Published on July 14, 2026

Over the past three years (2022–2024), data from the People Survey has highlighted important insights about the experiences of women within the Asset Directorate (AD) in Brunei Shell Petroleum (BSP). While the Directorate strives for excellence in every technical metric, female colleagues have shared experiences that suggest there is still more that can be done to strengthen inclusion, belonging, and the day-to-day employee experience across the organisation. While progress has been made in many areas, these recurring themes encouraged the Directorate to pause, listen more deeply, and better understand the experiences shaping women’s everyday working lives.

The Daily Dilemma

Alongside delivering strong performance, many women in the directorate quietly carry an additional layer of emotional and mental pressure that rarely surfaces in formal conversations or performance discussions. Behind the confidence and capability seen day-to-day are moments of hesitation, self-questioning and the constant balancing of expectations.  

Some shared that they hold back from speaking up or pursuing opportunities due to concerns about how their credibility or readiness may be perceived. Others spoke about uncertainty around career progression, visibility, and whether expectations or judgements are applied differently.

For many, these pressures become even more pronounced during life stages such as motherhood, where balancing career growth alongside caregiving responsibilities can bring an added mental and emotional load. While often invisible, these experiences shape how many women navigate, confidence, growth and opportunity at work.

 

Turning Insight into Action: From Awareness to Allyship

Recognising the issue, the Asset Directorate had a mission – they had to ensure that inclusion is reflected not only in intention, but also in everyday experiences and behaviours. To address these systemic issues, a structured journey was launched focusing on themed discussion and active allyship.

This journey began by creating psychologically safe spaces for women to name their dilemmas—specifically the five themes of Mental Load, Imposter Syndrome, Motherhood, Comparison, and Fear/Guilt. However, a critical shift occurred when these insights were brought to male leaders.

Led by credible peers like Izwan Tarip, West Production Operations Manager and Syahmi Shadan, Head of IAPS, these facilitated sessions helped create open and honest conversations across leadership levels - “Awareness brings acknowledgment” highlighted by Izwan Tarip.

The result was a powerful "aha" moment where male leaders reflected on perspectives and experiences they may not have previously considered and, in a move of accountability, requested follow-up sessions to keep the dialogue alive. Syahmi Shadan shared “Continue to have genuine conversations with our women colleagues. Listen to their experiences, understand the challenges they face, and learn from their perspectives. When we lead with empathy and work together, we build a stronger organisation where everyone has the opportunity to thrive. Building the next generation of women leaders is not the responsibility of women alone, it is a shared responsibility for all of us.”

Solving the Gap: Success is a Lived Experience

Meaningful progress will come not only through policies, but through consistent everyday leadership behaviours. The Directorate is working to create a culture where visibility, opportunity, and support are experienced more equitably across teams.

Leaders are being encouraged to recognise and address the “invisible workload” that women often carry, ensuring coordination and emotional labour are acknowledged rather than quietly absorbed. There is also a growing focus on creating space for women to contribute confidently, where perspectives are actively heard, recognised and built upon.  

At the same time, flexibility is being normalised through more open and proactive conversations around life stages, caregiving responsibilities, and the realities employees may be balancing outside of work.

Continuing The Momentum

Rather than waiting for future survey results alone, AD aims to continue building momentum through ongoing conversations, reflection, and practical actions. Trust is built in the "small" moments: when a leader challenges a stereotype in a talent discussion or when a manager checks in on a team member’s mental load.

The door has been opened for more honest conversations, deeper understanding, and stronger allyship across the Directorate.

“As a Female, never underestimate the impact of your voice, your expertise, and your courage. We have come far, but there is still more ground to break. Keep challenging norms, pushing boundaries, and showing what is possible. Support one another, lift others as you climb, and create opportunities for those who follow. Every door we open makes the path wider for the next generation. I leave with full confidence that you will continue to challenge limits, inspire change, and prove that no role is beyond our reach. The journey continues— own your space and shape the future” shared by Elohor Juliana Aiboni, Asset Director of BSP.