We sat down with our Chief Risk Officer, Robin Owles, for an insightful conversation in honour of International Women’s Day 2025. This year’s theme, Accelerate Action, calls on us to take meaningful steps toward achieving gender equality—faster and together.
Can you tell us about your career journey and how you arrived at your current role?
I really didn’t have a strategic career plan. I started working at UBS in London in a junior role, and over time was given other opportunities to learn and move around within the organisation. This happened over my 14 years at UBS, and nine years at CBA, where I was able to learn and gain diverse experience, without having to change organisations.
What challenges have you faced along the way and how did you overcome them?
For me it was the ‘mother guilt’. I used to feel guilty when I was working because I was not able to spend as much time with the kids as stay at home mothers, but I also felt guilty when I didn’t work, as I wasn’t being a strong role model for my kids. My mother told me to let it go. We will generate guilt regardless of our situations, and we need to put that into the broader context of what’s best for the family at that time. Quentin Brice spoke when she was Governor General and her words have remained with me: “You can have it all, but not all at the same time. How important it is to take very good care of yourself, of your mental and physical and spiritual wellbeing, it’s hard to do. It’s easier to be a workaholic than to have a truly balanced life. It’s very tough for a lot of women teetering on that tight rope of balance and balancing too many responsibilities”.
In your experience, what are some of the unique challenges women face in leadership in the finance sector?
Times have changed (for the better). Historically, women may have needed to adopt a more masculine operating style in order to be heard, but I think that’s not the case anymore. I think we’re more free to be ourselves and are respected for bringing diversity of thought and approach, which benefits the business in the long run.
How has the landscape for women in finance evolved since you began your career?
I think there is more acknowledgement of the benefits of flexible work arrangements now, which enable people to better manage work life balance. The obvious example is changes in maternity and paternity leave, flexibility for parents to drop off and pick up children, or to work hybrid or part time, but it’s also true for people who have priorities outside work which are important. When I had my first child, paid maternity leave was a relatively new concept, and only available for birth mothers. Paternity leave consisted of a weeks leave when the baby was born. Thankfully corporate practice has shifted to recognise the benefits of flexibility and enable various options for staff to take advantage of which suit them.
What steps can we take to accelerate progress toward greater female representation in executive positions?
Organisations can do more to welcome parents back into the workplace after taking leave and to provide valuable flexibility so they stay with the organisation and continue to move through the ranks. Another great practice is to recognise talent with promotions, even if the person is on long leave. This reinforces feeling valued and supported. Earlier in my career this was virtually unheard of, but has now become more common, which is excellent to see.
Why are initiatives like International Women’s Day so important for driving change?
Because they help to remind us all that if we’re to achieve equity for women, we need to keep focusing on providing diverse and career long opportunities and support for women. We need all women to support each other and ensure that the value we bring is recognised and respected. It’s time to pay it forward and provide younger women with mentoring and sponsorship to succeed.
Is there a woman who has particularly inspired you in your career or personal life, and what impact has she had?
Yes, like many of us, our mothers are a strong role model. My mum always worked. We used to tease her that we were latch-key kids, but in reality she set high standards for us and we are more resilient and capable as a result. She is a pharmacist and had a long career spanning retail pharmacy, clinical hospital pharmacy, university lecturing and regulating the release of medicines. The bar she set is the standard by which I measure my own conduct and success.