Women at SiemensWomen have played a key role at Siemens since the company’s early days. Just as society has changed, the importance of women workers at the company has steadily grown. From the first women workers in incandescent lamp production to power at the top levels of management: here are some historical notes on how women have contributed to the company’s success.
A conscientious employer – Support for women on the staff
Siemens has traditionally always desired to be a conscientious employer. Besides financial support measures already in place, from 1907 onward the company had its own facilities to assist groups that were especially in need – including single mothers. And in 1911 Siemens began offering "factory care workers" who maintained direct contact with women workers and provided them with support.
In 1907 Siemens assisted with setting up a residence for women workers in Berlin-Charlottenburg. The home was based on a very advanced concept for the age – residents should have control of their own lives and support themselves. It was followed by a Siemens children’s home (1912), which especially provided care and supervision for children while their single mothers worked, and a year later by the Siemensgarten convalescent home for unmarried women (1913).
Third Reich – Women make up for capacity shortages
In keeping with the dominant ideology, the image of women in the Third Reich took a twistedly nationalistic turn. Housewife and mother were seen as a woman’s highest roles. Yet preparations for war amended the image: after 1936–37, the state propagandized working women, if only because of the labor shortage.
By 1938, German electrical companies were already working at full capacity. In that situation, Siemens needed every man – and every woman. For a time, the economy had caused a slump in the number of women in the company’s workforce, but in 1934 the figure began rising slowly but steadily to more than 30 percent. Many women worked in mass production of consumer and capital goods like radios, telephones, mini-motors and vacuum cleaners.
Training as an electrical assistant – A new occupation arises
The electrical industry was already working at the limits of its capacity when the war began. As hostilities continued, the need for skilled workers only grew more acute. To compensate for the shortage of male skilled workers, at the end of the 1930s the company started its first training courses for women.
At first, some research departments trained their own female lab assistants, whose job description was then expanded and upgraded to an electrical assistant. The requirements and training for the new vocation were clearly defined. There was a special preference for women with a high school diploma that qualified them for university study, combined with a "special predisposition and inclination" for scientific fields and mathematics. The occupation was officially introduced in the spring of 1942. The first electrical assistants were assigned to the Siemens laboratories.
War economy – Women as forced laborers
After 1939 the Siemens plants, like all of German industry, were increasingly sucked into the war economy. The gradual shift of production to essential military goods and the shortage of male laborers altered the structure of the workforce; the percentage of women soared.
Siemens’ day-to-day business during World War II was plagued by shortages of raw materials, transportation problems, and shortages of skilled and unskilled workers. Yet the authorities kept demanding for production to expand still further. In 1940, more and more civilian workers began being shipped in from the occupied territories in Poland, Ukraine and Russia. Although these men and women came voluntarily at first, as the war went on they were impressed into forced labor.
Reconstruction – Women shape a new beginning
Immediately after the war, employees mainly worked at repairing and clearing away damage, and in emergency production of items for everyday use.
The company could not begin making simple electrical equipment products until its production facilities in Berlin and the western occupation zones had become operational again. Yet a considerable number of male employees were still prisoners of war in 1946–47, so women had to take on their duties. The percentage of women working at Siemens rose.
The "economic miracle" – Nimble fingers and precision needed
Siemens consistently enjoyed double-digit growth rates during Germany’s postwar "economic miracle" – thanks most of all to women, whose nimble fingers and precision proved their worth in making small appliances and telecommunications products.
Most women were untrained or trained on the job; the pathway to higher levels of the hierarchy was largely barred to them. So the requirements for potential applicants for jobs in industrial technology were correspondingly low. Want ads from the era always emphasized that the work was "clean, physically undemanding, not difficult to learn, and performable while seated."
Promoting Diversity – With a sharper profile, women begin to rise
The "Promoting Diversity" project began in 2000. For the first time, Siemens offered a wide range of programs to enhance diversity within its team, from fostering the next generation to work-home compatibility. The project was absorbed in 2008 into the activities of the newly established Chief Diversity Office.
This program was an important way to increase the number of women working at Siemens, especially in technical professions. It was also intended to lay the groundwork for more women to become established in specialized and management positions. And the company’s officers also realized it was high time to improve compatibility between job and private life. Promoting Diversity became a declared corporate objective, worldwide.
Chief Diversity Office established – Enhancing diversity in the workforce
The Chief Diversity Office was established in November 2008. Its objective was to increase diversity within the company worldwide. Every position was to be filled by the best person, no matter what their gender, background or ethnicity.
At Siemens, diversity stands for inclusion and cooperation among diverse mentalities, backgrounds, experiences, skills and individual qualities, across all levels and dimensions of the company. So the diversity initiative encourages a multifarious composition of the workforce, without regard to nationality, age, gender, sexual orientation, origin or religion. The initiative also enhances Siemens’ global innovative strength and competitiveness, as well as its appeal as an employer.
Women in top management – First woman on the Managing Board
For 160 years, all members of Siemens’ Managing Board were men. That changed in 2008 with the appointment of the Swiss manager Barbara Kux. For five years, she was head of purchasing and responsible for the topic of sustainability. At the time when she joined the company’s highest management body, Siemens was the only company among the thirty firms listed on Germany’s DAX index to have a female management board member. Barbara Kux was just the third woman in the history of the DAX-30 companies to join a management board – following Ellen Schneider-Lenné (Deutsche Bank AG, 1988–1996) and Karin Dorrepal (Schering AG, 2004–2006).
Barbara Kux was the first woman, but not the only woman, to join the Siemens Managing Board: From 2010 to 2013, Brigitte Ederer of Austria headed Corporate Human Resources and looked after the economic region of Europe, including Germany; from August 2014 to early 2020, Lisa Davis of the United States was responsible for the company’s energy business; and for a five-year period beginning in early 2015, Janina Kugel, a manager from Germany with a degree in economics, served as Chief Human Resources Officer.
A specific target – Significantly increasing the number of women in management
In 2011, Siemens set itself the target of raising the percentage of women in higher-pay positions in Germany from 10 to 12 or 13 percent by 2015. The goal was already reached in 2014, at nearly 13 percent. Between 2015 and 2017, the percentage of women at the two levels below the Managing Board also rose from 8.5 to 10 percent. All in all, women account for about 23 percent of the workforce at Siemens in Germany, and 24 percent worldwide.
Siemens’ commitment to encourage women at all levels of the company doesn’t end at mere compliance with the law. The company plans to increase the number of women in top management positions. By the end of June 2022, the number of women is to be kept stable at one of the two top management levels in Germany, and increase to 20 percent in the other. Siemens is also pursuing further initiatives, programs and measures to encourage a change of culture in equal opportunity, diversity and integration.
Enthusiastic about technology from the beginning – Siemens manager Sabrina Soussan
Paris-born manager Sabrina Soussan has achieved an impressive career at Siemens. After completing a master’s degree in France in the areas of mechanical engineering and aerospace engineering, as well as an MBA in France and Ireland, Sabrina Soussan started her career in 1994 as an engineer in the area of engine development at the automaker Renault – a job in a field that was still the exclusive domain of men back then.
Three years later, she joined Siemens as a project manager and she has remained true to the company ever since. After stints in France, Germany and England within Siemens’ automotive business, she moved to the Building Technologies Division in Switzerland in 2009. Since 2013, the everyday work of this technophile Siemens manager has focused on rolling stock – from light-rail vehicles to high-speed trains. And she has been doing this work at a very high level within the company for years: In 2017, Sabrina Soussan became a CEO of the Mobility Division, a responsibility she shared with Michael Peter. Since its founding in 2018, these two experienced Co‑CEOs have also been heading Siemens Mobility GmbH, a company with 36,800 employees worldwide.
If your actions contradict your personality, you won’t be happy. It’s not about becoming like a man, but about remaining a woman – and having fun at what you do.Sabrina Soussan, 2019
More women at the top – More women on the Supervisory Board
Gerda Hesse was the first woman to be appointed to the Siemens Supervisory Board, in March 1978. Since 1993 this body has always had at least one woman member. At the start of 2018, seven of the total of 20 members of the Supervisory Board were women, including Nathalie von Siemens, a great-great-granddaughter of the company founder. Thirty-five percent of the Supervisory Board members are women.
Gerda Hesse, Deputy Chair of the German Union of Salaried Employees (now ver.di), was a member of the Supervisory Board from 1978 to 1983. Women board members were subsequently recruited from among employee representatives. Since 2008 the shareholders have also been represented by women. Another new development: at the end of January 2015, Birgit Steinborn, Chair of the Central Works Council, was the first woman to become Deputy Chair of the company’s Supervisory Board.