Companies benefit from the promotion of women’s careers, but only very few take a systematic approach
FKi presents results of the 2016 survey phase
Promoting the careers of women is an outstanding component for the success of change processes. This is the result of the Women’s Career Index (FKi), which was presented in its 5th survey phase in 2016 on 8 March in Frankfurt am Main. However, while there is no lack of insight in companies that career advancement for women leads to improvements, a corresponding system still remains the exception.
The Women’s Career Index 2016 is a survey of 30 participating companies that have been indexed by means of a 40-page questionnaire. Over a period of four years, the FKi companies have brought significantly more women into careers than before. The growth rate is 29%. The companies report that activities to promote women in management positions simultaneously lead to more transparency in personnel decisions, to better family support measures – from which men also benefit – and to a considerable improvement in corporate culture.
The success factors of systematic career advancement for women include active talent management, communication of women’s quotas in companies and guidelines for employee interviews before parental leave. With regard to measures within the company, the promotion of “management training on gender issues”, “events on the topic of gender and mixed-gender teams” show positive trends. For example, “Unconsious Bias Trainings” have proven to be helpful in absorbing the fears and concerns of male employees and also ensure good implementation in the company. This measure targets women and men equally. Mentoring programmes are also continuing to gain in importance and are becoming increasingly professionalised.
The “external networking of women” as well as working time measures that were located in the life cycle as measures of the future, such as “job sharing in management positions” or “elective working hours for certain periods of time”, are gaining significantly in importance.
Support for women is to a large extent also support for families
As far as family measures are concerned, the promotion of parental leave for men has been greatly improved and has consequently established itself as a relevant and popular measure. In the family dimension, the offers that make everyday life easier have a great impact: “Child care” and “supervision of housework and final papers for mothers” have very high values, as does “child care according to
Management requirement”. Even such practical offers as “Taking food from the company restaurant” or “Washing and ironing service” have a great effect on the overall index. Such offers make it much easier to reconcile the demands of daily life with the requirements of a manager in the company. Companies are becoming increasingly creative and flexible in such family measures.
Barbara Lutz, managing director and initiator of the Women’s Career Index, encourages companies – especially those in change processes – to be more active: “The same applies to the promotion of women as to other development, cultural and change measures: Without hard instrumental wiring with standardised processes, these measures often remain without effects and only pay lip service. The balance between being demanding and persuasive is crucial. Strong commitment at the management level and good implementation within the company are just as important here”.
New book release: Women in leadership – a guide to how systematic women’s careers make companies more innovative The entrepreneur and management consultant Barbara Lutz describes in her book “Frauen in Führung – Modernität und Agilität – wie die Veränderung der Unternehmensprozesse und Kultur Innovationen fördern” (Women in Leadership – Modernity and Agility – How the Change in Business Processes and Culture Promotes Innovation) a practical guide for companies to combine gender-appropriate leadership and innovative ability. The editor uses the mechanisms of the Women Career Index as a basis for this. This is a scientifically based measuring instrument that has been tried and tested in practice. Its task is to weight the activities to promote women’s careers beyond mere gut feelings and empirical knowledge and to convert them into measurable values. Barbara Lutz defines the most important factors for successful women’s careers, such as dynamics as well as the support of top management, and points out the main criteria for success. On this basis, decision-makers are provided with measures that will decisively advance their efforts to develop women’s careers. In addition, the reader will find wise starting points and viable practical reports from companies already indexed, whose activities have been consistently reviewed for their impact and structurally coordinated. Finally, the book clearly explains the positive effects that sustainable, gender-appropriate management has on a working environment conducive to innovation. With this book, the author provides clear evidence that, beyond all the emotionally charged discussions, an objective view of the professional situation of women in companies is worthwhile. “Anyone who understands the interrelationships between women’s careers, cultural changes and innovation as part of the management agenda has clear economic advantages,” says Lutz.
Barbara Lutz will present her book on 8 November at a presentation at the Hypovereinsbank in Munich.
About the Women’s Career Index: The FKi is an independent measuring instrument that can be used by companies and organisations of any size and industry to examine how women at various management levels develop in their careers. With the help of the FKi, companies should be able to take more efficient measures and thus sustainably improve women’s chances of advancement. Launched in 2012, the FKi has been considered an independent company based in Munich since 2015 and is under the patronage of the Federal Ministry for Family Affairs, Senior Citizens, Women and Youth. In addition to internal company analyses and the annual publication of the FKi report, the working group between the participating companies and regular keynote speeches are among the FKi’s permanent activities.
AWARD for the BEST COMPANIES OF THE FKi on 8.3.2019
Under the patronage of the Federal Ministry for Family Affairs, Senior Citizens, Women and Youth, Federal Minister Dr. Franziska Giffey PLACE: Süddeutsche Zeitung, Hultschiner Str. 8 – PANORAMA – LOUNGE, 81677 Munich TIME : 12:30 – 15:00
It’ s that time again. The companies that are exemplary in demonstrating how to make women’s careers possible have been determined. We would like to take the opportunity to invite you to the Panorama Lounge of the Süddeutsche Zeitung on 8 March 2019.
On International Women’s Day, we want to create facts when it comes to the latest developments and trends regarding women in leadership. The digital transformation is a matter for the boss, and women are the designers. This connection has become particularly clear in the past 12 months, and is supported by the indexed companies in their implementation practice.
We award the companies with the most significant changes in the promotion of women’s careers, but also the “newcomers”. This year we will be accompanied by State Secretary Juliane Seifert from the Federal Ministry for Family Affairs, Senior Citizens, Women and Youth (BMFSFJ), which continues to be the patron of the Women’s Career Index. Following the awards, we cordially invite you to join the panel “What do women’s careers and transformation processes have in common?
Agenda: 12:00 Start of the event & Flying Buffet
12:30 pm Welcome address by Barbara Lutz Women’s Career Index and the Süddeutsche Zeitung
12:45 pm Welcoming address by State Secretary Juliane Seifert (BMFSFJ)
1:00 pm Female Facts FKI: How companies with more women in leadership are successful and why the promotion of women’s careers is an important indicator for change
1.45 pm Award for the companies by State Secretary Juliane Seifert and Barbara Lutz
4:00 pm Panel discussion with representatives of indexed companies
Topic: Leadership and Organisation –How women can become shapers of the digital transformation
Verena Knott-Birklbauer, Senior Vice President Finance and Project Management Women in Leadership for Austrian Post Jay Manuzon, Corporate Transformation Manager RWE Kerstin Oster, Chief Human Resources Officer Berliner Wasserbetriebe Karin Overbeck, CEO Freudenberg Home and Cleaning Solutions Christina Raab, Managing Director Accenture Dr Philip Wenzel, Head of HR Policy, HR Strategy, Planning and Steering BMW
Presenter: Susanne Klingner, SZ Plan W
We would be delighted to welcome you to this exciting agenda on March 8, 2019 in the high-rise building of the Süddeutsche Zeitung in Munich, Hultschiner Straße 8, 81677 Munich, and ask you to contact us at: s.recke@frauen-karriere-index
It’s a paradox: We talk about transformation, agility and the digitalisation of companies nowadays, which must be driven forward rapidly and sustainably. Nevertheless, the structures in companies remain unchanged and the teams remain predominantly homogeneous. Why? Because they offer many advantages: They are well established over decades, efficient, fast. Everything works well in homogeneous organisations – as long as you are part of them and no changes become necessary. But they are necessary. Now. Every industry has to deal with the effects of digitalisation, with the topic of change and transformation and act accordingly. New business models are emerging, other workplaces are disappearing, and communication (with customers, employees, etc.) is also changing drastically.
What has been recognised and tackled in other countries for years is now also coming into focus in Germany. However, there can no longer be any talk of a desire for change. It is a question of massive pressure for change, which companies are experiencing today. Homogeneous organisations are advantageous in many ways, but one thing they are certainly not: conducive to change.
Is this a new opportunity for women?
That would be too easy and too short-sighted. Because individual women, for example on supervisory boards, do not bring about the necessary changes in the entire company. Even though the majority of companies hope for exactly this influence from more women in management positions. FKi surveys show that 73 percent expect a positive effect on culture by promoting women. Women’s careers thus appear to be closely linked to corporate culture.
This is exactly what the FKi proves with its results: The companies with HQ abroad perform disproportionately well in the index. At these companies, successful women’s careers are already firmly anchored in the corporate culture. Evaluations of company results by industry also provide information on the cultural context. Companies from the New Technologies sector achieve very good results in the Index, because digitalisation, change processes and innovation play a major role there. The MINT companies are already looking for qualified, female talent and are very committed to their approach to successfully advance women’s careers. Their goal of bringing more women into leadership is part of their corporate culture and is pursued strategically and consistently by management.
So if we want to change the economy, we have to change the culture in companies. Diversity is one way to make this change successful. A demonstrably effective way – according to FKi. 2018, 100 percent of the companies surveyed by FKi confirm the statement: Women support the faster change in corporate culture caused by digitalisation. Only one year earlier, in 2017, the figure was just 50 percent. So something is happening in people’s heads and in companies.
But the desire for innovation also brings uncertainty. Homogeneous teams offer protection, and it is precisely in these uncertain times that we rely on the familiar (cloning) instead of breaking patterns: Same role models, similar management types and unchanged structures are the result. The demands for flexibility associated with change are perceived as disruptive and too complex in homogeneous organisations. Information does not want to be shared, because for too long the way of thinking ” who has the knowledge, has the power” has dominated.
On the other hand, those who focus on women, on diversity, are addressing this cultural change. Women demand this flexibility, seek meaning, want openness and acceptance. Their needs correspond to the wishes of Generation Y; these demands are therefore gender-independent (FKi 2018). This means that self-determination, work-life balance and soft skills come to the fore. Status symbols and positions are reassessed and information must be available for everyone at all times. That is transparency. In this way, innovation is made possible and flexibility becomes a management tool. In this way, companies promote creativity, flowing structures, agile working, new work and diversity and thus have the best tools for success and future change processes.
With its analyses, the FKi shows this interaction very clearly: There is a direct connection between permeability for women and successful innovation and transformation processes in companies. And it shows the measures that actually change culture and not just scratch the surface.
Award for companies by the BMFSFJ
An interview with Eva Faenger, Inclusion & Diversity Manager at Hewlett Packard Enterprise
Ms Faenger, your company has been leading the field of top employers for women’s careers for years. What do you do differently from others?
Every company certainly has its own formula for success here. For us, the following applies: you have to keep at it, show perseverance, show a certain tenacity and above all, you must not be discouraged. The following four aspects are therefore crucial to success: De-emotionalisation, concentration and seriousness, endurance and corporate culture. The questions “why” and “for what purpose” must be at the centre of attention. Many still do not understand that without women we will not be able to master the digital transformation. This is not about quotas and women’s issues, but about our future. For this we need more than hectic activism and good will. It is about creating structures and at the same time initiating a change of thinking in people’s minds. But all this happens in a very measured way. We give ourselves time. It is not about counting, measuring and weighing. It’s about a process of change that ensures that women not only reach the executive floors, but also stay there. We also ask ourselves the question: do we have the right cultural environment? This is basically a plea for change and helps enormously to have an open dialogue, to try things out and create real added value.
To what extent can digitisation lay the foundation for improving career opportunities for women? Where is the concrete connection here?
Women’s careers play a major role in this context, a crucial one according to some Harvard professors. It is often forgotten that the changes that digitisation brings with it are not only technical in nature. The biggest force is cultural change. Faster and faster development cycles, new business models, changing values, more personal responsibility – all these factors place high demands on the ability of companies to change. Promoting women’s careers challenges the status quo, breaks with traditional patterns of thought, opens up deadlocked structures and clears the way for the necessary changes. I see the promotion opportunities for women particularly at the interface with the customer. It is less and less about the product itself, but rather about a solution developed together with customers and partners. The tasks are becoming more complex, social and communicative skills are becoming more important. This is where the strengths of women are particularly in demand. Anyone who ignores this is gambling away their digital future.
It must be obvious to the decision-makers, who always say: “We’re looking for women, but can’t find any.” What do you think the problem is?
That’s a statement I’ve heard many times. And not without good reason. Career always needs a clear decision. For us it is clear: women want to take on responsibility. What they often lack is the courage to consistently take the necessary steps to achieve this. That’s why we start where the path to a management career is decided – in practice. For our female employees with leadership potential, for example, we have created the workshop series “Female Talents Explore Leadership”. The women learn first-hand what is important as managers, what personal decisions they have to make and where they are actively challenged. Mentoring programs deepen this experience.
So it’s up to the women themselves who need to make their position even clearer for a management career?
No, that would be too easy. The reasons lie in a mix of fear of leaving the comfort zone, doubts about one’s own abilities, lack of access to the decisive networks and traditional thought patterns, such as “think manager think male”. Therefore, in addition to clarity of decision and encouragement, what is needed above all is strategic alliances with influential men. Candidates who are willing to lead often do not make it into management positions on their own, even though they have all the necessary professional and personal skills. Lack of visibility, insufficient networking with decision-makers and poorly developed promotion skills are decisive obstacles. This is precisely what our Female Sponsorship Program addresses. The program opens doors, makes female leadership talents visible and ensures that they get the next chance. The intended side effect: sponsors experience first-hand where the chips are down.
Finally, let’s talk about the Women’s Career Index. Why do you think that management-relevant measuring instruments such as the FKI have not yet become widely accepted in the economy?
Here I can only speculate. But I think loss of power and fear of alienating the men certainly play a role here. Personally, I find initiatives like the FKI very important. The FKI provides us with an instrument that supports us in making career development in a digital working world fair and innovative.”
Mrs Faenger, thank you so much for the interview.
Companies with a high proportion of women are economically more successful. This is shown in a recent study by the International Labour Organisation (ILO). A result that coincides with the analyses of the FKi, which has already identified a connection between various teams and the willingness of companies to change and innovate in earlier studies. Women in leadership are therefore becoming increasingly important from an investor’s perspective.
Mixed leadership increases profits
More than 12,000 companies from 70 countries were surveyed by the International Labour Organisation ILO for the study. Although a positive correlation between gender diversity and business success had been assumed before, the results of the current study had clearly exceeded expectations, according to Deborah France-Massin, Director of the ILO’s Bureau for Employers’ Affairs: “Almost two thirds of the companies that rely on a gender mix in company management were able to increase their profits. The majority achieved increases of between 10 and 15 percent.”
Capital market factor woman
A high proportion of women in management is becoming an indicator of economic success. Findings such as those of the ILO study mean that investment companies are increasingly taking gender into account when making decisions on the staffing of management positions and making their selection according to where heterogeneous teams are in charge. What’s more, investment houses want to know from companies what credible efforts are being made to secure diverse teams in the long term. After all, they want to invest in an economically lucrative way with a view to the future.
Diversity inside and outside? The FKi provides important insights
It is often difficult to judge how credibly the goal of greater heterogeneity is actually being pursued in the company. Although many companies advertise to the outside world with the buzzword “diversity” – also as a means in the fight for qualified talent – real insights are rare. It is extremely difficult to make reliable statements about how women’s careers actually develop, at which levels they drop out disproportionately, whether staffing processes are transparent and what efforts are made. This is precisely where the FKi comes in, not only quantifying the current state of women in the company, but also revealing the management’s commitment, deriving concrete measures, presenting overarching relationships and uncovering obstacles and weaknesses. And all this on a structural and cultural level.
Success today means: to open up as a company
The analyses of more than 200 companies have shown that there is a connection between the successful development of women’s careers and the willingness of companies to innovate and change. After all, those who rely on women open themselves up structurally and culturally in order to achieve the necessary flexibility, especially in times of digitalisation, and to be able to shape future change processes. This is also shown by the ILO study: More than every second company improved in the areas of creativity, innovation and entrepreneurial openness. More than half also stated that it was easier to attract and retain skilled workers. It is therefore obvious which priorities successful companies are focusing on today.
Germany has some catching up to do
Companies with foreign headquarters often score disproportionately well in the FKi analyses, because the cultural prerequisites and framework conditions are already in place there. Germany lags behind in terms of women in leadership. This has already been shown in earlier studies: Germany ranks 24th out of 34 in a European comparison when it comes to women in management positions (Eurostat 2016) and holds 24th place out of 32 when it comes to board members in financial organisations (Oliver Wyman 2016). And the fact that even today, too little is changing in top management can be shown by current figures from the AllBright Foundation:
The average member of the Management Board is therefore 92 percent male, 76 percent German and born in 1965. Between September 1, 2017 and September 1, 2018, the following recruitment took place: 88 percent male, 64 percent German and born in 1968 – to name just a few key comparative figures. These figures illustrate the phenomenon of cloning that occurs in German boards of directors; i.e. those manager types are promoted as successors who are closest to the boards’ own nature.
Source: AllBright Stiftung
Why is that?
Because promoting women’s careers challenges the status quo. It brings uncertainty. The companies that invest in women’s careers with the help of the FKi have developed far above average between 2013 and 2018. This can be seen, for example, in the area of transparency with an increase of 31 percent. In everyday corporate life, this means that information must be available to everyone at all times. This in turn requires knowledge to be shared – which is a counter-concept to the current corporate reality. And the demand for flexibility, openness and acceptance by women also collides with the previous monotonous structures that provide consistency, protection and presence (control). These structures and teams are well-rehearsed and they work – still! But they are not the future.
Please read the blog article: Management monotony – why homogeneous organisations are still popular but not sustainable
Katja Brandt, CEO DACH Mindshare, on corporate culture and transformation processes at Mindshare
As a media agency, Mindshare finds itself in a particularly dynamic industry. Change is daily business. Katja Brandt, CEO DACH Mindshare, explains in this video how the company is positioning itself to be prepared for the future:
Press release announcement of results 6 March 2020
The FKi has been awarded for seven years. It is awarded to companies that promote women’s careers and support a culture of change and innovation. This makes them also attractive for investors and young talents. This year, 42 companies have been indexed. Accenture achieved the highest score among them.
The companies Accenture, Hewlett Packard Enterprise, Berliner Wasserwerke and Santander Consumer Bank are exemplary in the areas of new leadership, diversity and digital transformation. This is the result of the current evaluation of the FKi 2019 (Women’s Career Index), which was published today. The four companies achieve the best ratings among all participants. Accenture received the highest score in the ranking, followed by Hewlett Packard in second place. Berliner Wasserwerke and Santander Consumer Bank are in third place with equal points. Porsche won in the category “Newcomer of the Year”, the biggest improvement over the previous year was achieved by Österreichische Post AG.
A total of 42 companies – major international corporations, DAX-listed companies, family-owned businesses and SMEs – were monitored by the Women’s Career Index, including Accenture, Berliner Wasserbetriebe, Computacenter AG & Co oHG, Dassault Systemes Deutschland, Erste Group Bank AG, Freudenberg Home and Cleaning Solutions GmbH, Fujitsu Technology Solutions GmbH, GFT Technologies SE, Hewlett Packard Enterprise, Investitions Bank Berlin, Intel Deutschland, Jenoptik AG, Klöckner & Co SE, Lekkerland, Mindshare GmbH, MTU Aero Engines AG, Nestlé Deutschland AG, NTT Data Deutschland GmbH, Porsche AG, ÖBB Infrastruktur, PORR AG, RWE Group, Santander Consumer Bank, Sanofi – Aventis Deutschland GmbH, Stadtwerke München, Theater und Philharmonie Essen GmbH, Vodafone GmbH, Volkswagen Group, ÖSB Group – ÖSB Consulting GmbH and Österreichische Post AG Through their participation in this complex process alone, the companies document that they are working intensively and in a structured manner towards the strategic goal of getting more women into management positions, which in turn will decisively improve corporate culture and innovative capabilities.
The FKi is a differentiated measuring instrument with which the development of successful women’s careers in German companies can be analysed and observed in detail. Initially, it aimed to provide valid indications of the permeability of women’s careers in companies. In the meantime, however, it is also considered throughout Germany to be an important monitoring tool for the general sustainability of a company. “The results of the FKi prove: Those who promote the permeability of women’s careers in companies create agile structures and cultural openness. This also gives companies a high degree of innovation and transformation capacity, which makes them attractive for investors,” says Barbara Lutz, international manager and founder of the FKi. At the same time, the management’s commitment to bring more women into management positions increases the attractiveness of a company. Barbara Lutz: “In this way, they also meet the high demands that younger generations place on their employer.
The FKi was developed by Barbara Lutz in 2012 and supported by the Federal Ministry for Family Affairs, Senior Citizens, Women and Youth, which has once again taken over the patronage. Since its foundation seven years ago, the FKi has provided over 200 companies in eleven countries with key indicators for the areas of new leadership, diversity and transformation. The FKi does not offer an isolated examination of individual factors, but rather detailed insights into the interrelationships and mechanisms that promote the advancement of women in companies and thereby also form the basis for innovation.
FKi 2019: TOP TEN
- Hewlett Packard Enterprise
- Berliner Wasserbetriebe und Santander Consumer Bank
- Intel Deutschland GmbH und Porsche AG
- Freudenberg Home and Cleaning Solutions GmbH und RWE Group
- Investitions Bank Berlin und MTU Aero Engines AG und NTT DATA Deutschland GmbH und Vodafone GmbH
- Klöckner & Co. SE und Stadtwerke München
- GFT Technologies SE
- Nestlé Deutschland GmbH
- Mindshare GmbH
Contact for press enquiries: K3 Press Agency GmbH Simone Lapossy firstname.lastname@example.org Mobile: 0172 / 615 1966
Women are often underrepresented in technical companies, especially in management positions. ÖBB Infra makes it clear that this situation does not have to be taken for granted, but that consistent measures can be taken to significantly increase diversity.
Best Practice by Accenture – 1. Platz im FKi Ranking 2020
As a company, we are convinced that a strong gender equality culture in the company is conducive to innovation and growth. We have therefore long been dealing with questions such as: What do diversity and equality mean to us? How do we successfully shape a culture of equality? What measures support us in this endeavour? What goals do we set ourselves? And how do we achieve them? What leadership culture is needed in the company to make our efforts successful?
These are questions that concern us at Accenture, but are equally relevant to society. With our global “Getting To Equal” study, we monitor developments toward greater equality. In doing so, we look at factors that favour equality, as perceived by the needs of employees and at those of management. The results of last year’s study have shown that progressive leadership, non-discriminatory structures and an enabling environment are important factors. In Germany, the willingness and ability of employees to innovate is almost five times higher in companies with a strong gender equality culture than in companies with significantly lower levels of gender equality. The promotion of diversity and inclusion is therefore an important factor in a company’s success.
Equality starts at the top
In our view – and the studies prove it – the company can only succeed in achieving greater diversity and inclusion with a corresponding commitment on the part of management. Gender equality must be lived at all levels and documented with appropriate measurable indicators and must be monitored. Otherwise, it remains mere lip service. This is why indices such as the Women’s Career Index (FKi) are also a good way for us to measure whether our measures are working and where we actually stand. This is the only way we can make lasting improvements. The FKi makes gender diversity in companies measurable and distinguishes those who have firmly anchored the advancement of women in their corporate culture. This is important not only for us as a company, but also for society as a whole: Although gender issues are the most widely discussed aspect of diversity, women still have fewer opportunities for career advancement than men.
Diversity has many dimensions
For a strong gender equality culture, however, we do not only consider gender as a dimension of diversity. It also includes age, different cultural and ethnic backgrounds, sexual orientation and living with disabilities. Our aim is to ensure that all our employees feel valued – as individuals and as human beings as they are, with all their skills and characteristics. To achieve this, we pursue a strength-based management approach in which each individual has the potential to contribute to the success of the team through a variety of skills and abilities.
This year’s study confirms that leaders should be committed to building an egalitarian culture and recognise the importance of factors such as salary transparency, parental leave and the freedom to be creative in order to develop. They are then much more likely to lead companies where people are forward-thinking, innovative and engaged – which is why their organisations grow more than twice as fast as their peers do (source: Getting To Equal 2020). This is another reason why diversity and inclusion are firmly anchored in our corporate culture.
Accenture is a leading global consulting firm offering a broad portfolio of services and digital expertise in Strategy & Consulting, Interactive, Technology and Operations. We apply our extensive experience and specialized skills in more than 40 industries – supported by the world’s largest network of centers for Advanced Technology and Intelligent Operations. With 509,000 employees working for customers in over 120 countries, we continuously drive innovation to improve our customers’ performance and create sustainable value for their business. Visit us at www.accenture.de
Two thirds of the Austrian Post workforce are currently male – the goal is to achieve a balanced gender ratio in all areas and management positions. In order to achieve this goal, the company has been indexed by the FKi in order to measure and adjust measures and make successes visible. The results of the Index 2019 clearly show how consistent commitment and measures such as the gender balance initiative “ExpeditionElly” are paying off: Austrian Post is the company with the greatest improvement over the previous year. Congratulations to Verena Knott-Birklbauer, initiator of “ExpeditionElly” and her team, and to the entire company!
Cawa Younosi, Human Resources Manager SAP Germany, on the FKi results announcement on March 6
Whenever there is a discussion in Germany about diversity and the future of work, there is one person who should not be missing: Cawa Younosi, 44, personnel manager for SAP in Germany. His work motto: “We’re not performing open-heart surgery. Let’s just try it out.”
That is how he introduced the so-called ” part time bridge ” long before it became law. Likewise, co-leadership: Today, every leadership position can be shared on two shoulders. Full-time is no longer the rule at SAP, but an option – even in management positions. That is why we are particularly pleased to hear his greeting message on the announcement of the results of the Women’s Career Index and his congratulations to the award winners:
FKi 2019 Announcement of results on 6 March 2020
For the seventh time in a row, Hewlett Packard Enterprise (HPE) is among the top 2 in the women’s career index. We spoke with Johannes Koch about gender diversity in the digital change, barriers and success factors in promoting women’s careers.
Barbara Lutz: One of your corporate principles is: we want to be unconditionally inclusive. What does that mean, and how does it manifest itself in the company? Johannes Koch: In essence, it’s about involving people and ideas that are different – different from the conventional, different from the established, different from what you’ve always done. This is particularly vital in the digital transformation, because every organisation has to reinvent itself to a certain extent. In order for this to succeed, a genuine sense of belonging must be created for people who have different biographies, genders, attitudes, qualifications, etc. And you have to make sure that everyone has the same opportunities to develop. Only then can diversity have its effect.
The promotion of women’s careers is a lever to strengthen our organisation’s ability to change, expand our range of competencies and establish an inclusive management style.
Barbara Lutz: What exactly do you mean by that? Johannes Koch: What you often forget is that the digital transformation is not only about new, groundbreaking technologies, but above all about cultural renewal – a different way of developing products, a different way of working together, of deciding, of doing business, etc. The ability to change is becoming a critical success factor, and skills such as communication, inclusive leadership and empathy, are becoming more important. Diversity in the workforce is a prerequisite for this, and the largest and most important part of this is gender diversity, because this is where everyone has the greatest need to catch up.
Barbara Lutz: We often hear, especially in IT or technology, that women do not exist – HPE has a (for Germany) remarkably high proportion of women – how does this work? Johannes Koch: Since its foundation, Hewlett Packard Enterprise has been a company with a very open corporate culture based on trust, which enables a high degree of flexibility. This is very attractive for women. We also have the consistency and staying power to ensure that women not only arrive but stay. We manage and control the promotion of women’s careers like any other business priority. And we have recognised that, above all, we need to initiate a change in mindset. Unconscious bias is the biggest barrier to promoting women’s careers. We are taking a systematic approach to removing this barrier.
Barbara Lutz: When would you say are the best conditions for the company and the women working there have been achieved? Johannes Koch: When we no longer have to talk about promoting women’s careers.
Barbara Lutz: Many thanks for the interview!
Contact: Eva Faenger, Inclusion & Diversity DACH; Patrik Edlund, Press Spokesperson
Franziska Giffey, Federal Minister for Family Affairs, Senior Citizens, Women and Youth, on the occasion of this year’s announcement of the results of the Women’s Career Index, honours this year’s prize winners and all participants of the FKi as modern and innovative pioneers.
“2016, in the year of our first participation, we made it directly to first place in the category “Best New Comer of the Year” and second place in the overall ranking. After we could confirm this great result in 2017, we proudly and joyfully reached the first place in 2018, here still shared. For 2019, in the fourth year of our participation, we are really very happy to be alone at the top of the podium for the first time and to lead the ranking of the FKi. By participating in the FKi, we want to challenge and test ourselves. The external view on our own structures, developments and offers reveals and activates development potentials in our own organisation. Equality must not be a lip service: it requires key figures and measurable targets that are regularly monitored. The FKi does exactly that.” Kerstin Broßat, Talent Strategy & Diversity Lead ASGR
- Number of employees ASGR (Germany, Austria, Switzerland and Russia): 12,500 (as of 03/2020)
- Worldwide : 505.000 (Status: 03/2020)
- Number of female employees: 48% women in the global workforce (status: 2020)
- Share of women on the Global Management Committee: 27.5% (2020)
- Locations in Germany: 11 (Berlin, Düsseldorf, Kronberg, Hamburg, Hof, Jena, Munich, Dortmund, Kaiserslautern, Bonn, Stuttgart)
Accenture is a leading global services company offering a broad portfolio of services and solutions in the areas of strategy, consulting, digital, technology and operations. With extensive experience and specialised capabilities across more than 40 industries and all business functions – supported by the world’s largest delivery network – Accenture works at the intersection of business and technology to help clients improve performance and create sustainable value for their stakeholders. With approximately 469,000 employees serving clients in over 120 countries, Accenture drives innovation to improve the way the world lives and works. Visit us at www.accenture.de
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As a company we are convinced that a strong A gender equality culture in the company for innovation and growth is beneficial. This is how we have been dealing with questions for a long time how: What do diversity and equality mean to us? How to design we can successfully establish a corresponding culture? Which measures do we support
These are questions that concern us at Accenture, but are equally relevant to society. With our global “Getting To Equal” study we monitor developments towards greater equality. With this, we look both at favourable factors, at the perception of the employees as well as those of the company management. The results of the study last year have shown that progressive leadership, non-discriminatory structures and an enabling environment factors are. In Germany, the willingness to innovate and ability of employees in companies with a strong equality culture almost five times higher than in companies with a significantly less equality. The promotion of diversity and inclusion therefore has an important influence on the success of a company.
Equality starts at the top
From our point of view – and the studies prove it – the Achieving greater diversity and inclusion only with corresponding commitment of the management. Equality must be applied at all levels and levels lived, with corresponding measurable indicators be documented and followed up. Otherwise it remains a pure Lip service. That’s why indices like the Women’s Career Index (FKi) is also a good measuring instrument for us to check whether our measures are working and where we actually stand. Only in this way can we sustainably improve. The FKi makes gender diversity in companies measurable and honours those who firmly embrace the advancement of women in their have anchored corporate culture. This is not only for us as important for companies, but also for society: Although the Gender is the most discussed aspect of diversity, make Women still less likely to have a career than men.
Diversity has many dimensions
For a strong gender equality culture, however, we not only consider Gender as a dimension of diversity. This includes age as well, different cultural and ethnic backgrounds, the sexuality of the orientation or life with disabilities. Our goal is to all our employees feel valued – as a person and as a company Human beings as they are, with all their abilities and peculiarities. To this end, we pursue a strength-based management approach in which each individual thanks to different abilities and skills the has the potential to contribute to the success of the team.
This year’s study confirms that managers are committed to the building a culture of equality and recognising the importance of Factors such as salary transparency, parental leave and the freedom to be creative …in order to be able to develop, should acknowledge. With significantly higher Probably they will then run companies in which the people are forward-looking, innovative and committed – which is why their organizations grow more than twice as fast as their colleagues (source: Getting To Equal 2020). This is one of the reasons why diversity and inclusion are firmly anchored in our corporate culture.
Accenture is a leading global consulting firm that offers a broad portfolio of services and digital expertise in the areas of Strategy & Consulting, Interactive, Technology and Operations offers. We apply our extensive experience and specialised skills in more than 40 industries – based on the world’s largest network of centres for advanced technology and Intelligent Operations. With 509,000 employees working for customers in over operating in 120 countries, we are continuously driving innovation, in order to strengthen the performance of our customers and to improve their business to create sustainable added value. Visit us at www.accenture.de
The FKi has been monitoring the measures implemented by the participating companies for over seven years and has discovered early on that innovative companies are constantly reviewing and adapting their sets of measures. Because what works today no longer needs to make sense in a few years’ time. In the FKi analysis, this was translated into a “life cycle of measures”. 46 measures have been regularly surveyed since 2015 and evaluated according to their greatest effectiveness in supporting permeability and the careers of women.
Among the measures monitored is the possibility of using the home office. In recent years, there has been a clear trendamong companies that are innovative and open to the careers of women to consistently enable home offices at all levels.
Home office across all levels is a strong indicator of modernity, openness and flexibility. Companies that let themselves be indexed by the FKi are trendsetters here.
The greatest increase in use can be seen among the Management Board members:
Another decisive difference here is the use of home office by managers:
The data show that the home office is an integral part of the set of measures:
Women’s careers become a model for change
o Hewlett-Packard Enterprise and Accenture share the top spot
o BMW is newcomer of the year
o Women’s careers as testimony to innovative working cultures
The analysis and consulting firm FKi Frauen Karriere Index/Women’s Career Index has again examined companies throughout Germany for the period of 2018 with regard to their activities to promote women’s careers in the context of dynamic changes. A total of 38 companies of different sizes and from different industries underwent this year’s analysis in order to underline the promotion of more women in leadership in their companies. The companies with the highest index scores (between 1 and 10) will be honoured on today’s International Women’s Day.
Hewlett-Packard and Accenture in the dual leadership
In first place are the international technology giants Hewlett-Packard Enterprise (HPE) and Accenture. Both companies share the top position with the same index score. For Hewlett-Packard Enterprise it is already the sixth consecutive first place. “The company has accompanied us for six years now. Initially, it was still at an index value in the 80s, and then gradually worked its way up,” says Barbara Lutz, founder and managing director of the Women’s Career Index. The technology consultancy Accenture has also been among the top rankings in recent years due to its consistent management of increasing the proportion of women throughout the company. Berliner Wasserbetriebe occupy second place, followed by another double placement in third place: here, chip manufacturer Intel and Santander Consumer Bank are equal on points.
The Munich-based car manufacturer BMW was indexed for the first time for its commitment to more women in leadership and immediately made it to fifth place. “Companies are increasingly seeing that more women in leadership and the associated measures are demonstrably promoting structural change processes,” comments Barbara Lutz.
Biggest change in flexible organizational structures
Since the Women’s Career Index particularly addresses the challenge of analysing the effects of change resulting from the development of women’s careers, there were consistently above-average improvements in the implementation of flexible working time models in the period between 2013 and 2018.
While 37 percent of companies were still using flexible working hours in 2013, this figure had risen to 94 percent last year. “This clearly shows that more and more men are also taking advantage of this option,” says Barbara Lutz. There is also progress in terms of transparency in filling positions. In the 5-year average, the FKi can observe a percentage development from 45 to 69 percent. “These developments make it clear what a positive influence women’s careers have on structural changes and how they favour the climate of innovation. Those who neglect this as a strategic lever today are gambling away their future,” concludes the founder.
Assessment basis of the Women’s Career Index
In the run-up to the award, the companies voluntarily submitted to an independent indexing of their career advancement for women in the workplace. A total of 38 companies of all sizes and sectors throughout Germany participated in the current Women’s Career Index 2018. 16 companies were anonymously surveyed. The analysis included a 40-page questionnaire with a total of 46 measures on important topics such as: Commitment of management, working time models, development opportunities for women, transparent personnel processes, effectiveness of established measures such as diversity councils, women’s networks or mentoring programs.
Irrespective of their position in the ranking of the best companies, all participating companies benefit from the differentiated assessment of their own situation in terms of the promotion of women’s careers and the impetus for their consistent further development.
About the Women Career Index
The FKi is an independent measuring instrument that can be used by companies and organisations of all sizes and in all sectors to examine how women at various management levels develop in their careers. With the help of the FKi, companies should be able to take more efficient measures and thus sustainably improve women’s chances of advancement. Launched in 2012, the FKi has been an independent company based in Munich since 2015 and is under the patronage of the Federal Ministry for Family Affairs, Senior Citizens, Women and Youth.
Since 2016, the FKi has also been supported by the media partners SZ Plan W, Bloomberg and Emotion.
Ranking of the first 10 companies
Rank Company Index number 1 Hewlett-Packard Enterprise 90
1 Accenture 90
2 Berliner Wasserbetriebe 87
3 Intel Deutschland GmbH 86
3 Santander Consumer Bank AG 86
4 Investitionsbank Berlin 85
5 BMW AG 84
5 RWE Group 84
6 MTU Aero Engines AG 83
6 NTT DATA Deutschland GmbH 83
7 GFT Technologies SE 80
7 Klöckner & Co. SE 80
8 Kao Germany GmbH 79
8 Technical University of Munich 79
9 Hamburg Leuchtfeuer gGmbH 75
10 Mindshare GmbH 74
Indexed companies in alphabetical order:
AbbVie Deutschland GmbH & Co.KG, Accenture Dienstleistungen GmbH, Berliner Wasserbetriebe, BMW AG, DS Deutschland GmbH, GFT Technologies SE, Hamburg Leuchtfeuer gGmbH, Hays AG, Hewlett-Packard Enterprise Deutschland, Intel Deutschland GmbH, Investitionsbank Berlin, Kao Germany GmbH, Klöckner & Co SE, Lekkerland Deutschland GmbH & Co.KG, Mindshare GmbH, MTU Aero Engines AG, NTT DATA Deutschland GmbH, Österreichische Post AG, RWE Group, Santander Consumer Bank AG, Technische Universität München, Theater und Philharmonie Essen GmbH.
For further information on the Women’s Career Index and the awards presented to the companies, please visit: https://www.frauen-karriere-index.de/
– More women in leadership is feasible –
A successful and sustainable increase in the number of female executives is possible if women are given the opportunity to move up the career ladder from the bottom to the top.
Often, however, the prerequisites for “bottom up” permeability in companies must first be created. The results of the FKi show that breaking up old structures in order to bring more women into leadership also significantly changes the culture in the company and, as a result, supports modern development. This agility is what companies absolutely need in times of digitalisation and transformation.
The FKi 2017 is a survey of 35 participating companies and organisations, which can be indexed based on a 40-page questionnaire. Over a period of 5 years, the FKi companies have brought significantly more women into leadership than the German average. The structure of the examined companies shows that positive developments are possible in the mechanical engineering, IT sector, banks, services and consulting firms, as well as in consumer goods manufacturers and universities. All companies have a strategic and structured approach to more women in leadership in common.
The work of the FKi is to make the development of women pursueing careers in Germany transparent and measurable. To this end, the internal potential of companies is recorded and analysed on the basis of figures, data and facts. The result of the company-specific analyses (index value) is decisive for the position in the overall ranking. It allows companies to make a direct comparison with other participants. With the indexing, the expert interviews, additional surveys and in the exchange between the companies, the findings of the FKi are constantly being expanded and validated.
The FKi has conducted analyses for over 160 companies with a total of 970,054 employees. Among them were 370,110 women. This concerns 18,174 managers (level ABC) and among them 3,976 women. This corresponds to a share of leadership of 27% of women. The companies participating in the FKi have improved their proportion of women at level A by an average of 4% to 15.6% since 2012, the AB level shows a growth of 5.8% to 23.2% and the ABC levels have increased by 6% to 27%.
On March 8th, on the occasion of International Women’s Day, Bloomberg L.P. in Frankfurt will present the 5th awards to companies under the auspices of the Federal Ministry for Family Affairs, Senior Citizens, Women and Youth (BMFSFJ) and present the results. State Secretary Dr. Kleindiek will personally honor the companies and present the awards.
“It is not only the top performers in the rankings that show an increase in the number of women in the lead. All participating companies have been able to document demonstrable improvements over the years,” Barbara Lutz sums up.
“We see a clear move away from lengthy change programs. The challenges of transformation and the quest for agile structures simply don’t allow time for this – modern companies take culture-changing measures and constantly review them,” says Barbara Lutz, describing the results. Even though companies have internalised that more women in leadership is a marathon, not a sprint.
BACKGROUND WOMEN’S CAREER INDEX
The FKi is an independent measuring instrument that can be used by companies and organisations of all sizes and in all sectors to examine how women at various management levels develop in their careers. The FKi measures and controls the advancement of women in companies. It provides key figures for control and implementation and checks how it is possible to attract and retain more women in careers in the long term. The FKi is an instrument that supports companies in developing concepts, formulating, achieving and documenting goals in this area. In the founding years 2012 and 2013, the FKi was funded by the Federal Ministry for Family Affairs, Senior Citizens, Women and Youth. Since 2015, the BMFSFJ has been the patron and Federal Minister Katarina Barley is this year’s patron of the award for companies.
More information is available at: https://www.frauen-karriere-index.de/
Barbara Lutz email@example.com + 49 160 97367737
Dear Ladies and Gentlemen,
I am very pleased that the “Women’s Career Index” project is being successfully continued. The FKi identifies the fields of action in which companies are committed to achieving the goals set for more equal opportunities for women and men – for example, reconciling work and family life or making working hours more flexible. Companies that take part in the FKi surveys attach importance to sustainable change in their work and corporate culture and are not afraid of transparency. This applies to all companies that are certified within the scope of the fourth phase of the FKi survey and they receive their certificate today – thank you very much for your commitment.
The Act on the Equal Participation of Women and Men in Management Positions, which came into force on 1 May 2015, will make considerable progress in development. It will significantly increase interest in attracting women to management positions – not only by means of the fixed quota for the proportion of women on the supervisory boards of listed and fully co-determined companies, but also by the obligation for listed or co-determined companies to set targets for management boards, supervisory boards and the two management levels
The Federal Government supports the companies concerned in the implementation with a variety of measures such as a practical guide and a series of workshops. It is important to us to remain in dialogue with the companies. We have compiled more detailed information on our measures on the website www.bmfsfj.de/zielsicher.
A central aspect of the FKi is the permeability of career paths. Only if companies can ensure that women have fair opportunities in all career steps will they be able to advance to the top. The FKi shows exactly when and where women are left behind on their way to the top. Figures, data and facts therefore become an important instrument of control and create transparency both internally and externally. Today’s prize-winning companies together employ around 550,000 men and women. With the award of the certificate, I would like to acknowledge you as patron for your commitment to more women in management positions. Please continue on the path you have chosen – and good luck!
With kindest regards
Federal Minister for Family Affairs, Senior Citizens, Women and Youth
Companies benefit from the promotion of women’s careers, but only very few take a systematic approach
FKi presents results of the 2016 survey phase.
Promoting the careers of women is an outstanding component for the success of change processes. This is the result of the Women’s Career Index (FKi), which was presented in its 5th survey phase 2016 on 8 March in Frankfurt am Main. However, while there is no lack of insight in companies that career advancement for women leads to improvements, a corresponding system still remains the exception.
The Women’s Career Index 2016 is a survey of 30 participating companies, which have been indexed by means of a 40-page questionnaire. Over a period of four years, the FKi companies have brought significantly more women into careers than before. The growth rate is 29%. The companies report that activities to promote women in management positions simultaneously lead to more transparency in personnel decisions, to better family support measures – from which men also benefit – and to a considerable improvement in corporate culture.
The success factors of systematic career advancement for women include active talent management, communication of women’s quotas in companies and guidelines on employee interviews before parental leave. With regard to measures within the company, the promotion of “management training on gender issues”, “events on the topic of gender and mixed-gender teams” show positive trends. For example, “Unconscious Bias Trainings” have proven to be helpful in absorbing the fears and concerns of male employees and also ensure good implementation in the company. This measure targets women and men equally. Mentoring programmes are also continuing to gain in importance and are becoming increasingly professionalised.
The “External Networking of Women” is gaining significantly in importance, as are working time measures that were positioned in the life cycle as measures of the future, such as “job sharing in management positions” or “elective working hours for specific periods of time”.
Support for women is also to a large extent support for families
As far as family measures are concerned, the promotion of parental leave for men has been greatly improved and has therefore has established itself as a relevant and popular measure. In the family dimension, the offers that make everyday life easier have a great impact: “Child care” and “supervision of housework for mothers” have very high values, as does “child care according to Management requirement”. Even such practical offers as “Taking food from the company restaurant” or “Washing and ironing service” have a great effect on the overall index. Such offers make it much easier to reconcile the demands of daily life with the requirements of a manager in the company. Companies are becoming increasingly creative and flexible in such family measures.
Barbara Lutz, Managing Director and initiator of the Women’s Career Index, encourages companies – especially those in change processes – to be more active: “The same applies to the advancement of women as to other development, cultural and change measures: Without hard instrumental wiring with standardised processes, these measures often remain without effects and only pay lip service. The balance between demanding and convincing is crucial. Strong commitment at the management level and good implementation within the company are just as important here”.