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Only tolerant companies with diverse and inclusive environments can fully utilize the potential of all their employees. Why is it important to have women in leadership positions in companies, and how can employers support them in their career paths?


HR Director


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Production Planning Manager


Senior Finance Business Partner

Advancing to a leadership position is not always easy for women. How does NKT’s corporate culture help women in this regard?

Radka Weidner: NKT s.r.o. is the Czech arm of NKT, a global power cable production company that is headquartered in Denmark and supplies low-, medium- and high-voltage power cable solutions. At NKT, diversity is a fundamental topic from an HR and Sustainability perspective. It is well known that diverse workplaces perform better, and NKT is actively working towards getting more females into leadership positions. Two key goals are:

≥ 30% female representation in the Group Leadership Team and the Extended Leadership Team by 2025

≥ 30% minimum share of female new hires by 2025

In the local Czech Republic organization we have a lot of women in leadership positions, and the corporate culture of NKT has supported this development unequivocally. At NKT, it really feels like everyone is treated equally.

Benefits that will make it even more enjoyable for you!

What can companies do to be more attractive to potential female employees? And how do you approach this in your company?

Anna Hlaváčová: I think most people see through the classic „pinkwashing.“ Actions with people wearing pink shirts are not what convinces women that a company values. Companies need to do more than small stunts when International Women’s Day comes around. There needs to be consistent and constant support to develop future female leaders and build a culture where it is clear that women and men are treated equally. This is the way forward. 

The culture needs to change so that under no circumstances are remarks, jokes, or prejudices about anyone tolerated. Corporate culture is important. And as I have experienced during my time with NKT, it can be done even in a traditionally male dominated production environment. I think the fact that the direction has been set from the top in Denmark means that a lot of the Scandinavian heritage and approach has filtered down into the rest of the organisation. I like that about NKT.

What are we working on and what is important to us? Find out HERE

From your perspective, are women in leadership different from men?

Kateřina Invaldová: I think we need to re-frame the discussion and make it less about highlighting differences, and more about treating men and women on equal terms. That means that people can be different leaders, not because of their gender, but because of a host of other things. So we shouldn’t be too black and white about it, but rather realise that a more diverse and inclusive workplace is good for the working culture, good for business, and good for individuals.

You can have a good leader who is a woman, and a bad leader who is a man, and vice versa. Traditionally and statistically however, it is generally harder for women to get into leadership positions. So starting with quota goals is a first step, like NKT is doing, and then embedding the D&I elements into the company culture is vital to ensure better gender ratio’s in leadership positions.

As for the corporate culture at NKT, I don’t perceive any differences in how people are treated based on gender. Dozens of women work in our company, both in leadership and lower positions. I believe that the teamwork of women and men bears fruit.

Above-average salary or 5 weeks of vacation? Yes, with us!

What is the greatest potential of women in leadership positions?

Markéta Havlová: The advantage of involving women in leadership is diversity, both in terms of management styles and understanding of problems. Women evaluate things from a different perspective than men and, as a result, can offer different solutions. Having more female leaders is also an opportunity to inspire the next generation and break down cultural norms.

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