On November 29, 2011 Henkel’s first female board member, Kathrin Menges, talked about her recipe for success in front of 140 female Henkel managers in Düsseldorf.
Posts Tagged ‘Women in Leadership’
International Ambassadors
Women at the Wheel
Tuesday, January 17th, 2012 by Monica SunAt Henkel, Diversity & Inclusion are integral components of our corporate culture, with a particular focus on internationality, age and gender. Flexible working opportunities, specific mentoring programs and a general change from a culture of presence to a more result-oriented culture are supportive and beneficial to women working at Henkel.
To make best practice examples visible, Henkel’s employee newspaper “Henkel Life” meets successful women working in the Asia Pacific region on a quarterly basis. As part of the interviews successful women are asked to give insights into their secrets of success and to give advice to other female employees.
“I really consider gender diversity and inclusion as one of our key competitive advantages and as a tremendous asset for our company. For me it’s a personal priority to foster it, and I am happy and dedicated to see and support women to successfully combine business and private life. Today we have already a number of female colleagues in leading positions in our region,” says Patrick Kaminski, President of Henkel Asia-Pacific.
Best Practices, International Ambassadors
Henkel’s Women Mentoring Program in China
Thursday, December 8th, 2011 by Monica SunInternational Ambassadors
Henkel Ladies participated in Arizona Women’s Leadership Forum 2011
Wednesday, November 30th, 2011 by Angela Curley
On November 9, 2011 the twelfth Arizona Women’s Leadership Forum took place at the Phoenician Resort in Scottsdale. It is one of the premier women’s leadership events in the United States and brings together world-caliber leaders and leadership experts with senior-level individuals from the corporate, professional, entrepreneurial, nonprofit and governmental sectors. Hundreds of senior professional women as well as influential leaders from across the country joined this year’s forum.
Diversity & Inclusion
Holistic Diversity Management / Ganzheitliches Diversity Management
Friday, September 9th, 2011 by Astrid Bosten
More and more German companies have recognized that diversity should be a significant and important issue in the corporate strategy. This is one of the key findings of a benchmark report published by Dr. Petra Köppel, founder of the diversity consultancy “Synergy Consult”. 23 of the DAX 30 companies can currently be considered as active in the field of diversity management. Here, the gender diversity dimension is the leading dimension that most companies focus on.
The report states that the main focus of an economic diversity management should lie on changing the corporate culture. Thus, a holistic approach is necessary and essential. Structures, processes and mindsets must be changed sustainable with a long term perspective. The advancement of women should always be part of this holistic strategy but not the predominant one. Overall, the results reflect the growing awareness concerning the diversity topic as well as the need to further promote women to top leadership positions.
With its holistic Diversity Management approach Henkel was able to position itself as one of the leading companies within the study. Thus, Henkel could improve the share of women in leadership positions from 24.5% in year 2006 to around 29% in late 2010. With nearly 30% of women, Henkel is one of the leading companies among the DAX 30.
The complete results of the study can be found at: http://www.synergie-durch-vielfalt.de/pdf/Benchmark_DM_2011.pdf
International Ambassadors
Missing Women in Britain / Fehlende Führungsfrauen in Großbritannien
Tuesday, September 6th, 2011 by Astrid BostenThe “Sex & Power 2011” report published on August 17, 2011 by the Equality and Human Rights Commission (EHRC) shows a continuing trend of women being passed over for top positions in Great Britain. If women were to achieve equal representation among Britain’s 26,000 top positions of power, the EHCR estimates that 5,400 “missing” women would rise through the ranks to positions of real influence.
For the report the number of women in positions of power and influence across 27 occupational categories in both, the public and private sectors, has been measured. It found that advancement towards equality was not only tortuously slow but regularly stalls or even reverses in some sectors.
Although, more British women than ever are graduating from university, with a high number gaining better degrees then men, not to mention the vast number of women entering law, accountancy and …More medicine, they are still not taking up management roles at the same rate as their male counterparts. In their 20s they are par with men and we would expect them to enter the management ranks at the same rate as men. However, several years down the track a different picture emerges – one where many disappeared from the paid workforce or remain trapped in the ‘marzipan layer’ below senior management, leaving to higher ranks to be dominated by men.
The report suggests that outdated working patterns and inflexible organizations continue to be major barriers to women’s participation in positions on authority. Also part-time work remains undervalued. The desire for greater freedom, autonomy, work-life balance and professional development are reasons why women often leave the corporate sector to set their own businesses. The rate of self-employed women increases while their proportion on corporate boards and high management ranks remains or even decreases.
Thus, the report demands to stop wasting talents by structural or attitudinal barriers if Britain will further succeed in the global marketplace.
Der am 17. August 2011 von der Equality and Human Rights Commission (EHRC) veröffentlichte Bericht “Sex & Power 2011” zeigt einen kontinuierlichen Trend, dass Frauen in Großbritannien bei Top-Jobs übergangen werden. Wenn Frauen eine gleichberechtigte Repräsentanz innerhalb der 26.000 höchsten Machtpositionen in Großbritannien erreichen wollten, müssten 5.400 „fehlende“ Frauen in wirklich einflussreiche Positionen aufsteigen, schätzt die EHRC.
Für den Bericht wurde die Anzahl von Frauen in Positionen mit Macht und Einfluss in 27 Berufsgruppen im öffentlichen und privaten Sektor erfasst. Dabei wurde festgestellt, dass Fortschritte in Richtung einer Gleichstellung nicht nur quälend langsam gemacht werden, sondern regelmäßig stagnieren oder sich in manchen Bereichen sogar in die entgegengesetzte Richtung bewegen.
Obwohl mehr britische Frauen als je zuvor eine universitäre Ausbildung absolvieren, und dabei in großer Zahl bessere Abschlüsse vorweisen als Männer, insbesondere die enorme Menge von Frauen in den Bereichen Recht, Rechnungswesen und Medizin, haben sie trotzdem noch nicht denselben Anteil an Managementpositionen erreicht wie ihre männlichen Kollegen. In Alter von 20 Jahren liegen sie zwar mit den Männern gleich und man würde erwarten, dass sie auch in gleicher Anzahl in die Führungsriege aufsteigen. Doch einige Jahre später stellt sich ein ganz anderes Bild dar – viele sind aus dem Erwerbsleben verschwunden oder verweilen auf einer Manager-Ebene unterhalb der Führungsspitze, was zu einer weiteren Dominanz der Männer in Top-Führungspositionen führt.
Der Bericht vermutet, dass veraltete Arbeitsstrukturen und eine unflexible Organisation nach wie vor die größten Hindernisse für die Beteiligung von Frauen in Machtpositionen darstellen. Auch Teilzeitarbeit bleibt unterbewertet. Der Wunsch nach größerer Freiheit, Autonomie, Work-Life-Balance und persönlicher Entwicklung sind Gründe dafür, warum Frauen den Unternehmenssektor verlassen und häufig ihre eigenen Firmen gründen. Die Rate der selbstständig erwerbstätigen Frauen steigt, während ihr Anteil in den Vorstandsetagen und Führungsriegen gleich bleibt oder sogar sinkt. Die Forderung der Studie ist dem zu Folge, die Verschwendung von Talenten durch strukturelle oder einstellungsbezogene Hindernisse zu stoppen, um Großbritannien weiterhin auf dem globalen Markt erfolgreich zu positionieren.
International Ambassadors
The Equity in Business
Thursday, August 18th, 2011 by Luisa Perez
The latest publication of Expansion, Top Mexican Business Magazine, referred to the 50 most powerful women in business in Mexico. The ranking included not only domestic companies like Pemex but also international companies like General Electric. All of them agreed on the fact that companies with female directors are more profitable; however their organizations have done something different to foster women career development.
In Mexico females are the 46% of bachelor students and represent the 38% of the occupied population. According to the magazine; while in the world 14% of the senior management positions are held by female in Mexico only 18 of the 500 Mexico’s top companies are manage by a woman. Even if the ration tripled from the last 5 years this is not only not representing the global trend in not reflecting the availability of female with higher education.
So what have the companies from these 50 powerful woman done different in Mexico?
They have leverage from the female leadership during the uncertain and volatile market environment. They recognized that the female ability to inspire and motivate, take shared decisions, set expectations and recognition, were attributes needed during the economical crisis.
All of these women have been recognized by their companies because of their performance in fulfillment of ambitious objectives. But also these companies have overcome the taboos and uncertainties of having female in business by creating an inclusive environment in where both men and women can deliver at their utmost best. These organizations have understood that employee’s life cycle is challenging and implemented programs that allowed them to take the best decisions for their life and profession.
As for specific of women some of these companies have develop mentorship programs, flexible hours and work flexible plans. They have all understood that even if quotas is not their desire, getting a woman in upper management requires a specific plan and program in where both men and woman participates. All of them acknowledge that women require getting a different exposure and setting up to discuss their career path. However, none of them have compromise quality on performance. This mind set has allowed them to get the best value for their company requirements.
Source: Expansion ; Mexico August 15, 2011
Women in Business
A strong commitment to diversity
Monday, August 8th, 2011 by Griselda SerraPatricia Castejón is the first woman leading the Adhesive Technologies business sector in Henkel Ibérica.
Since July 1 Patricia Castejón is the new U-A General Manager for Spain and Portugal. She is also the chairwoman of the U-A Council Ibérica. Patricia took this position after David Rodriguez was promoted to Regional Manager AC Western Europe. Her promotion is proof of a strong commitment to diversity as Patricia is the first woman ever to lead a business division in the history of Henkel Ibérica.
Now, with Patricia joining the Iberian top management team its members are a balanced mix of gender (five men and three women), nationalities (Spanish, Italian and Argentinian), and age (from 39 to 60). With this team Henkel Ibérica will be stronger in the markets as it assures having different opinions and perspective on board so that the best possible decisions can be made.
Women in Business
The Principle of Arrogance / Das Arroganz-Prinzip
Monday, August 1st, 2011 by Astrid BostenAnd who wants to be arrogant? At least, not me. That’s why I – consciously arrogant – turned away from Peter Modler’s book “The Principle of Arrogance” (“Das Arroganz-Prinzip”). This was a reading I – as a matter of principle – would never read.
But then I had the accidental opportunity to experience Dr. Modler’s “Principle of Arrogance” on my own on the occasion of an EWMD (European Women’s Management Development) evening event, and I condescend to register in this evening.
And, what can I say? I was confirmed in my assumptions. When the 100 women entered the room, Mr. Modler seemed not even to take any notice of them, and looked – apparently somehow bored – at the even more boring carpet pattern of the conference room.
However, as soon as the introductory words had been spoken by Vera Sandrock, EWMD representative of the region Rhein-Ruhr, life returned to the speaker: And a very entertaining, ingenious and instructive life I have to admit.
That men are from Mars and women are from Venus, we already know for a long time. But did you know that men communicate in a vertical way and women in a horizontal way? This statement is as true as quickly comprehensible: While for men it is crucial to find a hierarchical order among themselves (and thereby it is only important to get a place in line and not to be the first), women struggle for integration and inclusion of all attendees in their conversation. Comprehensible so far? I think so.
But does this finding already harmonize the everyday work relationship between women and men? Perhaps. But supplementing this basic finding with the Olympic winners’ rostrum of different communication styles, the picture becomes more complete. On position three on the rostrum comes the intellectual and verbal communication style, position two is reserved for verbal but not intellectual communication and the winner of all communication styles is the so called “MOVE TALK”.
The bottom line from this Olympic ranking of communication styles is: While women are perfect contributors to an intellectual and verbal conversation, men dominate naturally-talented positions two and one. So, what to do, ladies? Climb the Olympic winners’ rostrum, defeat the “adversaries” with their own weapons, learn to communicate not only on a verbal and intellectual way but also take advantage of your body language and learn the MOVE TALK!
But what does arrogance have in common with that all? To find an answer to this I cordially advise the reading of Peter Modler’s book “The Principle of Arrogance”. Or even better: try to experience him in one of his seminars or key note speeches.
For those who are interested in the “Principle of Arrogance”, Deborah Tannen’s book “You Just Don’t Understand:Women and Men in Conversation” .might be a helpful reading in English language.
International Ambassadors
Henkel’s Diversity Days in Rocky Hill
Tuesday, July 26th, 2011 by Angela CurleyEnd of June Diversity Days were held in several Henkel locations in the US. Here are some impressions from Rocky Hill:
Tana Utley, Chief Technology Officer and Vice President at Caterpillar Inc., gave the keynote address at Rocky Hill’s Diversity Awareness Day. In her role at Caterpillar, which is one of Henkel’s largest industrial customers, Tana is responsible for the Product Development and Global Technology Division. She is responsible for a division of over 4000 engineers globally.
Ms. Utley graduated at Bradley University with a bachelor’s degree in mechanical engineering in 1986, and joined Caterpillar after graduation. In 2006 Ms. Utley was offered the opportunity to pursue an advanced executive leadership degree and was accepted into MIT’s Sloan School of Management. She received her Master of Science in Management from MIT in 2007
Ms Utley is a member of the Executive Advisory Council for the Bradley University College of Engineering and Technology, the Board of Directors of Susan G. Komen for the Cure, and the Board of Directors of Peoria NEXT – an economic development organization dedicated to growing and commercializing new technologies. She is also a member of the Society of Automotive Engineers and the Society of Women Engineers, and serves as the Caterpillar representative to the Diesel Technology Forum.
Diversity is critical for Caterpillar’s success, Ms Utley said, because the company needs local managers in countries such as China and India who understand their local markets and local cultures. More than 55 percent of Caterpillar’s 104,000 employees work outside the United States. Ms Utley discussed her experiences managing a global team comprised of people of different nationalities, languages and professional experiences. “It means I often need to double-communicate, because their first language isn’t English. But is it worth it? Absolutely – there’s no substitute for their perspective and experiences,” she said.
Ms Utley discussed some of the benefits of inclusion, such as innovative thinking, diverse ideas, and multi-faceted decision making. She also cited studies showing that companies with women on their boards have better financial results than those without.
Following her keynote address, Ms Utley participated in a panel discussion on “Personal and Professional Growth through International Assignments.” Panelists included Joe DeBiase, Sr. Vice President of the General Industry (AG) business, Patricia Cullen, Director of Product Development, and Steve Essick, Finance and Commercial Director for U-A North America, who all spoke about their experiences working for Henkel internationally. The panel was moderated by Mike Shannahan, Director of Industrial Marketing.
Earlier in the day, Ms Utley had lunch with members of the Women’s Professional Network in Rocky Hill. She discussed her career progression at Caterpillar and her approach to managing global teams.
