Diversity In Action

At Shell Oil U.S., inclusion helps build a better business

The U.S. company is actively recruiting in the engineering and technical disciplines. Worldwide, some 5,000 hires are anticipated this year

John Jefferson: formal processes for monitoring and reporting progress.

Diversity director John Jefferson notes that diversity and inclusion have been a part of Shell Oil Co in the U.S. since the mid 1990s. "We advanced over the years until in 2001 we adopted a formal written diversity and inclusiveness standard. It makes our expectations clear, including formal processes for monitoring and reporting progress."

Shell Oil U.S. is an affiliate of the global Shell Group of energy and petrochemical companies, which employs 109,000 people and operates in more than 140 countries and territories.

By the nature of its business, Shell is heavily weighted in the engineering and technical areas. "In 2006 the Shell Group recruited over 5,000 people globally, a third of them technical. We anticipate the same level of recruiting for 2007. Shell Oil U.S. expects to bring in around 1,500 people, both new grads and experienced," Jefferson reports.

Recruiting involves a centralized function and a workforce development initiative group. The company maintains contact with various minority-serving organizations as well.

When Jefferson came on board as diversity director in 2002, he brought supplier diversity and other functions into the U.S. offices. Now anything that has to do with diversity is funneled through his office first, including equal opportunity, supplier diversity, diversity outreach and workforce diversity groups.

Jefferson expects to become more and more involved, influencing all aspects of Shell's diversity and inclusion programs. "Ultimately we want the best possible recruits, and we believe that adopting group standards on diversity and inclusion will attract the best men and women of whatever ethnic or social background.

"This standard also helps us build a sharper, more competitive business. And that in turn helps us better understand markets and form sounder relationships with partners and suppliers."

Over the past few years Shell has moved to a strong global talent management process to maintain its high parameters and guidelines. "For example, we have an initiative about the progression and retention of women. There are specific processes that our entire organization must adhere to, and that is good. But it's my task to be sure that all Shell global diversity operations conform to the U.S. agenda, too."

In fact, Jefferson has developed his own diversity scorecard for Shell U.S. "It tracks things like representation and spend levels with minority- and women-owned businesses, and comes up with a diversity inclusiveness indicator score."

Last fall Shell was recognized for the second year with the cutting-edge award for the greatest annual spend with WBEs by the Women's Business Enterprise Alliance. Another 2006 award was for corporate commitment, recognizing Shell's dedication to minority business development. And a third honored Shell as one of America's top corporations for women's business enterprises.

Another part of inclusion is the informal employee networks at Shell U.S. They include an Asian Pacific employee network group, a black group, a Hispanic employee network and the Generation X network.

There are also more formal affinity groups. These are specifically sponsored by Shell, Jefferson notes. "We require them to submit work plans and keep scorecards to measure progress before we allot a budget. We consider these groups strategic to our overall diversity effort in the U.S."

Finally, "Community involvement is an important consideration," says Jefferson. "Shell offers employees the opportunity to volunteer on company time, and they log many volunteer hours each year.

"This spring our company president, John Hofmeister, will become chair of the National Urban League's board of directors," Jefferson concludes with pride.

D/C