With International Women’s Day approaching — and recognizing that a single day is never enough to celebrate the contributions of women — we are dedicating the entire month of March to spotlighting voices from across the industry as part of our IWD Voices series. Leaders will share their journeys, experiences, insights, and the lessons that have shaped them.
Next up, we speak with Lynette Siow, Chief Executive Officer at Saint-Gobain Malaysia & Singapore.
In our conversation, Lynette reflects on what this year’s theme, “Rights. Justice. Action. For ALL Women and Girls.” means to her, how her understanding of fairness has evolved from equal treatment to equitable access, and what drew her to the building materials industry.
She also discusses where progress for women in traditionally male-dominated sectors still requires intentional effort, the responsibility senior leaders hold in shaping equitable workplaces beyond policies, and the change she hopes the next generation of women will no longer have to navigate.
The theme for International Women’s Day 2026 is “Rights. Justice. Action. For ALL Women and Girls.” What does this mean to you professionally and personally?
For me, this year’s theme is a call to put principles into practice. Professionally, it reminds me that equity requires deliberate action where rights and justice must be reflected in the everyday decisions we make—in our policies and systems, leadership behaviours, and how we measure progress.
At Saint-Gobain, acting responsibly means ensuring opportunities are accessible, fair, and inclusive and we have built this into the way we recruit, develop talent and create pathways to leadership.
Personally, it resonates deeply because I believe empowerment should not be selective – it means recognising different starting points and ensuring that systems, workplaces and communities remove barriers so no woman is left behind because of background, circumstance or bias. True justice is about creating environments where everyone can grow with dignity and confidence.
What first drew you to your industry, and was there a defining moment that set your career in motion? Was there a role model who influenced you early on?
I was drawn to the building materials industry because of its tangible impact – what we build shapes communities, workplaces and everyday lives. The opportunity to contribute to sustainable construction and innovation keeps me motivated at Saint-Gobain as we live our purpose of making the world a better home.
True justice is about creating environments where everyone can grow with dignity and confidence.
A defining moment in my career was being entrusted with responsibility early on that stretched me beyond my comfort zone. That experience reinforced the value of trust and empowerment, two principles I carry into my leadership role today.
I have long admired Indra Nooyi, the former CEO of PepsiCo. Seeing an Asian woman lead a global organisation with strategic clarity, resilience and authenticity was powerful. She demonstrated that strong business performance and empathetic leadership can coexist. Her journey reinforced my belief that leadership is about creating impact with integrity.
How has your understanding of fairness changed as you’ve gained experience and seniority?
Earlier in my career, I saw fairness as equal treatment. With experience, I’ve come to understand that fairness is more than that – it’s about equitable access. Not everyone begins from the same starting line and as leaders, we must recognise structural and invisible barriers and actively remove them to enable people to chart their own journeys to success.
As conversations around women and work have evolved, what do you think has genuinely improved—and where do you think more attention and action are still needed?
There is certainly greater awareness and encouraging progress today with more women stepping into leadership roles across industries. However, in traditionally male-dominated sectors like construction and building materials, representation at senior and operational levels still requires intentional effort.
Real change will come when diversity is visible through the whole organisation, from corporate offices to operations, engineering and frontline leadership.
Real change will come when diversity is visible through the whole organisation, from corporate offices to operations, engineering and frontline leadership. We must continue challenging unconscious biases and expanding pathways for women into technical, site-based and profit-and-loss roles and translate this into action through hiring, development, sponsorship and accountability. The next phase is not about conversation; it is about measurable progress.
Is there a project or initiative you’ve worked on related to women’s empowerment that you’re particularly proud of? What made it meaningful to you?
I am proud of fostering inclusive hiring practices and mentoring high-potential women within our organisation. Seeing women step into leadership roles, present confidently to regional teams, and take ownership of strategic projects is incredibly fulfilling. It reinforces my long-held belief that empowerment is about access, trust and support.
Supporting initiatives by the Yellow Ribbon Singapore, a statutory board committed to reducing the recidivism rate and building a safer and more inclusive society, has also been meaningful as true empowerment includes offering second chances and recognising potential beyond past circumstances.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
Senior leaders are responsible for turning aspirations into a lived experience and this happens when leadership models the behaviour they expect to see. An inclusive culture is built through daily decisions: who is invited to the table, who is given visibility, and who is trusted with responsibility.
The next generation should not feel they must choose between leadership and authenticity, strength and empathy, career and personal priorities.
Shaping equitable workplaces requires intentional sponsorship, transparent succession planning and accountability, which means making succession and promotion decisions fair, transparent and data-driven, acting on feedback to interrupt biases or obstacles and leaders being accountable for every decision they make. Simply put, shaping a more equitable workplace is not an HR initiative; it is a leadership standard that all organisations should aspire to.
What is one change you would like to see in workplaces for the next generation of women?
I would like to see ambition fully normalised for women without judgment or compromise. The next generation should not feel they must choose between leadership and authenticity, strength and empathy, career and personal priorities. When workplaces are built on trust, empowerment and collaboration, we will create environments where women can lead, contribute, and thrive without limitation.
Quick Hits:
A trend you are excited about, or not excited about
The growing recognition that inclusive leadership drives stronger business performance. Diversity is increasingly seen as a strategic advantage.
A creative campaign or representation of women that inspired you or made you feel seen
I was inspired by the Always “Like a Girl” campaign. It reframed a limiting phrase into a statement of strength and confidence, reminding us how language shapes belief.
A piece of advice that stayed with you longer than expected
One piece of advice that stayed with me is something Indra Nooyi once shared: “Leave the crown in the garage.” It’s a reminder that leadership is about responsibility, not status.
Titles matter less than how you treat people and the integrity you bring to every decision.
