A female perspective on the food industry workplace

Are food-related industries dominated by women? They certainly have a strong presence, accounting for 35–45% of the workforce (retail, hospitality, and processing), according to ILOSTAT, Statista, UNESCO, and the World Bank. However, representation drops at the leadership and technical management levels. Fewer than 25% of senior executives in food companies across APAC are women, based on gender parity data from Females in Food (2025), UN Women’s ASEAN Data Snapshot, and the World Economic Forum.  With many women balancing professional responsibilities alongside family life, this is all the more reason to celebrate their growing place in the industry.

As International Women’s Day (March 8) approaches, we asked two accomplished women from ADM, Olive Tang, VP of Flavors, APAC, and Jingting Li, Talent Acquisition Director, APAC about their experiences, perspectives and the opportunities they see for women in the food industry.

From left: Olive Tang, VP of Flavors, APAC, ADM and Jingting Li, Talent Acquisition Director, APAC, ADM

What does International Women’s Day mean to you as a leader in the F&B industry?

Olive Tang: For me, International Women’s Day is a very personal moment. It makes me reflect on my own journey, the women who believed in me and supported me along the way, and the responsibility I now carry as a leader to help create opportunities and pathways for women across APAC.

At the same time, it’s a reminder that progress isn’t even. In STEM-related fields – including many parts of the food and beverage industry – women are still underrepresented. Globally, women make up only about one-third^[1] of the STEM workforce, highlighting how much more work needs to be done.

As a leader, International Women’s Day reinforces the importance of moving beyond awareness to action. It’s about the everyday decisions we make: who we hire, who we develop, who we give visibility to, and who we sponsor into bigger roles. Meaningful progress happens through consistent choices that shape culture over time. And that’s how we build a stronger, more innovative industry.

Jingting Li: For me, International Women’s Day is both a celebration and a reminder. It’s a chance to recognize the many women who contribute so much across society.

It also makes me wonder why we still need a specific day to spotlight women – which tells us there’s still more to be done. Equality shouldn’t be something we talk about once a year. It should show up in how we work and lead every day.

I hope that one day, International Women’s Day feels less like a call to action and more like a genuine celebration of how far we’ve come. Until then, it serves as an important reminder that meaningful change doesn’t just happen on its own. As leaders, we have a responsibility to create environments where everyone, regardless of gender, has the opportunity to grow and succeed.

In the culture that you live in, does gender impact one’s chosen profession and how one is regarded in the workplace?

Olive Tang: In many cultures across APAC, gender can still influence both career choices and how individuals are perceived in the workplace. Traditional expectations continue to shape norms around what roles are considered suitable for women, with many still subtly steered toward roles seen as more “stable” or supportive, while more technical or leadership roles may feel less accessible.

These perceptions can shape both confidence and access to opportunities. When women are underrepresented in certain careers, it can influence how their ambition is perceived and how much encouragement they receive.

That said, change is happening. Within multinational organizations and among younger generations especially, awareness is growing around the need to challenge stereotypes and create more inclusive workplaces. I’m seeing more women step into leadership, technical, and commercial roles as organisations become more intentional about inclusive hiring, mentorship, and creating clearer progression pathways.

Ultimately, what makes the difference is intent. When leaders actively create inclusive environments, provide visible role models, and advocate for diverse talent, perceptions begin to shift. Over time, that allows more women to pursue careers based on their interests and capabilities, rather than traditional expectations.

Jingting Li: I’ve been fortunate to grow up in a multicultural society and to spend most of my career in multinational organisations, where conversations about inclusion tend to be more open and visible. I’ve also worked mainly in teams with strong female representation and role models to look up to, so I haven’t personally felt my gender limit my career in a significant way.

That said, I recognize that my experience isn’t the same for everyone. In many organizations, women are still more concentrated in support functions, while revenue-driving or commercial roles tend to be more male-dominated. That uneven distribution can shape perceptions about which roles are considered typical or suitable for women versus men.

Within our industry, I’ve seen moments where women, especially in commercial or trading environments, are the minority. In those settings, there can be an unspoken pressure to prove yourself early and often. It’s not always explicit, but there can be subtle assumptions that mean you have to work harder to show your expertise.

Working across different global markets has also shaped my perspective. In some cultures, I’ve had to be more vocal and assertive than I might naturally be. There have been situations where I felt underestimated or spoken down to, and those experiences taught me to find my voice and stand firm in my views.

Overall, I believe we’ve made real progress, but gender can still influence how careers unfold and how people are perceived. Recognising these nuances is important if we want to ensure that opportunities are defined by capability and performance, not by assumptions.

Do you see more women influencing the future of food innovation? What are some of the contributions from your department?

Olive Tang: Yes, I do. I’m seeing more women play a meaningful role in shaping the future of food innovation, particularly in a culturally diverse region like APAC. As teams become more balanced and representative, innovation benefits from a wider range of perspectives that strengthen how we understand consumer behaviour, taste preferences, and local nuances across markets.

Within our team, that shows up in day-to-day discussions. Having more women involved in R&D and customer-facing roles adds important viewpoints, especially around taste localisation, where cultural context matters, and in understanding evolving health and wellness trends.

Through close collaboration across markets and functions, these diverse perspectives are translated into real solutions. Having more women involved in those cross-functional discussions helps ensure the solutions we develop reflect the needs of the consumers we serve.

What guidance would you offer to young women who wish to be in your position someday?

Olive Tang: Looking back, there are a few lessons I’ve learned along the way.

First, build strong business foundations early. In my role, success depends not only on functional expertise, but also on a clear understanding of customer needs, commercial strategy, and how different parts of the organisation work together. Developing a broader view early on builds credibility and prepares you to make sound, balanced decisions as responsibilities expand.

Second, balance confidence with patience. Career progression takes time and rarely moves in a straight line. Some of the most valuable lessons come from challenging periods or roles that stretch you in unexpected ways. Those experiences build resilience and judgement – qualities that matter even more when leading teams, managing complexity, and making critical business decisions across markets.

Finally, learn how to communicate and influence across cultures. In a regional role, you work across different markets, perspectives, and expectations. You don’t need to be the loudest voice in the room, but you do need to be clear, thoughtful, and willing to speak up. At the same time, stay open to learning from others. Adaptability and empathy are just as important as technical skills when leading teams.

Jingting Li: As a mother of both a boy and a girl, I’ve seen how early many girls start thinking about their future. In places like Singapore, academic choices can begin shaping direction as young as 12. Of course, career paths can change later on, but those early decisions can often influence where you start.

My advice to young women is to stay curious and keep an open mind. Don’t feel pressured to have everything figured out too early. Explore different subjects, roles and experiences. Try things even if you are unsure. You won’t really know what you enjoy or what you are good at until you experience it for yourself.

Through that exploration, you build more than just skills. You build confidence, resilience and, most importantly, your voice. Learning to speak up, ask questions, and stand by your views is incredibly important. Those qualities will carry you through challenges and open doors throughout your career.

Most importantly, give yourself permission to learn and evolve. There isn’t one fixed path to success. If you stay curious and courageous, you’ll carve out a path that’s truly your own.

In your opinion, how has office culture evolved to support female workers? 

Olive Tang: I’ve seen meaningful progress in recent years. There is growing recognition that an inclusive culture goes beyond formal policies – it’s about creating everyday environments where women feel heard, respected, and able to see clear pathways for growth.

One important shift has been the increased visibility of female role models and more deliberate leadership pipelines. Seeing women thrive in senior leadership and technical roles sends a strong signal about what’s possible and helps normalise women’s presence in decision-making positions.

Strong internal support systems also make a difference. For instance, our Women’s Employee Resource Group (ERG) in APAC creates space for connection, dialogue, and shared learning. Through activities like leadership sharing sessions and workshops, ERG members gain tools and perspectives that support both personal and professional development. By encouraging mentorship, advocacy, and open conversations, these initiatives help foster a stronger sense of belonging.

There’s still work to do, but when organisations invest in inclusive cultures in practical ways, they create stronger, more engaged teams that are better positioned to collaborate, innovate, and succeed.

Jingting Li: I think one of the biggest shifts has been the move toward more intentional support. In the past, many workplaces were built around a one-size-fits-all model, with less flexibility around caregiving responsibilities, maternity, or career breaks, and fewer facilities designed with women in mind.

Today, there is greater awareness and that’s showing up in practical ways. Something as simple as having proper nursing rooms in offices or improved facilities for women at plant sites sends a strong signal about inclusion. Flexible work arrangements have also become far more accepted, making it easier for women to manage both professional and personal responsibilities without feeling like they’re compromising their careers.

Beyond policies and infrastructure, the mindset has evolved too. Topics like unconscious bias, fair access to opportunities, and representation in leadership are being discussed more openly. These conversations are no longer confined to awareness days and are increasingly part of everyday dialogue.

That said, there’s still more to do. It comes down to making sure women feel respected, supported, and able to show up as themselves at work. Supporting women should simply be a natural part of how a workplace operates, and that’s when real cultural change happens.