The next keynote address is Italia Boninelli. She is addressing the topic of "Employment Practices that Facilitate Gender Equality at the Workplace." She is a gifted and honest presenter. Here are a few points that stood out in her presentation.

Italia's introduction covered the issue of the "Glass Ceiling" is it myth or reality? She explored the question of whose fault the 'glass ceiling' is - is it the organisation or women's fault.

What characterises success at Senior Management and executive levels. From her time in Standard Bank she explored what made a difference and how people achieved the levels that they did.

First issue that came up, was the lack of understanding of the competencies required and the expectations of the job in the next level. Their technical success at the previous levels was quite possible what kept them back. The next level typically required different competencies, as a women in the workplace, you need to familiarise with the competencies of the next role that you are looking for.

Secondly self-assessment of relevant competencies. Men tended to explore their gaps more effectively than the women in the study.

A third issues was long-term career planning and risk propensity. It is important to hold in your mind where you wish to go, what you have in your mind manifests itself. We are talking 3 to 5 years. An interesting question: If I googled you what would I find? How many of you are still writing your CV's linked to role - the successful male executives, were focussed on key achievements. Do we speak in this language? What are key competencies I have, what are my key accomplishments I have achieved?

Breadth vs. depth and cross-functional integration. We need to grow our breadth and understanding of the business.

Networking is an interesting one. How many people could you phone today that would a) know who you are within 30 seconds of intro and b) think that you have something of value that they would go out of their way to assist you? Average male executive - in excess of 200 contacts. They think about it differently. Networking is seen by men as an exchange of commodities.

The next issue is mentors, coaches and development plans. If you do not have a mentor or coach, what are you waiting for? The successful male executive went and found own mentors and coaches. Women tended to wait for formal interaction. The men initiate it. Don't wait for the organisation to send you on the course.

Self-esteem and personal branding - successful male executives, no problem with self-esteem. Some think it is being humble, that we are scared to look like we are bragging. They don't take credit for the work we have done. We present the work, but we need to brand ourselves. They found the right opportunities to present, the right opportunities to speak at conferences. These are EQ issues, that men find hard to understand. For example, when things go wrong, we look at what "I did wrong"?

Organisations need to:

a) Place gender issues as part of broader transformation.

b) There need to be gender forums integrated in the transformation strategy.

c) There needs to be a formal gender strategy. Have policies in place that aid women to succeed and remove obstacles.

The Gender Strategy

The strategy needs to be appropriately positioned in HR Systems.

Women's forums to identify organisational obstacles which need to be removed to promote gender equity. Education on gender awareness to be implemented at all levels.

HR & Learning and Development need to source appropriate development programmes according to identified needs of women. None of the stuff is rocket science, you need to create awareness and support it with coaching. Interestingly enough this can be applied to all scenario's it is not purely a gender issues.

What is each women's accountability?

1) Change mindset from Victim to Victor.

2) Take personal accountability for career growth and development.

3) Be a role model for other women coming through the ranks.

4) Mentor Others

5) Assist with various projects in support of gender equality

6) Hold the company to account

7) Through personal example, demonstrating that women can add serious value.

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