1. Women in the Banking Sector: Future Prospect
“The Experience of the Woman in the Banking Sector in Bahrain”
Sabah Almoayyed
March 27,2002

2. Index BACKGROUND WOMEN AT BANKS (Overview) POPULATIONS IN BAHRAIN
FACTS ABOUT WOMEN IN BANKING
MYTHS ABOUT WOMEN AT WORK (“CORPORATE STRUCTURE”)
CORPORATE STRUCTURE
Women and Men in the Bank
Situation Analysis at Banks
(Professional Qualification)
MYTHS ABOUT WOMEN AT WORK
Barriers To Advancement
BARRIER TO ADVANCEMENT
Too young or too old to compete
Need More Education and Experience
EDUCATIONAL LEVEL
BARRIERS TO ADVANCEMENT
Commitment to work
TRAITS FOR WOMAN
NEED FOR CHANGE
Management Challenge
CHALLENGES FOR WOMEN CONCLUSION

3. EDUCATIONAL LEVEL
In today’s presentation, I will try to highlight Bahraini women’s experience in Banking and over some of the critical issues facing her career. I will also present some of the unique qualities that women possess which could help leaders to provide equal opportunities to them in their organizations.
Before I moved to the presentation, I would like to brief you on my career background and how I managed as a Bahraini woman to move from Executive trainee job at Citibank to CEO (Acting) Position.
Before I moved to the presentation and how I started my career at Citibank straight from University. I was offered the position of Executive Trainee with an 8 months’ enrollment in Credit & Operations Training Program.
I advanced my career initially on the Credit/Risk Management side with a passion for moving to revenue generating jobs which were reserved and limited to males. This was achieved later. My career was supported by the excellent exposure and training I had at institutions like Morgan Stanley, New York and through attending Executive Management and Leadership programs at world class Universities in the U.S
I am a mother with 3 children. In addition to my demanding job, I am an active Board member of Societies/High School.
In October 2001 a was also appointed as Board Member of the Supreme Council for Women which was established through an Amiri Decree and was heading Committee.
In June 2002, I assumed the role of Acting Chief Executive of AUB and Board Member.
I am representative of the Gulf women who had adequate education, qualifications, experience, training and most importantly – the support from my male clients, bosses, peers, and subordinates.
The road was not smooth. There were conflicts, injustice. But today when I see where I am, I feel it was worth it. 1

4. WOMEN AT BANKS (Overview)
Facts about Women in Banking
Challenges faced by Women
Job Entrants
Women’s advancement
Senior Executive Position
Traits for Women
Need for change
Challenges for Women
Conclusion 2

5. POPULATIONS IN BAHRAIN (Statistical Facts-April 2001)
Population 650, % Bahraini, 37.6% Non Bahraini
Active labor force 308,341 between age local labor force (41.5%) Expatriates labor force (58.5%)
Women comprise 24% of local workforce (April 2001) vs 17.1% in 1985 Women in Banks-1,207 (33% of local workforce in banks)
Local workforce employed by Banks 3,659 (as of 2000 representing 77.7% of total workforce in Banks)
In a population where Bahraini workforce is 41.5% of the total labor force, women’s contribution has increased from 17.1% in 1985 as per April 2001 statistics.
The financial sector seems to be the natural market employer for them, where they represent 33% of the workforce.
It is worth mentioning the Bahraini government is taking a leading role in providing equal opportunities to women on basic and higher education complemented by equal social and political rights I .e. “Right to vote to nominate for the Municipalities election in May and the Parliament in October”. 3

6. FACTS ABOUT WOMEN IN BANKING “MYTHS”
Corporate Structure
Barriers for Advancement
Women’s contribution to the workforce is increasing in 5 years with an accelerated pace at Financial Institutions-let’s see how women feel at their workplace, what are the myths that affect their work and to a great extent career advancement? 4

7. MYTHS ABOUT WOMEN AT WORK “CORPORATE STRUCTURE”
Distribution of Women and Men
Access to Opportunities
Stereotype-Inaccurate assumptions
Commitment outside the workplace
Networking
Workplace is dominated by male staff. Ratio of male to female approx., 67% to 33%. At Executive and senior management levels, female represent no more than 1%. The ration of female improves at Clerical/Secretarial level.
Advancement is still limited.
First-access to opportunities, often information needed to achieve full potential are limited, in addition to lack of encouragement.
The barriers to careers enhancement for women are also due to stereotype and invisible glass ceiling set by the organization. There are inaccurate assumptions that govern men’s expectations of what women can achieve and women’s expectation of themselves.
Third Response to the various multitude of commitments outside the workplace. This is experience by men and women they respond to society’s commitment (family, education and community)
Fourth and equally important women don’t have the same network to compete effectively with men. A female staff is normally excluded from business related social gatherings (luncheon, dinner, diwania) 5

8. CORPORATE STRUCTURE Women and Men in the Bank
Position
Male
Female
Executive 2%
1.1%
Senior Management
9.3% -
Managers
5.3%
4.6%
Section Head
13.3%
Supervisory
12.7%
14%
Secretaries/Clerk
57.4%
71%
Ratio of Male & Female
Gender
Taking a sample bank as an example of distribution of women and men at various positions, we still see lower representation at senior/executive positions and higher representation at secretarial/clerical level. 6

9. CORPORATE STRUCTURE Situation Analysis at Banks
MALE %
FEMALE %
Total no. of employees 60 40
* Clerical employees 52 48
* Managerial Employees 78 22
* Executive Level 99 1
Employees Age Group
* Below 25
55%
45%
* 25-35
60%
40%
* Above 35-45
65%
35%
* 45 + years
83%
17%
* Avg. age of clerical employees 28 23
* Avg. age of managerial employees 35 30
Recruitments/Promotions/Training
* Clerical recruits 50
* Managerial recruits 75 25
* No. of promotions 65
* Training during 2001
In summary, Women hold 48% of the noon-management jobs and only 1% of the Executive ones.
On a micro basis, I have taken a sample of the three largest local Commercial banks and two major offshore Banks in Bahrain, to determine women’s participation and positioning.
Representation/Recruitment of women can be less favorable in other institutions i.e. more specialized institution like Investment banks, Islamic Banks which have certain characteristics that will exclude women presence in senior positives i.e. placements and corporate clients visits in the region.
Recruitment is equal (more favorable to women at the clerical level.) however, position is different as far as promotions is concerned. 7

10. CORPORATE STRUCTURE BIBF Attendance Statistics (1998-2001) Training (Professional Qualification)
%of attendance from
% of drop outs ( only)
% of award winners during the past 4 years
Male
62%
71.5%
18%
Female
38%
28.5%
82%
Question arises how women performance when Institutions provide women with equal opportunities and encourage women to seek higher qualification to support their career advancement.
Statistics of Bahrain Institute of Banking and Finance
Less drop outs ( Male 71.50% vs. Female 28.50%)
More award winners(granted by institutions i.e. major Banks (Comm+Invst)
Male (18%) Female (82%) 8

11. MYTHS ABOUT WOMEN AT WORK (Barriers To Advancement)
Too young or to old to compete
Need more education and experience
Don’t posses the right qualification to compete
Commitment to work
Coming back to reality, women at work! What stands in her way to career advancement? And why she is under represented to senior levels.
I will clarify a few misperceptions on women, using statistics from the few organizations. I have been exposed to, which are not far from the situations experienced by women in other parts of the world. 9

12. BARRIER TO ADVANCEMENT Too young or too old to compete
The age of women and men at similar levels whether managerial or supervisory/clerical are on average similar in proportion to their percentage of total work force.
Age difference does not explain the under-representation of women in senior jobs eligibility for promotion and advancement.
Age should not determine eligibility for promotion and advancement.
No representation at Senior Management and decision making positions. 10

13. BARRIERS TO ADVANCEMENT Need More Education and Experience
Are women less educated and experienced than men?
On performance level, are they weaker performers?
The ratio of outstanding, excellent and competent performance is comparable if NOT better for female staff.
From experience the earner of outstanding performance rated by their male bosses were women.
The Reality
Women can compete successfully for more senior positions. 11

14. BARRIERS TO ADAVNCEMENT Need More Education and Experience
Total Bahraini Population by Highest Education level by sex in 2001
Male
Female
Combined
Secondary School
5550
6199
11749
B.S.C or B.A
8049
8620
16669
High Diploma
2891
2362
5251
Master’s Degree
1582
575
2157
Doctorate Degree
490
190
680
18,562
17,947
36,509
50.8%
49.2%
In terms of education qualifications, are women less educated than men? The reality as we can see from the slide is that they are equality educated as men.
The level of education and experienced required for women needs to be higher in order to compete for the same position or promotion.
The increasing no. of women seeking higher education had to influence perception and women’s positioning at work force. It inspires self confidence and encouragement to participate in the social and economic aspects of the society. Education and training provides tool for competencies. 12

15. EDUCATIONAL LEVEL
This chart confirms that the women occupy high rank in education (Bachelors and Master Degree) 13

16. BARRIERS TO ADVANCEMENT Commitment to work
Wrong myth
Are women less committed to their careers because they have babies and might leave their jobs while their children are young. If this perception is measured by the number of years in service (taking 5 years as a base) we find out that the number of female over 5 years of service is comparable to the number of males in retrospect to their representation in the organizations. 14

17. TRAITS FOR WOMEN 15 Are able to sell the vision
Are unafraid of reinventing the rules
Possess a laser focus to achieve
Exhibit courage under fire
Can turn challenges into opportunities
Are keenly aware of customer preferences
In the past woman lacked ambition and experience, were just too friendly and helpful and failed to lead or take charge.
I would like to quote business theorist James Champy ‘ Free markets need free men and women to invent the future’
To build up the future, I would like to bring your attention to 6 key characteristics that women possess which can qualify them to take seniors roles and point their companies in new directions.
Woman has quick mind and passion for clients can be persistent to achieve goals and think out of the box .
Reinventing - share her conviction, rather than following a standard job description forging a link to customers and forging trusting relationship quickly with her colleagues.
Exhibit courage under fire – willing to take charge and have patience to work under pressure to support the team (family model)
Turn challenges into opportunities. Willing to adapt to change, strike a delicate balance, a team player put the customers first and is a role model and can be very innovative.
Focus on customers preference – she respects the new authority of the customers with an obsession to understand their needs. Has the ability to connect and seek to breakdown barriers and solve problems without losing focus. 15

18. NEED FOR CHANGE Management Challenge
Get the facts out
Help Employees get ahead
Support employee’s multiple commitment
Publicize Policies
Regardless of gender, today’s CEO can no longer tap his or her company’s full potential using the command-and-control style long associated with the masculine mind set. With buzzwords like ‘integration’, ‘consensus’, ‘collaboration’ and ‘teamwork’ being tossed around, the model for great leadership is undergoing a major overhaul. The next generation of leaders will be those who can build a vision based on awareness of economic transformation., then help their partners and staff fulfil that vision.
Get the facts out – bridge the gap between perception and reality about the about the ability of women, careers interests and commitment. Awards for women.
Help employees get ahead – provide better and clear information equally to both sexes about job vacancies, career enhancement, training.
Support employees multiple commitment – initiate policies supporting men and women to balance multiple responsibilities to work, family, education and community i.e. skeptical leaves.
Publicize policies – hold managers accountable for ongoing change towards equality in all jobs and at all levels. 16

19. CHALLENGES FOR WOMEN It’s a woman’s world
Planning
Setting Standards
Decisiveness
Network
Business Leader Tom Peters in his book The Circle of Innovation said
Quote: It is ridiculously, rare corporation that takes advantage of the women opportunity.
What a costly mistake. Unquote.
In the same book, Tom Peters concludes that women are on average smarter than men in certain aspects. Recognizing this women have to take the initiative to enhance their position faster, through adopting some of the following steps:
Planning her career with focus on education, building up competencies and first class work ethics.
Set Standards – they need to be committed to spending the extra time in developing and living out their mission.
Decisiveness – Destiny is not a matter of chance, it is a matter of choice. Missions and goals become a reality only by choice, a daily choice. Hence they need to be decisive to design and contribute to their future.
Networking – Become an active part of the professional network, select a mentor from within or outside the organization and act as a mentor yourself to others – especially younger generations. 17

20. Why the Best Man for the Jobs is a Woman
Conclusion
Why the Best Man for the Jobs is a Woman
I would like to repeat here a quote I once read from a Canadian Female Senior Manager: “Once a woman reaches middle management she is told she has done very well. After all look how far you have come in the Bank “from a teller’s position to that of your present job”. For men however, the sky is the limit and if they aspire to be the SVP more power to them, if a woman aspires to be the SVP, every one wonders who she thinks she is”. ‘Canadian Female Senior Management’ 18