Glass Ceiling

Building a New Girls Network

Claudia Nemat dpa
She's one of the few who made it to the top: Claudia Nemat.
  • Why it matters

    Why it matters

    German industry is still working on how best to promote and access female talent.

  • Facts

    Facts

    • In March, the German parliament passed a law for mandatory 30-percent female quota for non-executive supervisory boards.
    • At a recent event in Berlin, senior female executives discussed how to promote women to the top jobs.
    • A study of 160 companies by Ernst & Young found that only 5.4 percent have a woman board member.
  • Audio

    Audio

  • Pdf

Claudia Nemat was standing at the podium in front of a small but influential audience. “We have to talk more about each other,” the member of Deutsche Telekom’s board of management, told the 29 women present at the event in Berlin. She didn’t mean gossip or scandal, but rather that female senior managers should be recommending each other when an executive vacancy opens up.

The executive in charge of Europe & Technology at the German telecoms giant was speaking during a round of discussions with Viviane Reding, the former European Commissioner for justice and now a member of the European Parliament; Angelika Huber-Strasser, a partner at the corporate consultancy firm KPMG; and Jörg Rocholl, president of the Berlin-based private business school, ESMT.

The attempts to get more women into top management roles have not progressed particularly well in recent years. However, in March, the German parliament passed a law stipulating that a minimum of 30 percent of supervisory boards in 108 listed companies be made up of women and the percentage of women in top management also must be increased. Since then, employers have shifted into high gear.

Companies are offering training courses with names such as “All Fired Up with Facts and Care” or “From Coworker to Boss.” They are creating mentoring programs and launching coaching with leadership experts in one-on-one discussions. But do women seeking a high-profile career need this special treatment?

Ms. Nemat is skeptical. She went through a number of courses and seminars for leadership talent on subjects ranging from international management and cooperation to intercultural cooperation. Often, she was the lone woman among men, just as she is an exception in the management circle of Germany’s largest companies.

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