Case Study: Shell Oil Company U.S.—Valuing and Leveraging Diversity to Become a Model of InclusivenessJan 15, 2004
As part of its continued commitment to diversity and inclusiveness, the Royal Dutch/Shell Group of Companies adopted a Diversity and Inclusiveness (D&I) Standard that includes a strategic diversity framework and outlines long-term goals for women in senior-level jobs. In its implementation of the Group Standard, Shell Oil Company in the United States has established commitment and accountability systems and stringent assurance processes for meeting D&I requirements throughout the organization. Its initiative is entitled Valuing & Leveraging Diversity to Become a Model of Inclusiveness.
The Diversity Progress Enhancement Project (DPEP) was commissioned by Shell’s leadership to assess the current state and map the strategic direction of diversity for the future. DPEP components include a scorecard for measuring progress and guidelines for strengthening employee networks—all intended to enhance Shell’s ability to meet the D&I Standard. In addition, diversity representation data—including hiring, attrition, and promotional figures—are posted on Shell’s intranet for all employees to see in order to identify gaps and demonstrate progress in closing them.
Shell’s efforts have met with tremendous success. Currently, women comprise 25 percent of the employee population and 57 percent of corporate officers. Between 1997 and 2003, women’s representation at the senior executive level increased from 8 percent to 32 percent; at the senior management level, it increased from 7 percent to 14 percent; and at the middle management level, it increased from 9 percent to 22 percent.