A talk with… Martin Seiler
“Therefore, we understand diversity as a process that is conditioned by social change and that will very likely hold other facets of diversity in store for us in the future as well.”
At Deutsche Bahn you believe in „Diversity of Minds“ – which dimensions of diversity are meant by that?
Martin Seiler: We have defined seven core dimensions for Deutsche Bahn: generation, social origin, ethnical origin, physical and psychological abilities, religion, gender identity and sexual orientation.
For other facets of diversity and individuality that do not always seem immediately recognizable at first, we have introduced „Diversity of Minds“. Specifically, this means the individual background of our employees in relation to, for example, different life and work experiences, perspectives and skills.
We continuously want to map, integrate and promote this holistic understanding of diversity in our company. Therefore, we understand diversity as a process that is conditioned by social change and that will very likely hold other facets of diversity in store for us in the future as well.
Tolerance and diversity cannot (only) be prescribed from above – how do you combine a top-down with a bottom-up approach regarding diversity issues?
Martin Seiler: In order to live tolerance and diversity as a company, diversity issues can not only be on the agenda of top management alone. Our goal is to involve all employees, to mobilize and motivate them through targeted nudges, measures and events.
Our employee networks, DB Cultures, Frauen bei der Bahn und „railbow“ – the LGBT*IQ-network – call for and promote awareness of the topic of diversity in the company and thus create more openness and respect in dealing with one another. Also, our external allies, such as PROUT AT WORK, support us in continuously developing ourselves.
In order to reach out to even more employees, I launched the first company group wide Diversity Week last year. This year the motto of the Diversity Week is „Mehr Erkennen. Mehr Sehen. Mehr Erreichen.“ and focuses on Unconscious Bias – which means unconscious prejudices and linear thought patterns.
In 2019, Deutsche Bahn stratetigally realigned its Diversity Management – what has changed since then?
Martin Seiler: Last year we anchored diversity with the initiative „Einziganders.“ in the corporate strategy „Starke Schiene“. As a result, diversity is incorporated into the strategic implementation and the overall goals, across the corporation and all departments and is therefore promoted more comprehensively. Diversity has been declared a top priority and every board member has taken on the patronage of one of our diversity dimensions. In addition, in every business area, people who are responsible for diversity were found, which is expanding our participatory network even further.
In terms of the coronavirus pandemic, we had to digitally redesign some of our concepts in a short time. Instead of the planned participation in a total of six Christopher Street Days, we have started our own Pride Ride campaign with our LGBT*IQ network. The wish to create visibility with our community regardless – or precisely because of – the crisis was also supported by our four TopOut100Executives. Rainbow flags were hoisted at 63 train stations, we made a video together and a rainbow-colored locomotive is still carrying our message across the country.
For our employees and network members we have designed rainbow-colored mouth and nose protection, which is also worn proudly by my fellow board members and myself.
A talk with… Martin Seiler
“Therefore, we understand diversity as a process that is conditioned by social change and that will very likely hold other facets of diversity in store for us in the future as well.”
At Deutsche Bahn you believe in „Diversity of Minds“ – which dimensions of diversity are meant by that?
Martin Seiler: We have defined seven core dimensions for Deutsche Bahn: generation, social origin, ethnical origin, physical and psychological abilities, religion, gender identity and sexual orientation.
For other facets of diversity and individuality that do not always seem immediately recognizable at first, we have introduced „Diversity of Minds“. Specifically, this means the individual background of our employees in relation to, for example, different life and work experiences, perspectives and skills.
We continuously want to map, integrate and promote this holistic understanding of diversity in our company. Therefore, we understand diversity as a process that is conditioned by social change and that will very likely hold other facets of diversity in store for us in the future as well.
Tolerance and diversity cannot (only) be prescribed from above – how do you combine a top-down with a bottom-up approach regarding diversity issues?
Martin Seiler: In order to live tolerance and diversity as a company, diversity issues can not only be on the agenda of top management alone. Our goal is to involve all employees, to mobilize and motivate them through targeted nudges, measures and events.
Our employee networks, DB Cultures, Frauen bei der Bahn und „railbow“ – the LGBT*IQ-network – call for and promote awareness of the topic of diversity in the company and thus create more openness and respect in dealing with one another. Also, our external allies, such as PROUT AT WORK, support us in continuously developing ourselves.
In order to reach out to even more employees, I launched the first company group wide Diversity Week last year. This year the motto of the Diversity Week is „Mehr Erkennen. Mehr Sehen. Mehr Erreichen.“ and focuses on Unconscious Bias – which means unconscious prejudices and linear thought patterns.
In 2019, Deutsche Bahn stratetigally realigned its Diversity Management – what has changed since then?
Martin Seiler: Last year we anchored diversity with the initiative „Einziganders.“ in the corporate strategy „Starke Schiene“. As a result, diversity is incorporated into the strategic implementation and the overall goals, across the corporation and all departments and is therefore promoted more comprehensively. Diversity has been declared a top priority and every board member has taken on the patronage of one of our diversity dimensions. In addition, in every business area, people who are responsible for diversity were found, which is expanding our participatory network even further.
In terms of the coronavirus pandemic, we had to digitally redesign some of our concepts in a short time. Instead of the planned participation in a total of six Christopher Street Days, we have started our own Pride Ride campaign with our LGBT*IQ network. The wish to create visibility with our community regardless – or precisely because of – the crisis was also supported by our four TopOut100Executives. Rainbow flags were hoisted at 63 train stations, we made a video together and a rainbow-colored locomotive is still carrying our message across the country.
For our employees and network members we have designed rainbow-colored mouth and nose protection, which is also worn proudly by my fellow board members and myself.
A talk with… Jenny Friese
“The more heterogenous teams are and the more they make for an open culture the more they will be prepared to go in new directions and drive forward innovation.”
Last year you put in a lot of effort for the LGBT*IQ community at the Commerzbank and brought the issue right up to Board level. What has happened since then?
Jenny Friese: Through various activities we have achieved more visibility including an event about LGBT*IQ-involvement as a factor of commercial success, participated in the CSD in Berlin with our own truck and we have had a reading with Jens Schadendorf. Along with our LGBT*IQ-staff-network Arco of which I am the patron we have sensitized many people within the bank making for a more open community spirit. As a result, many staff have told their own stories in our staff magazine therefore making themselves available as role models.
Many people fear that outing themselves will damage their career. What has to happen to reduce and even eliminate this fear altogether?
Jenny Friese: It is incredible that staff even today still have such worries. For diversity to become normal we have to experience the relevant values within the company and create structures to make possible open interaction which is free of prejudice. Visible role models who have outed themselves help as do diversity units and consistent management behaviour such as dealing with discriminatory comments and behaviour. This is clearly a challenge for everybody – irrespective of their sex, nationality, health or sexual orientation.
Why are heterogenous teams more successful in companies?
Jenny Friese: The answer to this is, in the meantime, proven by many studies such as that of the Institute for Diversity and Anti-discrimination Research Out in the Office?! And this does not just apply to bringing together and promoting many different people irrespective of origin, age, sex or other characteristics for LGBT*IQ Diversity. The more heterogenous teams are and the more they make for an open culture the more they will be prepared to go in new directions and drive forward innovation. Based on my own experience I can say at least that diverse teams always produce outstanding results.
A talk with… Jenny Friese
“The more heterogenous teams are and the more they make for an open culture the more they will be prepared to go in new directions and drive forward innovation.”
Last year you put in a lot of effort for the LGBT*IQ community at the Commerzbank and brought the issue right up to Board level. What has happened since then?
Jenny Friese: Through various activities we have achieved more visibility including an event about LGBT*IQ-involvement as a factor of commercial success, participated in the CSD in Berlin with our own truck and we have had a reading with Jens Schadendorf. Along with our LGBT*IQ-staff-network Arco of which I am the patron we have sensitized many people within the bank making for a more open community spirit. As a result, many staff have told their own stories in our staff magazine therefore making themselves available as role models.
Many people fear that outing themselves will damage their career. What has to happen to reduce and even eliminate this fear altogether?
Jenny Friese: It is incredible that staff even today still have such worries. For diversity to become normal we have to experience the relevant values within the company and create structures to make possible open interaction which is free of prejudice. Visible role models who have outed themselves help as do diversity units and consistent management behaviour such as dealing with discriminatory comments and behaviour. This is clearly a challenge for everybody – irrespective of their sex, nationality, health or sexual orientation.
Why are heterogenous teams more successful in companies?
Jenny Friese: The answer to this is, in the meantime, proven by many studies such as that of the Institute for Diversity and Anti-discrimination Research Out in the Office?! And this does not just apply to bringing together and promoting many different people irrespective of origin, age, sex or other characteristics for LGBT*IQ Diversity. The more heterogenous teams are and the more they make for an open culture the more they will be prepared to go in new directions and drive forward innovation. Based on my own experience I can say at least that diverse teams always produce outstanding results.
A talk with… Jenny Friese
“The more heterogenous teams are and the more they make for an open culture the more they will be prepared to go in new directions and drive forward innovation.”
Last year you put in a lot of effort for the LGBT*IQ community at the Commerzbank and brought the issue right up to Board level. What has happened since then?
Jenny Friese: Through various activities we have achieved more visibility including an event about LGBT*IQ-involvement as a factor of commercial success, participated in the CSD in Berlin with our own truck and we have had a reading with Jens Schadendorf. Along with our LGBT*IQ-staff-network Arco of which I am the patron we have sensitized many people within the bank making for a more open community spirit. As a result, many staff have told their own stories in our staff magazine therefore making themselves available as role models.
Many people fear that outing themselves will damage their career. What has to happen to reduce and even eliminate this fear altogether?
Jenny Friese: It is incredible that staff even today still have such worries. For diversity to become normal we have to experience the relevant values within the company and create structures to make possible open interaction which is free of prejudice. Visible role models who have outed themselves help as do diversity units and consistent management behaviour such as dealing with discriminatory comments and behaviour. This is clearly a challenge for everybody – irrespective of their sex, nationality, health or sexual orientation.
Why are heterogenous teams more successful in companies?
Jenny Friese: The answer to this is, in the meantime, proven by many studies such as that of the Institute for Diversity and Anti-discrimination Research Out in the Office?! And this does not just apply to bringing together and promoting many different people irrespective of origin, age, sex or other characteristics for LGBT*IQ Diversity. The more heterogenous teams are and the more they make for an open culture the more they will be prepared to go in new directions and drive forward innovation. Based on my own experience I can say at least that diverse teams always produce outstanding results.
A talk with… Jenny Friese
“The more heterogenous teams are and the more they make for an open culture the more they will be prepared to go in new directions and drive forward innovation.”
Last year you put in a lot of effort for the LGBT*IQ community at the Commerzbank and brought the issue right up to Board level. What has happened since then?
Jenny Friese: Through various activities we have achieved more visibility including an event about LGBT*IQ-involvement as a factor of commercial success, participated in the CSD in Berlin with our own truck and we have had a reading with Jens Schadendorf. Along with our LGBT*IQ-staff-network Arco of which I am the patron we have sensitized many people within the bank making for a more open community spirit. As a result, many staff have told their own stories in our staff magazine therefore making themselves available as role models.
Many people fear that outing themselves will damage their career. What has to happen to reduce and even eliminate this fear altogether?
Jenny Friese: It is incredible that staff even today still have such worries. For diversity to become normal we have to experience the relevant values within the company and create structures to make possible open interaction which is free of prejudice. Visible role models who have outed themselves help as do diversity units and consistent management behaviour such as dealing with discriminatory comments and behaviour. This is clearly a challenge for everybody – irrespective of their sex, nationality, health or sexual orientation.
Why are heterogenous teams more successful in companies?
Jenny Friese: The answer to this is, in the meantime, proven by many studies such as that of the Institute for Diversity and Anti-discrimination Research Out in the Office?! And this does not just apply to bringing together and promoting many different people irrespective of origin, age, sex or other characteristics for LGBT*IQ Diversity. The more heterogenous teams are and the more they make for an open culture the more they will be prepared to go in new directions and drive forward innovation. Based on my own experience I can say at least that diverse teams always produce outstanding results.