an outstanding male leader, someone who truly walked the walk when it came to supporting women's career advancement. 

He was unfailingly generous with his time and insights; teaching me to navigate the complexities of a bigger and more complex role and placing a huge amount of trust in me and in my capacity to grow into a more strategic, confident leader.

Getting the gains

What I gained from our association was immeasurably powerful: confidence; resilience; and a deeper understanding of what it takes to drive business impact at scale.

It's worth pointing out, though, that the benefits flowed in both directions. 

While my career flourished, the organisation we both served gained a stronger leader; someone who could work to advance its broader business goals and, in turn, support the next generation of leaders across our region.

There's a lesson in that for other businesses that are seeking to strengthen their senior teams. It's something Hitachi Vantara recognises, having set a goal of achieving a 30% ratio of female people leaders by 2030.

Identifying and developing capable women, and giving them chances to grow their careers, perhaps even before you and they are 100 per cent convinced they're ready to step up, is an effective way to elevate more high performers into the leadership ranks. 

When talented employees don't receive the support they need to grow, they often look for it elsewhere, taking their capabilities and experience to organisations that will invest in their development and offer them room to progress.

Paying it forward

At a personal level, my former manager's ethos of giving, genuinely and generously, continues to influence the way I lead today.

Mentorship has become an integral aspect of my role and I strive to make time for those individuals who reach out to me for advice on career matters and moves, whether they be team members, colleagues, industry contacts or friends. 

Sometimes, even a 15-minute conversation can make a meaningful difference, if it helps someone clarify their thinking or come to a decision that's right for their circumstances.

I try to be open with people about my experiences, the highlights and challenges both. Typically, the most valuable lessons are born of adversity rather than triumph and being honest about them can make someone else feel understood and supported.

Most importantly, I view mentorship not as a transaction but as a partnership. It's an opportunity for two people to grow together over time, build a trusting bond and, in some instances, reverse their roles.

As we mark International Women's Day 2026, with its theme of 'give to gain', I look forward to coming together with others who are committed to doing just that, and to making the IT industry a place where more women are able to achieve their potential. At Hitachi Vantara, this isn't just a once-a-year focus – it's part of the work we embrace every day.