Port Angels - Deltavisie 2014

Diversiteit voor sterkere ketens
Korrie Louwes
Heleen Hoosemans
http://www.hartvannederland.nl/nederl
and/2012/port-angels-promoten-dehavens
Waarom diversiteit nodig?
1. In 2030 wereldwijd 40 miljoen hooggeschoolde
werkers tekort; v=m gat bijna geheel gedicht
2. Betere prestaties van bedrijven met ook vrouwen in
de top (gemiddeld 55% meer winst)
3. Dynamiek van huidige economische ontwikkeling
vergt beheersing van alle eigenschappen
 Schoolkinderen voor beta
 Sterke gezamenlijke
infrastructuur (jinc, EIC)
 Zij-instroom
 Girlsday met het echte werk
 Vrouwennetwerk
 Doorstromingstargets op 1e
managementniveau
 RDM-campus
 Havendagen nieuwe impuls
 Beloning van soft skills
 (bereikbare) Rolmodellen
 Inclusieve cultuur op de
werkvloer
Heleen Hoosemans over “how to make it
happen!’
WHO IS SHELL?
6
Our Definition of Diversity & Inclusion
 Diversity means all the ways we differ. It
includes visible differences such as age, gender,
ethnicity and physical appearance, as well as
underlying differences such as thinking styles,
religion, nationality, sexual orientation, and
education.
Inclusion means creating a working culture where differences are
valued; where everyone has the opportunity to develop skills and
talents consistent with our values and business objectives. The aim is
to make Shell an organisation where people feel involved, respected,
and connected - where the richness of ideas, backgrounds and
perspectives are harnessed to create business value.
Diversity without Inclusion is diversity wasted !!!
7
Global D&I Business Case
•
•
•
•
Customers & Markets
Globalization
Mergers & Acquisitions
Changing Demographics
External Drivers
It is therefore vitally important that we
do not view diversity and inclusion as
a “nice to do” or an “add on” to
business as usual. It must be at the
heart of our business plans in the
Business Case for D&I
same way that safety is.
Ben van Beurden, CEO Royal Dutch Shell
•
•
•
•
Attract and Retain Top Talent
Increase Productivity
Productive Work Climate
License to Operate and Grow
Internal Drivers
8
Our D&I Framework
A standardized and systematic framework is key to a global approach
9
Operationalising our Goals and Priorities
Gender
Nationality
Inclusion
Targets
Increasing the
proportion of women
in senior
management to at
least 20% in the long
term.
Having local people fill
more than half the senior
management positions in
every country we operate
in.
Continuously improve
the Diversity & Inclusion
Indicator (DII) as
measured by the Shell
People Survey.
Principles
 Match or exceed
female diversity of
external feeder pools.
 Balance external
availability and
internal development
in achieving the
female target.*
 Provide equal
opportunity at all
levels.**
 Address ethnicity (male
and female) at a country
level as needed.
 Provide equal opportunity
at all levels.**
 No statistically
significant differences
among subgroups within
DII results.
 Use credible
mechanisms to gather
and assess level of
inclusion.
The People Standards and associated Key Performance Indicators reinforce the expectations and methods to achieve
these targets.
*Targets represented as Shell’s long-term minimum objectives.
** Following national norms and government policies.
10
Progress against GENDER targets
% Women in Senior Leadership Positions
20
7,2
7,9
8,8
9,6
9,6
9,9
11,6
13,9
12,9 13,6
15,3
16,6 16,2 17,2
11
Progress against NATIONALITY target
% Countries with Majority Local Nationals in Senior
Leadership Positions
50
42
36
37
33
32
2007
2008
36
34
2010
2011
32
25
2005
2006
2009
2012
2013
Target
12
Diversity & Inclusion Indicator (DII)
from Shell People Survey
DII Questions
% Favourable
Shell
I am free to speak my mind without fear of negative
consequences
63
Where I work we are treated with respect
81
The decisions leaders in my organisation make concerning
employees are fair
57
My organisation has a working environment in which different
views and perspectives are valued
72
My organisation has a working environment that is free from
harassment and discrimination
79
Composite DII Score
70
13
Business Impact
Business Impact: example from our Upstream business
GTL project in Qatar
> 50.000 construction workers
> 60 nationalities
Safety incidents – root cause?
Intervention:
Working Across Cultures course
Part of onboarding programme
Impact:
Safety performance improved
Pull from other businesses
Cross cultural competence critical to
business success
15
Business Impact: examples from India
Shell Retail in India
Programme to hire People with Disabilities led to the
employment of 59 PwD across > 50 retail sites in
India.
Recognised by president of India with a prestigious
country award.
Extremely high attrition rates for women
professionals due to life events
Pool of 1.5 million highly qualified women
Re-entry programme for women engineers
Short term (6-12 months) projects
If successful, considered for permanent role in Shell
Vision: to be the “Employer of Choice” for women
16
Business Impact: Shell Pernis – business case
Rotterdam Regio
Rotterdam Onderwijs
(Zadkine & STC)
50% vrouw
1,6% vrouw
50% allochtoon
28% allochtoon
SNR Pernis Beroepsbevolking
Shell Pernis: 5.9% vrouw
17
1
Business Impact: Shell Pernis – Approach
Actieve promotie techniek onder meisjes – o.a.
Chocolate Challenge
Girlsday
Shell Eco-marathon
Inclusion – o.a.
Mentoring Circles
Stageplekken
Sponsoring
18
Our Journey…
Shell’s Learnings
Leader commitment and ownership is critical at multiple levels
A compelling case for action and vision which are easily understood leads to
greater credibility and commitment
Change must be owned and driven by the businesses
Infrastructure, education and tools need to be developed and shared broadly for
effective implementation
Early identification of progress and success measures increases the likelihood of
progress, provided there is clarity on roles, responsibility and accountability
Core principles and values which underpin the work must be embedded in key
business and people processes
Regular monitoring and reporting progress up through the highest level will assure
continued attention and alignment
Periodic, planned communication that includes opportunities, success stories and
reinforcing messages will keep effort focused
20
Q&A
Our Journey Continues…Thank You

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