UBS in the Spotlight Over Diversity and Inclusion Efforts
The Swiss bank UBS is once again in the headlines, this time not for its financial results, but for its personnel policies. At the center of the debate is Isabelle Guida, the Global Head of Talent, Culture, and Recruiting, who is tasked with promoting diversity and inclusion.
Guida’s mission is clear: to increase the number of women in leadership positions. However, her methods have sparked criticism, particularly from long-serving male directors who feel left out.
Is the bank’s push for diversity a step towards equality or a form of targeted discrimination against men? UBS emphasizes that it selects candidates based on their qualifications, “regardless of gender.” Yet, reports of a deliberate bias in favor of female candidates, especially in Guida’s direct sphere of influence, are on the rise.
While the bank dismisses allegations of “White Old Men” being pushed aside, internal unrest is growing. Some employees describe a “climate of fear” that has spread under the guise of “Diversity, Equity, and Inclusion” (DE&I).
UBS proudly touts its diversity agenda and makes no secret of its leadership in DE&I. Rainbow flags at the Pride event, statements from CEO Sergio Ermotti, and a colorful company website all underscore this commitment.
However, while diversity is celebrated in the bank’s communication, the question remains whether mixed teams actually deliver the promised “better results.” Critics demand concrete evidence rather than lip service.
A comparison with American companies, which have shifted back to a focus on performance and traditional values after the “woke wave” of the Trump era, is also interesting. While the US companies are promoting a return to the office, UBS seems to be still searching for the right balance between diversity and efficiency.
Diversity and inclusion are undoubtedly important goals. However, the path to achieving them is delicate. If long-serving employees, regardless of gender or age, feel sacrificed in the name of a new “diversity elite” not only the company culture but also the morale of the staff will suffer.
It remains to be seen whether UBS can deliver the promised “better results.” Diversity is a gain, as long as it is not achieved at the cost of others. The bank should ensure that it does not tip from a one-sided male dominance to a one-sided women’s promotion, losing sight of the real goal: excellence.