Source: Asia Development Bank
One of the strongest success factors behind SZWG’s gender action plan was leadership commitment, particularly from senior champions like Vice President Ji, who modeled inclusive leadership and advocated for key reforms such as the Childcare Leave policy.
Another key enabler was the Women’s Committee, which acted as an internal driver for change. By working closely with HR and the Labor Union, the committee translated employee needs into concrete actions—such as the successful launch of subsidized psychological counseling during the pandemic. This responsiveness built trust and ensured that such initiatives were grounded in workforce needs.
Setting measurable targets for women in leadership also proved effective in raising awareness and accountability, particularly in a sector with historically low female representation.
What could have made this even stronger? Formalizing these successes into policy. Making inclusion targets part of official HR practices, like setting leadership benchmarks, would help ensure long-term progress, not just one-time wins.
Inclusion should not be isolated to certain departments or administrative roles. Women have a crucial role to play in water management itself. At SZWG, female staff are increasingly involved in technical training, innovation, and knowledge-sharing on sponge city development and smart water systems. Their growing presence in technical roles has improved outcomes and sparked more holistic, community-minded solutions.
Key takeways for other organizations
- Find and empower visible champions who can push for bold, practical reforms.
- Establish women-led groups to keep inclusion efforts grounded in staff needs.
- Turn early wins into long-term policy—think beyond awareness and into accountability.
- Actively involve women in innovation, decision-making and technical fields.
- Support employee well-being, not as an add-on, but as a foundation for inclusive culture.
When women are empowered—not only in the workplace but also as decision-makers and innovators in the water sector —they become powerful agents of change. SZWG’s experience shows that by investing in women’s leadership, both within the organization and across the sector, it’s possible to drive smarter solutions and build more resilient cities. This is how resilience is built—through inclusive leadership and smart urban water systems shaped by diverse voices.