At the Global Women Summit, Monika Schulz-Strelow, founding president of the association „Frauen in die Aufsichtsräte“ (Women on Boards, FidAR), was honored for her longstanding advocacy. In an interview with Berliner Morgenpost, she reflected on key moments in her journey, the unique value women bring to boardrooms, and the progress made since the introduction of gender quotas in 2015.
Ms. Schulz-Strelow, what inspired you to fight for gender quotas in leadership positions back in 2006?
Monika Schulz-Strelow: I’ve always had a lot of energy and a deep-seated drive to fight for societal change. My father encouraged me from a young age to stand my ground and speak my mind. But to be honest, if I had known in 2006 how long and challenging this fight would be, I might not have become president of Frauen in die Aufsichtsräte (laughs).
Before the gender quota was introduced in 2015, many politicians were dismissive of it. Gerhard Schröder, for example, referred to it as “nonsense.”
Schulz-Strelow: In 2001, Gerhard Schröder agreed to a voluntary gender quota with industry associations, which effectively blocked any legislation. He claimed that companies already had a healthy balance of 75% men and 25% women – a calculation that included receptionists and assistants. Businesses and associations never actually raised the proportion voluntarily; it just didn’t work without legislation.
The latest “Women on Board Index 2025” states that, in the ten years since the first German leadership positions act took effect, there has been both progress and setbacks in achieving equal representation. Could you elaborate on this?
Schulz-Strelow: The statements from companies that resist gender equality have become much subtler. Back in 2010, members of supervisory boards would openly say things like, “This is no place for women.” Now, when we highlight numbers – such as the fact that the percentage of women on boards in the 179 publicly listed companies we surveyed has slightly dropped from 37.3% to 37% – we get responses like “We’re meeting the targets; now calm down!”
And do you „calm down“?
Schulz-Strelow: No. This fight is not just about numbers and quotas; it’s about fundamentally changing corporate culture. Women often enter meetings better prepared and ask more critical questions. One might even question whether the global financial crisis of 2008 would have unfolded as it did if more women had been in boardrooms back then. While that‘s a hypothetical question, it’s at least fair to say that women would have likely pushed for greater scrutiny of opaque financial transactions.
Why not push for an equal 50% representation? Why settle for 30%?
Schulz-Strelow: In a group setting, individual women are often overlooked. Once the threshold of 30% is crossed, the dynamics change. Women are no longer seen as “exceptions” and are instead recognized as full participants.
You received the Leadership Award at the Global Women Summit 2025 for your work. Why is it so important to have women on boards? Are they the “better“ people?
Schulz-Strelow: No, not necessarily. Everyone has their strengths and weaknesses. In earlier generations, women who broke into leadership roles often behaved in ways that resembled male patterns – some even seemed like „copies of men.“ That’s no longer the case. Women today are far more self-assured and assert their presence on boards. What’s also changed is that women are now openly supportive of quotas. Many proudly feature their photos and names on FidAR’s website – something that would have been unthinkable ten years ago.
What are women doing differently now? And what have they had to learn?
Schulz-Strelow: Women have learned that climbing to the top isn’t just about performance. Their extra effort isn’t always acknowledged. It’s also about navigating company politics – and that remains an uncertain area for many women, as it often involves questions of power dynamics. Sometimes, superiors may pass over highly capable women simply out of fear that they might outshine them. That’s why building strong networks, particularly with other women, is so important.
Then there’s the ongoing challenge of balancing family and work. In Germany, fewer and fewer women are choosing to have children. Berlin, for instance, had the lowest birthrate nationwide in 2024, at 1.21 children per woman.
Schulz-Strelow: Until now, women on supervisory boards typically either had no children or were over 45, by which point the issue had already been ‚resolved‘. Younger women and men today increasingly value work-life balance, and what matters is how companies address this phase of life. I recall back in 2014 when a senior executive at Bosch shared that his contract included a clause allowing him to leave the office by 6 p.m. to be with his family but required him to be available again after 9 p.m. This was met with widespread approval from the audience. However, his follow-up claim that there was no „glass ceiling“ at Bosch was met with skepticism by many women in the audience.
