News

The return of 90s culture echoes a backlash to feminism that we’ve seen throughout history

Julie Whiteman -Julie Whiteman, Lecturer in Marketing, University of Birmingham I came of age in the 1990s and lived through the heavily gendered pop culture of Spice Girls and All Saints, Oasis and Blur, of lads and ladettes outdoing each other in heavy drinking and sexual exploits. Now in my 40s, I thought this brash and overtly sexist culture had faded out. It appeared to have been replaced by a socially progressive and inclusive generation focused on body and sex positivity, gender and sexual fluidity. And so I was surprised to see my generation Z research participants romanticise the 1990s as a belle epoque. First it was Sex and the City, then lad’s mag Loaded and now Oasis. Popular culture from the 1990s is having a moment in the mid-2020s. The 90s have been a stylistic and cultural influence on youth culture for the best part of a decade, with large amounts of money invested in big-name reboots and reunions. I began researching young adults’ sexual politics and their relationship to popular culture back in 2016. It was clear from my observations of the clothing, social media and references back then that the 90s were a major cultural influence. I remember being surprised by the popularity of the TV shows like Friends and musicians including Shaggy, Oasis and Suede from my own youth. Every generation has a romanticised nostalgia for the fashion, music and attitudes of the previous. When I was a teenager, my friends and I held a romanticised nostalgia for the music, fashion and sense of freedom we believed characterised the 60s and 70s. This view, however, did not align with my parents’ and their peers’ recollections of that time. What is most interesting here is the apparent contradiction in values. The objectification of women at the heart of 90s pop culture does not gel […]

HeForShe marks ten years with a movement of 2 million gender equality advocates

Since 2014, HeForShe has bolstered a global movement, engaging more than 2 million men and individuals of all genders in championing gender equality. This unique initiative, led by UN Women, has driven 3 billion conversations on topics ranging from closing the pay gap to combating violence against women, reaching more than 36 million people in 2023 alone, including those in crisis-affected areas. In 2023 alone, HeForShe engaged more than 300,000 employees across multiple member organisations, putting gender equality at the center of the conversations at workplaces, with at least USD 5.7 million in direct investments towards gender equality. To ensure the HeForShe movement continues pushing for gender equality over the next ten years, UN Women is announcing the addition of four new global leaders who have committed to making advancements within their respective sectors. They are Pedro Sanchez, Prime Minister of Spain; Hugh Evans, CEO and Co-Founder of Global Citizen; Dr. Akinwumi Adesina, President of the African Development Bank; and Michelle Terry, CEO of Movember. The new HeForShe Champions will join a growing and diverse cohort of leaders dedicated to transforming their institutions and setting new benchmarks for equality, ensuring that women and girls have equal opportunities in social, economic, and political spheres worldwide. Each of these Champions has committed to making gender equality an institutional priority, with bold targets and a commitment to annual monitoring and accountability. The new HeForShe Alliance Members’ respective commitments are as follows: H.E. Pedro Sánchez, Prime Minister of Spain: The Government of Spain commits to promote gender rotation in the presidency of the United Nations General Assembly and equal access to decision-making positions, including at the multilateral level; to continue supporting and strengthening the work of UN Women by increasing its funding; to promote gender parity and equality in Spain, the EU, and […]

Progress is not parity

Over the past decade, women’s representation has increased at every level of corporate management. Most notably, women today make up 29 percent of C-suite positions, compared with just 17 percent in 2015. But progress has been much slower earlier in the pipeline, at the entry and manager levels. However, the corporate pipeline is not as healthy as the numbers suggest. Women remain underrepresented across the pipeline, a gender gap that persists regardless of race and ethnicity. Simply put, men outnumber women at every level. What’s more, women continue to face barriers at the beginning of the pipeline. They remain less likely than men to be hired into entry-level roles, which leaves them underrepresented from the start. Then, women are far less likely than men to attain their very first promotion to a manager role—a situation that’s not improving. In 2018, for every 100 men who received their first promotion to manager in 2018, 79 women were promoted; this year, just 81 women were. Because of this “broken rung” in the corporate ladder, men significantly outnumber women at the manager level, making it incredibly difficult for companies to support sustained progress at more senior levels. This phenomenon is even worse for women of colour, who represent only 7 percent of current C-suite positions—just a four-percentage-point increase since 2017. The ‘broken rung’ remains a significant barrier to women’s advancement, especially for women of colour. For every 100 men promoted to manager, 89 White women were promoted in 2024. Asian women have experienced the greatest improvements in the broken rung but encounter significant hurdles later in the pipeline. Women have made modest but meaningful gains at the vice president and senior-vice-president levels since 2018, but their progress is more fragile than it appears. The main driver of women’s increased representation was a reduction […]

Profile: Alexandra Vranyac – Wheeler, CEO, Master Electricians NZ

How are you finding life as CEO of Master Electricians NZ? I’m loving working with passionate people who are committed to advancement of this industry, which in many ways is at the centre of the energy transition. I’ve found that the people around me share many of the same values – a desire to support members in a proactive way and grow the industry, and a willingness to take risks and innovate so that electrical contractors are future-ready. What are the challenges in this role? The electrical industry is undergoing rapid change – from technological innovation and sustainability imperatives to regulatory shifts and evolving consumer demands. In this dynamic environment I see every challenge as an opportunity. There are opportunities to enable technology adoption at a faster rate. There are opportunities that flow from convergence of industries and infrastructure in terms of dynamic careers for electrical contractors and diversified business opportunities. We need to lean into regulatory reform and having the funding needed to keep up with rapid changes in standards – both in terms of product and practices. Another step up is that the industry is currently served by multiple ministers and parts of government which often means we never have the ability to communicate about the impact across the value chain! Do your members have issues recruiting the right staff? Yes and no. We have got a workforce skill shortage, and the economic situation does mean we don’t recruit and train enough. There is also the need and desire to innovate and adopt new technologies – the electrification of the NZ economy relies on individuals and businesses who can pick up micro skills faster than ever before and in ways that meet their needs in terms of experiential learning. That is why we are investing in a new […]

Calling women ‘too emotional’ weakens us all

The stereotypical and unwelcome practice of calling women ‘too emotional’ is still all too common in New Zealand’s business environment, and while it is easy to call for change, any real shift will only happen when society starts to recognise emotion as a strength and not a sign of weakness. Simone-Ellen Keller, founder of Genius You , says the stereotype of seeing emotions as a weakness is deeply ingrained, as most women will have experienced. Keller says emotions are not a weakness—they are a fundamental part of the human experience and a source of strength. The issue lies not with the emotions themselves but with our collective discomfort and misunderstanding of them. “Women are better at expressing their emotions. Men just hide it, or they shout, but without emotion, it is difficult for us to connect both personally and professionally. Emotions make us human, but how we translate emotions triggers how we respond to a situation, for better or worse. “Part of the problem is that New Zealand society often allows men to express anger—a defence emotion—while shaming women for showing vulnerability, a core emotion.” Keller says our discomfort with emotions stems from a lack of understanding. “We have been taught to suppress them, particularly in professional or public settings, under the guise of being ‘rational’ or ‘professional’. But this suppression does not eliminate emotions; it only drives them underground, where they can fester and influence our behaviour in ways we may not fully understand,” she says. Emotional literacy is key to navigating this landscape. “The difference between feeling an emotion and expressing an emotion is critical. Use them to navigate your life, and that’s not just about moving towards emotions that make us happy and away from those that do not—all emotions have a purpose, and we should not run […]

Cassandra Nadira Lee, Founder, COMB (Connecting Mind and Body)

What inspires you? I am inspired by the resilience and strength that comes from overcoming personal challenges. My experiences with clinical depression, temporary blindness, and the determination to balance work and family life have all fueled my drive to help others. Witnessing the positive transformations in my clients and their teams also motivates me to continue advancing our mission at COMB. Tell readers about COMB and what it offers clients? COMB(Connecting Mind and Body) is a learning and development consultancy that focuses on improving team dynamics, collaboration, and communication through a holistic approach. At COMB, we emphasise these elements in our programs, helping clients to become more self-aware, manage their unconscious biases, and enhance team dynamics and performance. Our goal is to align the heart, mind and body so they are able to be confident and not be blinded by “fears and insecurities”. Our services cater to a diverse clientele, including both MNCs and SMEs, with a special focus on sustainable solutions that drive meaningful results. You are aspirational and bring about meaningful change? Tell us about this. I would like to contribute the learnings that I have acquired for meaningful change. I feel blessed with all that I have gone through and learned in the process. Through COMB, I aim to bring about meaningful change by focusing on both individual and team development. My intention is to create and enhance environments where people can connect their mind and body to achieve their full potential. By addressing both soft skills and personal development, I believe we can empower individuals to overcome limitations and foster high performing and engaged teams. Your journey has had challenges. How are you now? I have made significant progress since overcoming my challenges. My vision for COMB and my personal experiences have shaped me into a […]

Darlene Winston_Director of Advice, Peninsula Australia

Profile: Darlene Winston (MAICD), Director of Advice, Peninsula Australia

www.womengoingplaces.net What is your role at Peninsula Australia and what does it involve? I head up the Advice division and our employee relations specialists at Peninsula Australia, a leading provider of HR and WHS support for small to medium-sized businesses. We provide 24/7 expert advice to our clients that reduces their risk of non-compliance with workplace law, giving them piece of mind and allowing them to focus on their business knowing their HR concerns are in hand. I lead a management team comprised of people leaders who drive performance, as well as a best-in-class training and workforce planning team. Essentially, I drive the people and operations management to ensure we’re providing the highest standard of service possible. Why have you chosen this career path? My career background is incredibly varied, spanning Executive roles in 13 industries across three countries. I love this role as it encompasses every business discipline, with responsibilities including leadership and people management, finance and sales, as well as operations and efficiencies – no day is the same! What has been the highlight of your career and why? I’m very lucky to have many highlights throughout the varied roles I’ve held. One that I have very fond memories of is residing in mainland China overseeing an SAP end-to-end integration in seven languages with several countries in my remit. I was there for three years and completed the final country, Thailand from Sydney. It was a big project, millions of pounds sterling and reporting to the Group Board. I love a challenge and absolutely loved the opportunity to jump into this regional role. What has been the greatest challenge in your career, and how did you overcome it? I have worked in many industries and never the same one twice, so I’ve encountered challenges in every position […]

Cassie Price-McCoy

Cassie Price-McCoy is General Manager, Services ANZ for GE HealthCare, where she’s been for over 11 years. Cassie is an energetic and senior service, operations, sales enablement and customer experience leader with over 25 years’ experience across functions and industries. As General Manager, Services ANZ, Cassie oversees service strategy, safety and customer experience. At GE HealthCare, you lead a large team of field engineers. What is that experience like for you? Leading this team is a great honour. The work they do is vital—ensuring that life-saving equipment is always available for accurate patient diagnoses. They need to be highly knowledgeable, communicate effectively, follow processes, and at the same time think on their feet, stay patient, and remain confident. They are incredible people doing extraordinary work. There are currently five women on your team. Can that number be increased? That’s absolutely the plan! In fact, I now have nine women working as field engineers with strong technical expertise, and another four in field service leadership roles. We are intentional in our recruitment, particularly at the levels where we have open roles. We recently launched a graduate program, and we ensured that at least one of the successful candidates was female. One challenge we’ve identified is that universities aren’t fully communicating the range of career opportunities available to students in modern engineering fields—like biomedical, electrical, and mechatronics engineering. Being a medical field engineer isn’t something many students even consider. We need to change that. Another aspect is showing the exciting travel and variety that comes with field engineering work. We know this appeals to many, and we’re leaning into that as a recruiting point. Involving more aspirational women leads to excellence. Do you agree? I believe all women have aspirations, though some are more intentional about their path and goals. We all […]

Laura Boccanfuso

Laura Boccanfuso started her PhD in computer science after being a stay-at-home mother for eight years to her three kids. She’s been building AI-enabled classroom tutors ever since. As the founder and CEO of Van Robotics, Boccanfuso wrote the original code in her home workshop while undertaking postdoctoral studies at Yale University, far from her home base in South Carolina. Her mission? To find ways to support children with autism, attention deficit hyperactivity disorder (ADHD), and other special needs, in their classroom learning time. Like all entrepreneurs, Boccanfuso faced pushback when she initially approached venture capitalists (VCs) to fund her business. Yet her hurdles were different: one VC wouldn’t support her because her husband wasn’t part of the business or leading it with her, and another because she held too much equity, even though it was her first round of funding. “There was this perception that women don’t have technical capabilities,” Boccanfuso said, adding VCs would address technical questions to men even though she wrote the code herself. VCs also pushed her to design a retail model of her robot, named “ABii,” even though its purpose was to support classroom learning—not double as a babysitter or tutor. Boccanfuso ignored them and found talent and resources from her academic circles in child development and robotics, and ABii by Van Robotics is now being used in schools and homes in 38 US states and seven countries. More than 100,000 students and teachers have already benefited from robotic reinforcement in the classroom—as well as from Boccanfuso’s experience as a stay-at-home mother, which helped her build a learner-centric, school-based solution. “I think moms are phenomenal problem solvers,” she said.

Gender equity and inclusion has stood still or worsened, according to women in leadership research

A new survey of over 100 women in leadership roles across Aotearoa New Zealand sheds light on the gender inequities and inequality that remain pervasive in the workplace, impacting women’s career performance and advancement, mental health, wellbeing, and relationships. The survey by leadership development practice, Leadership for Good, highlights the scale of the issue – 61% of respondents say they feel gender equality and equity in the workplace is the same or worse than it was five years ago. When asked if they had experienced any of the following scenarios in the workplace within the past 12 months, survey respondents said they ‘often’ or ‘very often’: faced challenges balancing work and personal life (71%) received unequal pay for equal work (61%) had a lack of mentorship or sponsorship opportunities (54%) encountered gender bias in favour of men in promotion decisions (48%). The challenges don’t end there. Many of the women surveyed continue to experience microaggression – a subtle, and sometimes unintentional, expression of bias or discrimination – which is proven to have a profound impact on individuals. In the last year, the following occurred for respondents ‘often’ or ‘very often’: had something explained to them in a condescending manner (49%) had their ideas claimed, dismissed or ‘elevated’ by a male colleague (42%) were excluded from important meetings or decision-making processes (39%) • experienced jokes or comments that stereotype or belittle women (31%) received unprofessional comments about their appearance, demeanour or emotional state (29%). Dr Sue Watson, Leadership for Good founder and programme director, says that while disappointing, the results reflect what she and her colleagues have been hearing from women in leadership positions across the country. “We chose to do the survey to benchmark the recurring issues that are still commonplace with the women we work with, who are in […]

1 2 3 4

News Ticker

News