United Women Singapore’s Tan Ching Ne on how we can help mums thrive in the workforce

If United Women Singapore president Tan Ching Ne had not chosen accountancy as her career path, she might not have discovered her second calling as a women’s rights advocate. The chatty, self-described “accidental accountant”, who is a tax partner at PwC Singapore, shares that she initially wanted to pursue a degree in Business Administration.

“My elder sister advised me to consider a professional course like accountancy, which was shorter (three years) and one that came with scholarship opportunities,” says Ching Ne.

The Nanyang Technological University (NTU) alumna received a tax scholarship from Price Waterhouse (now PwC Singapore), which set the course for her career trajectory. “I’ve stayed the course since graduating from NTU, and have not stopped working, even while raising my two kids,” she adds.

In 2016, through an introduction by a PwC colleague who was a board member of Unifem, the Singapore committee for UN Women, Ching Ne joined the non-profit as a volunteer. Unifem has since been rebranded as United Women Singapore (UWS).

She explains: “By then, my career and family were all in a good place, and I thought it was time for me to give back. I considered how I wanted to contribute, and my colleague explained that it’d be good to have someone with a finance background and governance experience on the board. That’s how I got involved.”

UWS achieved the Institute of Public Character (IPC) status five years ago, which enables the charity to offer tax deductions for donations – a significant boon for fundraising, it is a bonus to corporate and individual donors who would like to do good.

“However, maintaining IPC status requires meeting certain conditions, and we must ensure compliance to retain it, as it’s critical for fundraising. Governance and controls remain top priorities,” she elaborates.

Ching Ne was appointed president of the UWS board in late June 2024, succeeding her predecessor, Georgette Tan. Over the years, UWS launched initiatives and workshops aimed at bridging the gender divide, such as equipping women and girls with skills to develop careers in Stem (science, technology, engineering and mathematics), and a Gender Safe Workplaces Programme to educate employers on workplace harassment and domestic abuse, and the importance of male allyship.

“In our Stem programmes, we’ve engaged volunteers from academia and companies like Google, Alibaba, and major banks. These professionals mentor and support beneficiaries, particularly young girls, fostering growth and empowerment,” she shares.

Reception to these events have been positive. In June 2024, UWS held the third edition of its annual UWS Stem Fest at Marina Bay Sands Convention Hall, which saw around 800 attendees, an increase from 500 in its first year.

“We get strong support from institutions like Singapore Institute of Technology and Singapore University of Technology and Design. It’s a proud achievement for the team.

“Events like these raise awareness, and universities have realised the importance of reaching out to students early, encouraging them to pursue Stem courses in secondary school, polytechnic or ITE, and eventually aspire to study science or engineering at university,” she says.

Support starts with a mindset shift

Despite an established career and a fulfilling tenure in women’s advocacy, Ching Ne had to make certain compromises along the way. After graduating, she began her career as a tax assistant, and left after 10 years when she became a new mum, as she sought a role that offered greater flexibility to care for her first child. There were not many companies that offered flexible work arrangements back then.

“Interestingly, the jobs that I was interested in and interviewed for were regional positions, which meant that I had to travel,” says Ching Ne.

She eventually landed a position with Solectron as a regional senior tax manager. Despite having 12 countries in the Asia Pacific region under her portfolio, she was able to negotiate her travel arrangements with her bosses.

“They said to me, ‘Ching Ne, you must make it work. We are an electronics contract manufacturing company. We watch the bottom line like hawks. You need to travel to establish business relationships. This arrangement is yours to manage.’

“While I travelled more during the first six months, I always ensured that I was home by Friday so I could spend weekends with my family.”

After her time at Solectron, Ching Ne worked as a tax director overseeing the Asia Pacific region at two other organisations. In 2012, she decided to return to PwC, where advancements in technology had by then enabled more opportunities for hybrid working arrangements in the consultancy firm.

“PwC has a great work culture, offering both opportunities and flexibility. The firm encourages women not to stop working, even after becoming mums, and to explore part-time roles if needed,” she says.

Having a supportive employer is one of the key factors in encouraging more women to not only remain in the workforce, but also to build and thrive in their careers. Ching Ne discusses the commonly held belief that women often prioritise family over their careers.

“When a couple gets married, traditionally, it’s been the woman who says, ‘Okay, I’ll focus on the home rather than my career,’ especially after children come into the picture. Some women may continue working after getting married, but after having kids, many scale back – either working part-time, taking a career break, or stopping work entirely.”

What this means is that fewer women continue to build the deep expertise and experience required to advance their careers and be recognised as board candidates.

“Experience takes years to accumulate; it’s not just about being brilliant. It’s about having a breadth of work-life experience. For corporate boards, that depth of experience is crucial when identifying potential board members. Even women who’ve reached senior management positions may not yet have the specific skill set required to be a board member.

“Organisations like Boardagender and the Singapore Institute of Directors are trying to address this by offering training and resources for individuals keen to sit on boards,” she says.

It’s a work in progress, but recent statistics published by the Council for Board Diversity are encouraging. Numbers indicate that the representation of women directors in leadership roles has significantly improved since 2018, with 17 per cent of board and committee chair positions at Top 100 SGX-listed companies (up from 9 per cent), 20 per cent of board chairs at statutory boards (up from 16 per cent), and 19 per cent of board chairs at Top 100 IPCs (up from 15 per cent).

To keep the momentum going, however, more has to be done at home. Ching Ne emphasises the need to shift traditional roles and mindsets passed down through generations. 

“Family is, of course, a top priority. The question is, can family responsibilities be balanced? Why should it primarily be the mother who handles daily needs, education, and other caregiving roles? If these responsibilities are shared, women wouldn’t need to take a back seat in their careers,” she says.

Ching Ne admits that it would have been difficult for her to continue working without the support of her “village”: her husband, mother, and mother-in-law.

While her mother and mother-in-law stepped in to help care for the children when needed, her husband was actively involved in the children’s caregiving. For example, he would bathe their children when they were babies, tutor them in school work as they got older, and take the kids to the doctor when they fell ill.

“The government is working hard to change this perspective and support caregivers. However, women still disproportionately shoulder caregiving responsibilities, whether it’s for children, elderly parents, or persons with disabilities.

“We need to educate and challenge this stereotype. Shared responsibility is not a lesser role – it’s essential. While many men understand its importance, they often choose not to step up, possibly due to societal norms. Some men are willing to take the lead, which is fantastic, but for most, shared responsibility is a good start,” she says.

Addressing unconscious bias at work

In order for more men to embrace a larger role at home, employers too need to create a culture that recognises and supports family responsibilities by encouraging their employees to take their full paternity leave.

Says Ching Ne: “If the work environment discourages men from taking paternity leave out of fear of being judged by their bosses, it hinders progress. Women are worried that when they take maternity leave, they are being viewed as noncontributors at their workplace. Men fear the same repercussions.”

Beyond that, a mutual understanding needs to happen between both parties. While workplace emergencies do happen, it’s not always realistic to ask someone to jump on a call immediately, especially when they are on leave. Fellow colleagues too play an important part in cultivating a supportive environment.

“When I had my second child, my colleagues were respectful, only contacting me in emergencies and asking when I’d be available to talk. They didn’t demand an immediate response, which was very helpful. When we help colleagues during their turn, they’re more likely to reciprocate when it’s ours,” she shares.

Another issue to tackle at the workplace is the unconscious bias in hiring women. According to Ching Ne, some supervisors may hesitate to assign a candidate to a challenging role or one involving travel, assuming that “she will have kids and go on maternity leave”.

“Opportunities should be available to everyone – male or female. Announce the opportunity and let individuals decide whether they want to apply. Discrimination occurs when women aren’t given the chance to make that choice,” she explains.

Ching Ne strives for a supportive environment at her workplace. She notes: “There will be times when we face conflicting demands due to family and work. Open communication and teamwork enables the meeting of business and personal needs.”

On the other hand, Ching Ne also acknowledges that some women prefer non managerial or supervisory roles to achieve a better work-life balance.

“It’s a personal choice, but I always advise women: If you need to take a break, don’t disengage entirely. Stay connected through flexible arrangements. The workplace evolves quickly, and being out of touch can make re-entry challenging.”

To help ease women who have taken a mid-career break back into the workforce, UWS partnered with volunteers who are working professionals in tailoring programmes for mothers returning to work, which includes workshops on CV writing, interview preparation, and career advice.

UWS also hosted an event at an indoor playground where mothers could bring their children. This set-up allowed mothers to engage with volunteers – working professionals offering guidance on returning to work or planning their next career steps – while their children played.

“We were mindful that stepping out of the house and family responsibilities can be a challenge. So, we tried to make it as convenient as possible, arranging venues where they could relax with a coffee or tea,” she shares.

Nurturing a new generation of allies

Ching Ne grew up in a boisterous Hainanese family and is the second of four daughters. In addition to her immediate family of six, she has a large extended family that includes grandparents, uncles, aunts and cousins.

“In a traditional Hainanese family, there is typically a preference for boys. However, we were equally loved and supported, especially in education. My parents always emphasised the importance of studying hard and becoming financially independent,” she says.

While her parents were supportive of their daughters growing up, the issue of gender equality has never been more pressing than it is today. With the dangers of deepfake pornography and the rise in domestic violence – the National AntiViolence and Sexual Harassment Helpline (NAVH) received 10,800 calls in 2022, up from 8,400 in 2021 – it may feel as though we are taking a step backwards in this era of fourth-wave feminism.

Ching Ne weighs in on the widespread discriminatory rhetoric against women: “Gender-based violence often stems from the environment in which someone grows up. If a boy grows up seeing unhealthy behaviour from male role models, he may emulate it. Awareness campaigns through schools and ministries are vital.”

As a mother, it is important for her children to be well-informed and well-read on technology advancements like AI, and to also be aware of cyber risks. Her family discusses topics of feminism, masculinity and gender rights, so that her children are aware of responsible and healthy behaviours.

She mentions UWS’ Boys Empowered initiative as an example of a programme that advocates for healthy masculinity and allyship from a young age. It aims to address the influence of negative societal gender stereotypes for both men and women.

“When women are objectified, it perpetuates a vicious cycle. That’s why, at UWS, our Boys Empowered programme focuses on redefining masculinity. For example, calling women demeaning names isn’t ‘cool’ or a compliment, even if it’s framed that way,” she says.

Ching Ne adds that although the #MeToo movement has shown that women are speaking up more, harassment – whether in the workplace or elsewhere – remains a serious issue. “It takes courage to speak out, especially for those worried about losing their jobs.”

With a long list of issues, it goes without saying that the work of a women’s rights advocate is highly challenging. To keep herself grounded, Ching Ne focuses on areas where positive impact can be made; hence her work at UWS.

“I genuinely enjoy my work, and being gainfully employed has helped with my self-esteem and independence. It’s also important for me to be a role model for my kids, showing them the value of hard work and financial independence.

“My parents worked hard to put me through university, and it’s my responsibility to do my best, take care of my family, and give back,” she says.

PHOTOGRAPHY ANGELA GUO
ART DIRECTION ADELINE ENG
COORDINATION CHELSIA TAN
HAIR & MAKEUP BENEDICT CHOO, USING NARS