Our Managing Director Kirsten Rohde in conversation with Ann-Kathrin Sobeck Martens, Head of People Development & Diversity, about FLD´s successful collaboration with the research institute OFFIS e.V.

 

Kirsten Rohde

Ann-Kathrin, tell us more about the kind of environment you are working in. Could you briefly introduce your organization and the challenges it faces regarding gender equality?

 

Ann-Kathrin Sobeck-Martens

We are an affiliated institute of the University of Oldenburg, with nearly 300 employees. I am responsible for people development, as well as recruiting and diversity. In the field of computer science, we have always faced the challenge of a significantly higher proportion of male graduates. As a result, we receive considerably more applications from men than from women or individuals who are perceived as female. On the initiative of our then sole female board member, Prof. Dr. Susanne Boll, increasing the proportion of women at all levels of the institute became a concern of the executive board. In 2020, this initiative was given its own budget for the first time. That’s how we started working on the topic as a strategic project within the institute. In general, Prof. Boll is a key advocate and driving force for gender equality and diversity at the board level.

 

Kirsten Rohde

How did you get in touch with FLD?

 

Ann-Kathrin Sobeck-Martens

Also through Prof. Boll—she came across your offerings and found them highly relevant. Especially the Gender Check resonated with us because we wanted a comprehensive approach rather than isolated individual measures. We needed to establish a baseline and assess what was already in place and where we could take effective action. The process was highly beneficial for us, and its implementation was excellent.

 

Kirsten Rohde

Our holistic consulting approach for fostering Mixed Leadership -the Gender Check- which you have already mentioned, consists of an initial analysis phase followed by an evaluation to identify key areas of action. Based on these insights, tailored measures are developed and implemented. This process takes both artifacts and organizational culture into account. In what time period was the Gender Check conducted at your institution?

 

Ann-Kathrin Sobeck-Martens

The initial discussions took place at the end of 2019, and by 2020 we started with the first interviews conducted by you. Overall, we have planned this as a five-year project.

 

Kirsten Rohde

So it’s a medium- to long-term project. Which measures were prioritized and tackled first?

 

Ann-Kathrin Sobeck-Martens

We started with stakeholder interviews across all levels which you conducted. From there, our main focus was on recruitment as we believed that while reaching out to women is one part of the equation, how we present ourselves as an employer—our job postings, wording, and overall messaging—is just as important. We also conducted workshops for our leadership team to help them rethink their approach to recruiting interviews. In these sessions, we drew attention to gender-specific expectations and needs — such as how to address candidates during an interview. One specific step we took was ensuring that a female colleague is always part of the interview process when speaking with female candidates. This helps us to be more mindful of certain aspects, it facilitates an open exchange, and signals that we are a welcoming and supportive employer for women. These may seem like small adjustments, but they’ve made a noticeable impact. The women we've hired in recent years have given us direct feedback that our job postings and recruitment process stood out in a positive way.

 

Kirsten Rohde

You’ve highlighted recruitment as a key area—especially in IT, where attracting female talent is crucial for building a more diverse workforce. But you’ve also implemented several other initiatives. Could you share one or two projects in more detail?

 

Ann-Kathrin Sobeck-Martens

One particularly successful initiative was our pilot project on tandem leadership. It was our first attempt at a job-sharing leadership model, and it was very successful. We immediately launched a second tandem leadership team.

Additionally, we introduced various new workshops, which were well received. FLD also supported us in developing our Gender Equality Plan (GEP), which has influenced many aspects of our daily work since then. Our gender diversity has significantly improved, and we have successfully positioned ourselves as an employer that values diversity beyond gender. By actively highlighting different dimensions of diversity, we’ve changed how we’re perceived as an organization in Oldenburg. We’re also now a key player in the local diversity network, with other organizations facing similar challenges reaching out to us for guidance.

 

Kirsten Rohde

You’ve highlighted the positive external changes—especially in recruitment, visibility, and employer branding. But have there also been positive internal changes? How have the various initiatives contributed to shifting things within the organization ?

 

Ann-Kathrin Sobeck-Martens

We’ve now built a well-established network for our female researchers, and the exchange within that group keeps improving. More broadly, the concept of networking has gained stronger traction across the organization.

Beyond that, the way we communicate has changed. Raising awareness of this key diversity dimension has opened the door for other important discussions within the institute. We’re on the right path, and the numbers reflect success at almost every level. Some things that used to be discussed on are now a given. For instance, one of our colleagues designed dispensers for menstrual products, and for the past six months, we’ve been providing free products in the restrooms. These initiatives are now viewed in a completely different light.

When I started here 20 years ago, some research groups were entirely male-dominated. That’s hardly the case anymore. We’ve successfully recruited many female scientists, and that naturally shifts the discourse—something particularly vital in academia. The more diverse the perspectives, the more robust the outcomes. We’re also seeing a growing recognition of this value across the board.

This broader perspective is now reflected in our research, too. In one of our major projects, for example, a sub-team developed an app focused on tracking women’s health. Women’s health is a big topic right now, largely because the available data is rather poor in many areas. Male colleagues might not have prioritized this issue, but our female colleagues, who experience these gaps firsthand in medical settings, certainly have. This shift in perspective is making our research portfolio more diverse and well-rounded.

 

Kirsten Rohde

That’s a fascinating point—especially for anyone who has read Invisible Women, which highlights the critical gaps in medical research data on women.

You also touched on data—a crucial aspect of the Gender Check, where the first step is gathering numbers, facts, and figures to assess the current situation. Can you share more specifics on how the percentage of women has changed across different hierarchy and staff levels?

 

Ann-Kathrin Sobeck-Martens

One of the things we are particularly proud of is that we now have a fully gender-balanced executive board, with two men and two women. At the levels just below, we see little fluctuation, as those positions are held by long-standing colleagues. But further down the hierarchy, things are changing. At the group manager level, we started with just 5% of women—now, we are at 28%. Among researchers, we’ve increased the percentage from 26% to 31%, and for student assistants, we have grown from 25% to 39%. Our administrative and technical staff have an even gender split. Overall, since 2020, we’ve increased the percentage of women in our organization from 27% to 36%. Our initial goal was to reach 25% of women across all levels by 2025—but we’ve already surpassed that target in most areas.

 

Kirsten Rohde

That’s a fantastic success story! Were there any challenges or resistance along the way?

 

Ann-Kathrin Sobeck-Martens

We actually encountered very little resistance. Since increasing the proportion of women was established as a board-level initiative, we have had strong backing from senior leadership, which made it significantly easier to push this forward. I had very few discussions where I had to justify the approach, and when I did, they were mostly about specific details rather than fundamental opposition. Having top-level support - and a dedicated budget - were the decisive and facilitating factors in the implementation. Of course, there were some voices arguing that, given our already high level of international diversity, we were inherently diverse as an academic institution. But one thing that really helped was a gender-sensitive language guide from our communications team. It made it clear that the generic masculine simply was not enough in many cases. We also make sure that more women are featured on panels, because it is important that female colleagues have opportunities to showcase their expertise in these settings. Even in everyday collaboration, we have seen a shift in language and awareness. That being said, we have never faced major debates or pushbacks, which I found really encouraging. When organizing workshops for our leadership teams, the main challenge was scheduling rather than resistance. Everyone was quite open to it, seeing it as a valuable learning opportunity and a way to further strengthen our approach to diversity.

 

Kirsten Rohde

Looking back at the entire process and your collaboration with FLD, where was our support particularly helpful for your institute?

 

Ann-Kathrin Sobeck-Martens

In the beginning, the structuring of the process and the Gender Check were particularly helpful. Gathering data to assess where we stood and then receiving targeted recommendations on what to focus on gave us clarity. We had already suspected that recruitment would be a key issue, but the structured insights confirmed this. When we started, the idea of a Gender Equality Plan has already been discussed, but it was not mandatory yet. That gave us the chance to develop within this framework at our own pace. Having a clear roadmap and knowing the next steps at any given time made the entire process much easier to navigate. It was incredibly helpful.

 

Kirsten Rohde

That sounds like a great foundation. If you were to give advice to other organizations just starting out in this area, what would you recommend?

 

Ann-Kathrin Sobeck-Martens

First and foremost, establish a data-driven foundation. Making progress measurable is not only important for tracking success but also for building a strong case for action. Another key factor is gathering feedback from within the organization. It’s crucial to continuously check in and adapt based on internal input. And one more thing: Talk to the women who are already in your organization, involve them, and make them more visible. We have had female students telling us that they specifically chose to come here because they knew they would be supervised by a woman. That was the first time they had role models in their field, and that mattered to them.

 

Kirsten Rohde

Is there anything I have not asked that you would like to add? Any key takeaways from this experience?

 

Ann-Kathrin Sobeck-Martens

I think one of the most important aspects of our initiative has been our focus on female empowerment. Especially our younger colleagues appreciate these efforts - not just in terms of training and networking, but in feeling personally supported and strengthened. We are seeing more women stepping up, becoming more visible, and in turn, paving the way for others. That's a crucial part of driving real change.

 

Kirsten Rohde

That's a great insight. Thank you so much, Ann-Kathrin, for this conversation.

Diversity and equal opportunities are not only buzzwords but key success factors for modern businesses. With our Cross-Mentoring Program — a collaboration with six renowned Cologne-based companies: DEVK Insurance, Deutz AG, Koelnmesse, KVB Cologne Public Transport, Pfeifer & Langen, and RheinEnergie — we support women in gaining visibility and stepping into leadership roles. We launched the Cross-Mentoring Program in 2024 and it will continue with a second round in 2025.

We’re excited to share insights from one of our clients who participated in the program. In this interview from December 2024, our Managing Director Katharina Voigt speaks with Ulrike Fein, Talent Development Manager at DEVK in Cologne. Ulrike Fein talks about the power of networking, how the Cross-Mentoring Program has provided valuable impulses for the professional development of female employees, and about how exchanging ideas across company boundaries can create new opportunities.

 

Katharina Voigt

Ulrike, thank you so much for taking the time for this interview.
To start off, we’d love to know how DEVK came to join the Cross-Mentoring Program. When did you first get involved, and what motivated DEVK to participate?

 

Ulrike Fein

We first joined a similar program back in 2012. At that time, it was an initiative with various companies based in Düsseldorf. Our goal, then as now, is to increase the proportion of women in leadership positions at DEVK. In 2013, we were asked to launch a Cologne-based Cross-Mentoring Program with other local companies and we’ve been part of it ever since.

 

Katharina Voigt

Did you intentionally choose a Cross-Mentoring Program?

 

Ulrike Fein

Absolutely. It was very important for us to look beyond the financial services industry and to gain new perspectives. Working with companies from different sectors and organizational structures gives our mentees the opportunity to learn from a wide range of experiences and innovative approaches. Interacting with people outside their own company helps mentees to discover diverse working styles and fosters both personal and professional growth through the transfer of best practices and new ways of thinking. This variety strengthens not only their professional skills but also their social competencies and it plays a major role in their individual development.

 

Katharina Voigt

Have there been any challenges or resistance, either back then or today, in implementing the program?

 

Ulrike Fein

There was no resistance within the company. From the beginning, both our executive board and work council have been strong supporters of the program — a foundation that’s been key to its success. The real challenge lies in selecting the best candidates from a large pool of qualified applicants. We focus on a transparent and fair selection process that considers both professional and personal potential.

Another demanding aspect is managing expectations. While the program offers great development opportunities, we can’t promise specific career steps. Still, participants regularly benefit from increased confidence, stronger presence, and more robust professional networks, all of which often lead to long-term career growth.

 

Katharina Voigt

How does the application process work?

 

Ulrike Fein

We proactively reach out to all women within a certain leadership level — this includes deputy team leads, project managers, and department leads — and invite them to apply. Interested candidates submit their applications via our internal portal and go through a structured selection process. Each applicant has a one-on-one interview with us and an external observer, where we assess their fit for the program. Many women apply more than once, and even when they don’t get selected the first time, they often tell us how much they have already learned from the interview process. Applicants discuss their development with their managers, and those managers see their team members taking initiative for their growth. That alone increases their visibility within the organization.

 

Katharina Voigt

So the application process itself already functions as a development tool. What measurable outcomes have you seen so far?

 

Ulrike Fein

Roughly 75% of our program participants have advanced in their careers by moving into team or group management roles and even department management positions. But it's not just about promotions. The program has significantly enhanced the visibility for these women within the company. Many women share how the program boosted their confidence and presence, which had a direct impact on their career paths. As their contributions became more visible, new opportunities emerged. What’s more, we've noticed a positive effect on retention — of all the participants over the past 12 years, only two have left DEVK.

 

Katharina Voigt

What’s your take on the cost-benefit ratio?

 

Ulrike Fein

The selection process is certainly intensive. Reviewing every application and conducting individual interviews takes time. But it’s also a rewarding part of our work. We get to meet highly motivated and talented women who are actively taking charge of their development. Overall, the benefits clearly outweigh the effort. Many of our mentees have advanced their careers, taken on new responsibilities, and grown significantly in their roles. Also, we continuously receive ongoing positive feedback, both from participants and from their managers, who notice the positive development and increased self-confidence of their employees..

 

Katharina Voigt

Last but not least:  How was your experience with FLD as your external partner?

 

Ulrike Fein

We’ve been really pleased. From the start, your processes have been well-structured and reliable. We appreciate your responsiveness, problem-solving mindset, and the expertise you share with our mentees. The range of workshops and sessions they can choose from adds great value to the program.

 

Katharina Voigt

Thank you so much for the interview and the positive feedback!

 

Ulrike Fein

It was my pleasure!

 

Our Managing Director Birgit Röschert in conversation with Yvonne Keil, Senior Director GFES Operations Malaysia/India, about FLD's successful collaboration with GlobalFoundries, one of the world's leading semiconductor manufacturers.

 

Birgit Röschert

Would you like to briefly introduce yourself and your company?

 

Yvonne Keil

Yes, my name is Yvonne Keil. I am Senior Director of Global Operations in India and Malaysia, and I work for GlobalFoundries. GlobalFoundries is a semiconductor company, a US foundry with a global footprint in the US, Europe, and Asia, manufacturing semiconductor chips for a wide range of markets. In my role, I am responsible for establishing our manufacturing hubs in India and Malaysia.

 

Birgit Röschert

That sounds exciting! You are one of the co-initiators of the “Female Professional Development” program at GlobalFoundries. What motivated you to use our services and what was the main goal?

 

Yvonne Keil

I am now based in Malaysia, but at that time I was still based at our German site in Dresden. As we live in a very technical environment where we have strong women with a wealth of knowledge, we wanted to find out how we could support these women in developing themselves further while at the same time helping them to discover their own strengths. What we often ask ourselves in a very male-dominated environment is: How can women position themselves in the right way and also think for themselves about what they want to do next. We also want women to form a network among themselves and learn from each other. This raised the question of which program would be the right one to support this.

I think that the Female Professional Development Program we ran with FLD was exactly the right thing. What elements and core elements do women need to understand and learn in order to recognize their own strengths, so to speak, to know what they want to do next and how they want to develop further. That's why we decided to work together. During our discussions, it became clear that the range of services you offer is exactly the right program for us.

 

Birgit Röschert

We're glad to hear that. Looking back, can you say what positive changes you've seen since we started working together at GlobalFoundries?

 

Yvonne Keil

So we have noticed some changes. It must be said that in recent years we have worked hard to ensure that there is natural diversity at all levels of our organization, whether among employees, in the manufacturing organization, or in team lead positions. In general, however, we also see that all our efforts over the years have had an effect at the management levels.

But if we look specifically at the Female Development Program, we can see that a high percentage of around 60% of the women who participated have undergone a change afterwards. They have developed further within the company, taken on a new role, or decided for themselves which direction they want to go in – whether that be promotion or a lateral reorientation in their roles. So they were able to reflect on what their strengths and weaknesses are, but also what they want to do next. It was noticeable that the women learned to make clear what they want to do next and then to implement it. This change was very good for us.

Furthermore, we noticed that a powerful alumni network has emerged from this. It helps itself, lives and passes on knowledge, and also functions as a forum for exchange. When women face a challenge and have to consider what decision to make and how to approach it, they can use this alumni network.

 

Birgit Röschert

Great, that sounds really good. Are there any other measurable results besides the 60% of participants who have changed? Perhaps greater diversity in management positions or improved job satisfaction or something else?

 

Yvonne Keil

We see that the management teams are now mixed. Not only are there female representatives in this mix, but the management teams are also culturally diverse. This is particularly important to us as a global company, and we think it's great.

 

Birgit Röschert

Yes, this gender diversity can often open the door to cultural diversity, especially when the participants are mixed, as is the case with your program. What are your long-term goals at GlobalFoundries in terms of equality, equal opportunities, and gender equity?

 

Yvonne Keil

Since our GlobalFoundries have a global footprint in the US, Europe, Singapore, and Asia, we can observe a great deal and learn from other cultures. In Asia, for example, the number of women studying STEM subjects and entering the workforce as engineers is much higher. We see high percentages of up to 30% in these fields, which is great, and now it's a matter of putting this to good use. We want to learn from Asia how we can implement this in Europe.

Even though we are already doing more and more programs like this, our long-term goal is for these high percentages to be reflected at all levels. Where we may only have a 15% rate of female managers in our technical fields today, we want this percentage to continue to rise. The goal is to see development among female engineers, technicians, managers, and then perhaps executive managers. We have noticed that diversity and the discussions are completely different, and that this diversity makes the team even stronger.

 

Birgit Röschert

In our preliminary conversation, you mentioned that you have already “copied” our program to Asia. Would you like to say a few words about that?

 

Yvonne Keil

It was a real highlight for me to be able to launch the Female Development Program at our Indian location. It came about because our Global Women network has very close ties worldwide, and the initiative was started and triggered by the Global Women network in Dresden. This exchange led the Global Women India team to decide that it was a great initiative and to consider what such a Female Development Program could look like for India. Ultimately, it is now a very similar approach that has been adapted locally for India.

So I was lucky enough to launch the program. The first round in India was a great success for me. You can see that the issues are the same. Since I now live in Asia, I was very skeptical at first and decided to listen first and see if the issues were different, what was culturally different. But interestingly, the topics, the trigger points, what women might need to move forward, are similar. There are no major differences because we are talking about the same topics. Nevertheless, I always try to ask, is it different in this culture? In the end, the same point comes up there too, and that was a big realization. With the help of FLD, we have really created something that now lives on globally.

 

Birgit Röschert

Very impressive. And tell me, how do you plan to maintain the success you've already achieved and continue to achieve results at GlobalFoundries in the future? Do you have anything else in mind?

 

Yvonne Keil

Well, on the one hand, it is of course important that the women who have learned these skills now pass them on as multipliers. One wonderful initiative we have seen, for example, is the Society for Women Engineers (SWE), which operates worldwide and involves most technical companies, including ours. The women who participated in your development program have now actively founded the SWE chapter in Dresden and held their first conferences. You can see that they are giving keynotes on the topics they learned in your program and are now really serving as multipliers, which is great because we are now working on a global level.

This takes it to the next level, and of course we have to look at what the next level is. What do we need to give women next to take the next step? But there, too, we are trying to go a little deeper into analysis. Of course, this varies depending on what they want to do, but it doesn't stop there. It's a journey.

 

Birgit Röschert

At this level, i.e., from team lead or division manager, taking the next step requires completely different skills in order to develop further, because you have to let go of some things and learn new ones.

 

Yvonne Keil

Exactly, and that's something we need to look at too. For both men and women, the question is: How can I make my way to the executive level? What are the requirements for strategic thinking and much more? It's always good to be reminded of what you need to bear in mind if you are a female manager. Are there any special considerations that are important? Elements such as coaching are very valuable here.

 

Birgit Röschert

Absolutely, yes, that has been our experience too. Coaching is a key element here, alongside mentoring.

Perhaps one final personal question. How has co-founding this program influenced your own path, or has it influenced your path at all?

 

Yvonne Keil

For me, it was the first time that I had consciously initiated a major program for women in a company. Working at the executive level, I was in a position for the first time to make a difference in areas that are very important to me. It was also very nice to work with you there. Right at the beginning, we had a few sessions together to discuss how the program should be designed, what the elements should be, and what is the right way to inspire women. Of course, I also had great support from our Globalwomen Core Team, which helped enormously with the preparation and implementation within the company.

For the first time, I was able to actively shape, influence, and push the whole thing as a person. For me, this was an example that I can do this anywhere in the world, so I'm doing it!

 

Birgit Röschert

So you really became aware of your own effectiveness, that you can make a difference for women!

Yvonne, thank you so much for taking the time to talk to us.