Olivia Chua’s leadership journey spans continents and cultures – shaped by early-career stints in Europe, the Middle East, and Asia – which have forged a globally attuned, deeply inclusive HR philosophy.

As the CHRO of Jebsen & Jessen Group, she brings not only geographical dexterity but also a principled approach to inclusion that transcends borders. Olivia sees HR as a force for transformation – cultivating a workplace culture where fairness, flexibility, and representation are operational principles.

Under her leadership, Jebsen & Jessen has rolled out forward-thinking initiatives, from flexible work arrangements and adoption leave to “Talk the Talk,” a speech club boosting employee confidence and connection across regions.

With women now comprising 34% of the group’s managerial roles and near gender parity in hiring, Olivia is setting a benchmark in inclusive leadership – one that is rooted in empathy, accountability, and a bold vision for change.

You’ve lived and worked in countries across Europe, the Middle East, and Asia. How have these cross-cultural experiences influenced your perspective on inclusive leadership?

Global exposure, especially working with people from different cultures, backgrounds and nationalities, has significantly enhanced my understanding of different communication styles and what inclusion means to different people, that inclusive leadership isn’t a one-size-fits-all approach.

It has also instilled in me a strong belief in the value of diverse perspectives and has been instrumental in shaping my inclusive leadership approach. Everyone brings his or her own unique strengths and weaknesses, and, when embraced, individuals can come together to achieve more.

As Chief Human Resources Officer at Jebsen & Jessen Group, I leverage my cross-cultural experiences to lead my team in designing and implementing strategies that foster truly inclusive workplaces, not just for a single country or our headquarters, but culturally responsive environments for teams in every country we operate in.

Was there a specific moment or role that significantly shaped your leadership journey? How did it change your approach?

Rather than a specific moment or role, my collective stints working overseas, which began early in my career and continued through various roles, have been instrumental in developing my adaptability, resilience and global perspective.

Beyond shaping my perspective on inclusive leadership, working in new environments overseas forced me to step outside my comfort zone, instilling in me a proactive approach to change, a willingness to embrace challenges, and the courage to make decisions in unfamiliar contexts, all of which are crucial for leading in today's interconnected world.

In HR, navigating organisational challenges is inherent to the role – we’re continually seeking to identify areas for enhancement.

One instance that tested my values and leadership was addressing discriminatory hiring practices that didn’t align with my values. I mustered the courage to address the issue directly with the organisation’s leadership, standing up against discrimination and advocating for fair and inclusive hiring.

This experience reinforced my belief in speaking up for what’s right, even when it might be difficult or uncomfortable.

As a leader, my role within organisations isn’t simply to be a yes-woman or to maintain the status quo, but I have the responsibility to champion positive change.

You’ve worked in both consulting and corporate leadership. What advice would you give to other women aspiring to reach C-suite positions, particularly in traditionally male-dominated industries?

First, believe in yourself and don’t let the naysayers get you down. Cultivating self-confidence goes a long way. Articulate your thoughts and ideas with conviction, and be your advocate.

Don’t be afraid to step outside your comfort zone and take on new challenges, even if they initially seem daunting. Seek opportunities to broaden your experience, even in environments where women are typically underrepresented.

Build a strong network of people you can trust, not just to support, guide and be a cheerleader in your professional journey, but also those you can trust to give you the hard truths, honest feedback and constructive criticism.

Jebsen & Jessen operates across diverse industries and regions. How do you ensure a consistent commitment to gender inclusivity across all business units?

At Jebsen & Jessen Group, many industries we operate in, such as engineering, manufacturing, and logistics, have traditionally been male-dominated. That’s why our senior management is deeply committed to building gender-inclusive teams across all business units.

We hold ourselves accountable by embedding gender inclusivity into every part of our organisation, from leadership conversations to recruitment practices, ensuring that rewards, evaluation, and hiring decisions are consistently based on merit and performance.

We see diversity and female leadership as a strategic advantage.

Increasing women’s representation in leadership brings fresh perspectives, enhances decision-making, strengthens overall business performance.

More importantly, it ensures a broader range of voices and ideas are heard at the table leading to more balanced, innovative, and inclusive outcomes.

To further support this commitment, we have invested in leadership development and skills upgrading programmes to provide equitable pathways for women, alongside dedicated mentoring programmes designed to empower and advance talent within the Group.

Since stepping into my role, I have strongly advocated anti-discrimination and anti-bullying policies to ensure fairness and accountability.

We recognise that policies alone are insufficient.

To truly foster an inclusive environment, we actively work to address unconscious bias and gender stereotypes through education, increasing self-awareness and helping individuals understand the impact of their biases.

In your international assignments, did you ever face or witness gender biases, and how did you address them?

During my international assignments, I encountered environments where gender biases were more apparent, particularly in regions like the Middle East, where it was often more challenging for Asian women to be placed in leadership roles.

These experiences reinforced the importance of challenging traditional norms and reminded me not to fall into the trap of stereotyping.

I’ve consistently advocated for creating a workplace where individuals are treated with respect and evaluated based on their potential, not their gender.

At Jebsen & Jessen, what initiatives are in place to ensure women are well-represented in senior leadership roles?

We take intentional steps to ensure women are well-represented in senior leadership.

We work closely with our headhunters to actively seek out and shortlist female candidates for leadership roles while maintaining our commitment to merit-based selection.

This targeted approach helps us expand the talent pool and challenge conventional hiring norms in male-dominated industries we operate in.

Additionally, succession planning plays a critical role in our long-term strategy, with the senior management team placing an emphasis on the importance of developing talented female leaders.

How have mentorship and sponsorship programmes within the company positively shaped the careers of women employees?

At Jebsen & Jessen Packaging, we launched a mentorship programme and the “Talk the Talk” initiative in 2022. Both are designed to empower employees, including women, by building confidence and communication skills and removing potential barriers that hinder career advancement.

“Talk the Talk,” a virtual English speech club, significantly improved participants’ public speaking abilities while fostering cross-cultural connection and workplace camaraderie.

The programme helped to instil employees with the confidence to speak and present more effectively, communicate ideas, and develop their leadership skills.

The mentorship programme aimed to expedite the learning process by connecting employees with an experienced mentor, providing mentees with an avenue to seek personal and professional advice for both personal development and career advancement.

How has Jebsen & Jessen supported working mothers or caregivers through policies and practices?

Recognising the vital roles of working mothers and caregivers, we provide comprehensive support through our various programmes.

In 2022, we launched our Flexible Work Arrangement programme offering flexibility in both work location and hours to better support work-life integration and Employee Assistance Programme to provide mental wellness support.

As part of our ongoing efforts to prioritise employee wellbeing, we introduced a comprehensive leave and family support programme in 2024. This enhancement includes new adoption and family care leave.

These additions strengthen our existing paid leave options, including compassionate and calamity leave, as we continue fostering a supportive and healthy work environment.

Through these initiatives, we want to empower and encourage our people to prioritise their wellbeing and allow them to better care for their loved ones.

What key performance indicators does the company use to measure the success of its gender inclusion initiatives?

We believe DEI is more than just a KPI. It requires a fundamental shift in mindset and continuous self-reflection.

How can we tell that our initiatives are successful? When we have a culture where everyone feels comfortable challenging, sharing feedback and has an equal chance to thrive.

The data from our 2022 sustainability report reveals that women make up 34% of managerial positions at the Group level, and our hiring in 2022 reported near equal gender parity between female (45%) and male hires (55%).

Ultimately, we understand that the success of our gender inclusion initiatives is best gauged not just by these figures, but in the everyday experiences of our people and their ability to thrive.

What are your goals for further embedding gender equity and inclusive leadership within Jebsen & Jessen Group?

We’re committed to fostering an environment where gender equity and inclusive leadership are embedded in everything we do, while ensuring a truly level playing field where the most qualified individuals rise based on merit.

Looking ahead, we aim to further amplify the voices of female leaders within our organisation by providing more platforms for them to share their journeys.

These stories aim to serve as an inspiration for others and reflect the importance of diverse leadership representation.