Gender and technology transfer Women’s movement into technology transfer - an emerging

profession at the interface between science and industry - makes them increasingly important players in
innovation.

2015 was indeed a momentous year in global development, but for purposes of my address, I want to
zone in on September 2015, when the United Nations General Assembly took two important actions: (1) it
declared the 11th February of each year the International Day for Women in Science; and (2) it unveiled
the new 2030 Agenda for Sustainable Development and the Sustainable Development Goals, which are
underpinned by science, technology and innovation (STI), and the call for gender equality throughout all
17 global goals , alongside Goal 5 - the standalone goal to empower women and girls and achieve gender
equality.  In taking these two actions, Member States collectively reaffirmed that science, technology and
innovation (or STI) and gender equality are vital for the achievement of the universally agreed Sustainable
Development Goals (SDG).

Science, technology and innovation have the power to disrupt and shift trajectories, and accelerate the
pace of development as they increasingly influence all aspects of life – from economic opportunity directly
in STI sectors to the application of STI solutions within other productive sectors, including to help women
grow business and social enterprise.  We see opportunity also, particularly through information and
communication technology, to enhance education, learning opportunities and skill development; to
improve data for better planning, targeting of investments and anticipatory responses to development
challenges; for engagement with youth and political participation; and for women and girls to advocate for
their interests, rights and social transformation.
Achieving gender parity, however, is only the first step towards gender equality.  It is important that
women’s strong education in science, technology and innovation translate into related areas of
employment.  But gender disparities stubbornly persist in the workplace.  It is widely acknowledged that
when it comes to women in STI, women are underrepresented in research and development in every
region of the world. Globally, 28.4% of the researchers in the world are women. In South and West Asia,
18.9% of the researchers are women. Only one out of every five countries have reached gender parity,
meaning 45-55% of researchers are women.
ven in countries like Malaysia that have made substantial progress in achieving gender parity in education
and research, significant cultural, institutional, legal and policy challenges remain that hinder the
achievement of full gender equality. This is especially true for the science and technology industry, as all
over the world, women scientists are more likely to be employed in non-regular positions than regular
positions, paid less, promoted less, and win fewer grants compared to their male counterparts
According to UNESCO, female researchers tend to work in the academic and government sectors while
men dominate the private research sector, which offers better salaries and opportunities for
advancement[12]. In the public sector and academic institutions, women make up a little more than 50%
of the total researchers. In the private sector, only 31 % of researchers are women[13]. Moreover, the
pipeline from middle management to top management is also weak. In Malaysia, 52% of women are
located at the executive level, 40% at the senior and middle management level, and only 22% in top
management. For women CEOs, this percentage shrinks to 5%.
women with careers in the sciences are not exempt from the effects of the ‘dual career’. In fact, its effects
can be observed in a most pronounced way.
As countries come closer to reaching gender parity in education, the next steps in addressing the gender
divide will involve as a fundamental principle, recognizing the rights of women, and as former Secretary of
State Hillary Clinton put it, recognizing that women’s rights are human rights.  This will take us a long way
in combating outdated gender stereotypes.  Bridging the gender divide also will involve correcting
structural inequalities, and implementing policy and practices that will allow women greater mobility in
their careers and academic endeavours, and thereby the opportunity to reach their full potential.
One way we can start to change workplace culture is by including top leadership in mentoring systems
specially designed for female executives and women in middle management as well as gender-neutral
networking programmes. In addition to being invaluable for women in the latter stages of their careers,
these types of policies can jump-start the process of changing the management culture. Furthermore,
mentorship programmes can be a source of great support for women as they progress through their
studies, move onto careers, and start their climb to the top. Initiatives from the business sector are
addressing this.