Dr. Xenia Beyrich-Graf, Senior Vice President of Chemical Synthesis Research at BASF, Explains How Her Company Promotes the Talent of Female Executives—and Why Mentoring Plays an Important Role in This
When it comes to talent development, BASF is a leader. The world’s largest chemical company by sales is particularly concerned about promoting female employees. With its 30/30 project initiated in 2020, the German multinational company has committed to increasing the number of female managers worldwide to 30% by 2030. In a company with 110,302 employees in more than 80 countries, this is a big undertaking. As senior vice president of chemical synthesis research at BASF, Dr. Xenia Beyrich-Graf is helping BASF to reach its 30/30 target. An executive and member of the division-specific women’s network “Women in Research,” Dr. Beyrich-Graf has promoted equal opportunities for more than ten years. At BASF, mentoring programs play an essential role in achieving this goal. In collaboration with the BASF Diversity and Inclusion team, the company also supports Global Talent Mentoring’s pursuit of excellence in STEMM.
We are thrilled that BASF experts in technology and biology have been supporting our female STEMM talents as mentors since the start of mentoring in April of 2021. So what does custom-made talent development for women at BASF look like in practice? Which people and measures helped Dr. Xenia Beyrich-Graf pursue her own career in STEMM? The doctor of chemistry gave Global Talent Mentoring researcher Elke Krüsmann exciting insights into her everyday life and her wealth of experience.
After your doctorate in chemistry and subsequent research work as a postdoctoral researcher at the University of Cambridge, you very quickly took on managerial responsibilities in the private sector. Did you have mentors or other role models at university or at the beginning of your career who supported you with their expertise?
I had been in my job as a process development chemist for two years when I was promoted as a pilot plant manager responsible for an organization of 50 employees. I had neither experience in leading a larger organization nor did I know much about running a pilot plant. I did not have an individual mentor, but instead I learned from my colleagues and coworkers. Additionally, I joined a “learning network,” a self-organized small group of colleagues from other units in the company that supports each other with peer coaching in a trusting environment.
I had been in my job as a process development chemist for two years when I was promoted as a pilot plant manager responsible for an organization of 50 employees. I had neither experience in leading a larger organization nor did I know much about running a pilot plant. I did not have an individual mentor, but instead I learned from my colleagues and coworkers. Additionally, I joined a “learning network,” a self-organized small group of colleagues from other units in the company that supports each other with peer coaching in a trusting environment.
What did you learn from these mentors or role models? What kind of support was particularly valuable to you in your own career?
My colleagues and coworkers taught me the basics of the job: organizational practices, leadership rules, and communication. My “learning network” supported me in dealing with difficult leadership situations and provided practical time management advice.
My colleagues and coworkers taught me the basics of the job: organizational practices, leadership rules, and communication. My “learning network” supported me in dealing with difficult leadership situations and provided practical time management advice.
Recently, the German government decided to introduce binding requirements to bring more women onto the boards of publicly traded companies. What is your position on the women’s quota?
For much of my career, I was oblivious to the gender topic until I realized that I was the only woman in many management teams. Progress has been too slow in the past! Even though we have many capable women in the organization, they have not been considered for promotion because they were not visible or, worse, they preferred not to apply in the first place, because the male-dominated environment was not attractive for females. A fixed quota will help drive this change faster. Therefore, I support a quota.
For much of my career, I was oblivious to the gender topic until I realized that I was the only woman in many management teams. Progress has been too slow in the past! Even though we have many capable women in the organization, they have not been considered for promotion because they were not visible or, worse, they preferred not to apply in the first place, because the male-dominated environment was not attractive for females. A fixed quota will help drive this change faster. Therefore, I support a quota.
By 2030, BASF wants to increase the proportion of women in leadership positions to 30% worldwide. At the end of 2019, the proportion of female managers stood at 23%. Which measures is BASF taking to achieve this target?
Firstly, the target has been broken down to all hierarchy levels and is being monitored regularly. To drive the change, we introduced unconscious bias training to achieve more inclusive leadership and better decision-making. We offer tailor-made coaching and mentoring programs for our female talents. We support flexible working models and have created part-time leadership positions. Under the umbrella of Women@BASF, we have several women’s networks, such as Women in Research and Women in Production. Last but not least: BASF runs the largest child-care facility for under-3-year-olds in Germany.
Firstly, the target has been broken down to all hierarchy levels and is being monitored regularly. To drive the change, we introduced unconscious bias training to achieve more inclusive leadership and better decision-making. We offer tailor-made coaching and mentoring programs for our female talents. We support flexible working models and have created part-time leadership positions. Under the umbrella of Women@BASF, we have several women’s networks, such as Women in Research and Women in Production. Last but not least: BASF runs the largest child-care facility for under-3-year-olds in Germany.
How has the 30/30 project been received by female colleagues?
This target has been very well received by all of us. And I have to add that we are now also seeing faster progress in BASF. We have many more women appointed to leadership and executive positions, and some parts of the organization have already achieved their 30/30 targets.
This target has been very well received by all of us. And I have to add that we are now also seeing faster progress in BASF. We have many more women appointed to leadership and executive positions, and some parts of the organization have already achieved their 30/30 targets.
We need to convince young women that choosing a career in science and technology opens many opportunities for self-development and for changing the world for the better—which is a great motivator for women!
Individual mentoring programs also play a role in the implementation of the 30/30 project. Would you please explain in a little more detail what this looks like in practice?
For example, the MentForMe program is open to all employees, who can participate either as a mentor or a mentee. Our human resources department matches and supports each mentoring pair, and we encourage women to participate in this program. In the research departments, we offer “learning networks” for women. Based on my positive experience at the beginning of my career, I initiated this program eight years ago.
For example, the MentForMe program is open to all employees, who can participate either as a mentor or a mentee. Our human resources department matches and supports each mentoring pair, and we encourage women to participate in this program. In the research departments, we offer “learning networks” for women. Based on my positive experience at the beginning of my career, I initiated this program eight years ago.
Within BASF, women can network on division-specific platforms, such as the Women in Research or Women in Digitalization networks, where female employees can share ideas and experiences. What is your experience with these networks exclusively for women?
Our women networks at BASF target the support and development of female talents, but our information and networking events are open to all colleagues. However, you are right: Our networks have been made up of mostly women and, over the years, created a kind of sisterhood. We stand up for each other, let our network know when there are interesting job vacancies, or share career advice. Being part of a big network encourages more women to realize their own ambitions.
Our women networks at BASF target the support and development of female talents, but our information and networking events are open to all colleagues. However, you are right: Our networks have been made up of mostly women and, over the years, created a kind of sisterhood. We stand up for each other, let our network know when there are interesting job vacancies, or share career advice. Being part of a big network encourages more women to realize their own ambitions.
In a global analysis of 2,400 companies conducted by Credit Suisse, organizations with at least one female board member yielded higher returns on equity and higher net income growth than those that did not have any women on the board. Diverse teams are more successful and smarter than homogenous teams. Based on your own experience, what is the secret of a diverse team?
The best diverse teams I have worked in were very international, professionally diverse, and had a high share of women. The working atmosphere was better and less competitive than in traditional teams. We were still very effective, however, because we benefitted from our collective broad experience, shared the same values, and were committed to achieving our overall target.
The best diverse teams I have worked in were very international, professionally diverse, and had a high share of women. The working atmosphere was better and less competitive than in traditional teams. We were still very effective, however, because we benefitted from our collective broad experience, shared the same values, and were committed to achieving our overall target.
When it comes to questions of equality, which other countries could serve as role models for Germany? What ideas and models do you think are particularly useful?
There are many good elements in other countries that Germany could adopt to increase gender equality. We still lag behind our neighboring countries in Scandinavia when it comes to equally sharing the parental tasks. In many Nordic countries, the parental leave must be shared equally between mother and father. High-ranking politicians like Swedish ministers and the prime minister of Iceland set the example by taking six months parental leave.
There are many good elements in other countries that Germany could adopt to increase gender equality. We still lag behind our neighboring countries in Scandinavia when it comes to equally sharing the parental tasks. In many Nordic countries, the parental leave must be shared equally between mother and father. High-ranking politicians like Swedish ministers and the prime minister of Iceland set the example by taking six months parental leave.
Closing the gender gap in STEMM and using digital technology to educate and support STEMM exchange practices for young people in Europe and around the globe is one of our goals at Global Talent Mentoring. What do you think about this approach?
It’s excellent. This is the right thing to do. We need to convince young women that choosing a career in science and technology opens many opportunities for self-development and for changing the world for the better—which is a great motivator for women!
It’s excellent. This is the right thing to do. We need to convince young women that choosing a career in science and technology opens many opportunities for self-development and for changing the world for the better—which is a great motivator for women!
