38 Dialog with our Stakeholders
Mr. Berg, due to your position at the foundation you know
the circumstances in Germany and in Sweden very well.
Why are there fewer women in German companies than in
Swedish ones?
Christian Berg: Equality has been a greater focus in Sweden
than in Germany since the 1970s. This has a lot to do with the
tighter job market, but also with gender-equality policies. So
the gender roles known in Germany are not very pronounced in
Sweden. Also, economic change is a factor in Sweden. The
diversity issue is not limited to the question of men or women,
but is also a matter of competitiveness. Companies want to
have the best people, and that means both the best women and
the best men.
Dr. Brüne, you are one of the women in ALTANA’s leadership
team. Where is there room for improvement?
Dr. Anette Brüne: We have increased the share of women in
leadership positions to around 21 percent worldwide. At the top
level, in particular, we have to intensify our efforts even more.
Why?
Dr. Anette Brüne: As a chemical company, we are male dominated.
Also, the share of women in the ALTANA Group as a
whole is only 30 percent. We have to hire, develop, and promote
more women so that they can move up into leadership positions.
Furthermore, the existing role models in top management
are not sufficient. It was and remains a very homogenous
group, still male dominated, with very similar manager types. But
the process of cultural change has been set into motion. Men
are opening their circles more and more. They are realizing that
it is beneficial to work with women in mixed teams. And many
of them are actively participating in our mentoring program for
women.
Is it only because of the men?
Dr. Anette Brüne: Not at all. The women also have to want to
take on responsibility and have the confidence to advance.
They have to be encouraged to do so. A push-and-pull situation
is ideal.
What is more promising, top down or bottom up?
Dr. Anette Brüne: In many companies, including our own, this
change can only be brought about from the top down. The top
management has to want a change.
ALTANA intends to increase the number of women in
leadership positions to 30 percent by 2025. Is this quota
necessary?
Dr. Anette Brüne: I personally was skeptical at first. I thought
there were enough well-trained women who could forge ahead
if they wanted to. But then I saw that there was hardly any
progress. So I think the quota is very helpful for initiating this
change and provoking discussion.
Christian Berg: That has also been our experience. There has to
be a certain amount of pressure. Homogeneous groups do not
necessarily change voluntarily, even if the mindsets are good and
the men are pioneers. The management has to be involved and
committed. Bringing women into leadership positions has to be
a management issue! There have to be clearly defined goals
and they have to be controlled.
What advantages do companies have that change their
structures?
Christian Berg: According to studies, companies with greater
diversity in leadership positions, in other words with more women,
different nationalities, and so on in these roles, are often significantly
more innovative and profitable. You know, typical homogenous
thinking is a big disadvantage. Because if everyone thinks
the same way, no one questions anything. Yet it is only when
things are called into question that room can be created for
Christian Berg is the managing director of the Swedish AllBright Foundation
in Germany, which works to increase the number of women
and promotes diversity in business leadership positions. Previously he had
been a diplomat for almost ten years at the Swedish Embassy in Berlin.
Dr. Anette Brüne is the head of Strategic Business Development
at BYK and a member of the Supervisory Board of the parent company,
ALTANA AG. Brüne, who has a PhD in chemistry, has worked for
ALTANA since 2003.