There are many excuses for why there are so few women on the boards of German companies, far too many. Recently even the lack of child daycare was cited in a lame attempt to pardon Germany for trailing even the United Arab Emirates in statistics for women executives.
The fact is you still find women in business suits mostly in the secretary’s outer office. After the share of women on boards of DAX companies slowly rose to 7 percent by 2013, it fell again by two percentage points. So on supervisory boards, the rise of women executives is being eroded after a short boom – even though I’m pleased that two women recently joined the board at our parent company, Pro Sieben Sat. 1 Group.
So what happened after all the euphoria 13 years ago, when the German government and industry agreed voluntarily “to support equal opportunity for women and men in the private sector?” Nothing. Now the remedy for more than a decade of stagnation for women in the workplace can only be a legal quota for women on company boards.
Unfortunately, I agree with our federal minister for women, Manuela Schwesig, who is under no illusions about the chances for fixing the situation. “There will be much discussion about (a quota) law,” she said. “It is about power, influence and money.” The positive action measure for women has many opponents and counterarguments. Among them: Quotas would endanger business freedom and end up discriminating against men.
But if we want to better equip Germany to attract and do business in the future, we can no longer settle for so few women in leadership. And we need a quota to do this, given the apparent apathy of German industry on the subject. It doesn’t matter if it is absolute or proportional, or whether it’s 30 or 40 percent.
Diversification adds business value. Variety among decision-makers leads to better results. This was shown in a number of studies cited in June at the Global Summit of Women in Paris. Discussions in diverse groups are more wide-ranging and nuanced. Different and creative ideas develop.