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Diversity and Inclusion at Shell 2009

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Diversity & Inclusion at Shell

Shell at a Glance
• Operating in more than 100 countries • Worldwide 102,000 employees • Net earnings $31.4 billion in 2008 • Capital investment over $30 billion in 2009 • Hydrocarbon production around 3.4 million boe/day • World largest fuel retail network with 45,000 service stations • Listed on stock exchanges of Amsterdam, London, New York

Do you agree or disagree with the following statements?
Women’s routes up the corporate ladder differ from men’s. Men and women are getting more similar. Males have stronger stereotypes about women’s leadership than women about men’s leadership. Women have got an authenticity problem. Successful women in traditionally male areas are generally disliked.

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 thought styles, religion, sexual orientation, nationality, and education. Inclusion means a workplace 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 create an organisation where people feel involved, respected, connected where the richness of ideas, backgrounds and perspectives are harnessed to create business value.

Inclusion Diversity

Global Diversity & Inclusion Framework

Talent, Leadership, Competitiveness 1. Communication/Education

2. Recruitment & Retention

3. Development & Mentoring

4. Supportive Environment

Diversity Metrics & Legal Compliance

“She who trims herself to suit everyone will soon whittle herself away“

Adjusted -Raymond Hull 20th Century American Writer and Poet

Gender – 2008 Results

% W om en in Senior Lea d ership Positions 30
20

20 10 0 2000 2001 2002 2003 2004 2005
7 ,2 7 ,9 8 ,8 9 ,6 9 ,6 9 ,9

1 1 ,6

1 2 ,9

1 3 ,6

2006

2007

2 0 0 8 Ta rget

Shell’s Global D&I Targets
• To continuously improve representation of women in senior leadership positions globally to 20% over time



To continuously improve representation of local nationals in senior leader positions in regions and countries to majority of incumbents



To continuously improve the Diversity and Inclusion Indicator (DII) from the Shell People Survey

Levels of Change

Diversity & Inclusion – 2009 priorities
How the priorities align with HR Functional Plan

DINet Inclusion Fix the infrastructure Internal & External communications Mentoring Increasing crosscultural competence

HR Functional Priorities TALENT LEADERSHIP & PROFESSIONALIS M IMPROVING PERFORMANCE SYSTEMS & PROCESSES

GDIP
Inclusion (behaviors & culture) Internal & External communications D&I courses refresh / cross cultural competence Participation in key strategic HR & Business Projects Quarterly D&I reporting

Inclusion – Why a Greater Focus on it Now?
In our D&I Journey so far, we have focused on measurable and mostly visible D&I topics (such as gender, culture, and ethnicity). In this regard, we have made visible progress. There has been less focus on Inclusion and this may be reflected in the slower progression and retention rates of under-represented groups and in DII scores. To achieve our aspirations in D&I and make greater progress on Inclusion of under-represented groups, a greater focus on Inclusion is needed. In current challenging climate, Inclusion is key in engaging our employees effectively and achieving higher levels of motivation, productivity and retention.

What Shell Struggles with in D&I
• Affect change as fast as we’d like



Consistency in application across business segments



Share best practices and success stories



Move to more efficient approaches to D&I Learning

What Shell is Good at in D&I
• Consistently position D&I as a business enabler



Embed the work within existing systems and processes



Align with the core values, standards and principles of the Enterprise



Effectively balance global direction with local application



Sustainable sponsorship while adapting to changing business conditions

“We are working in an extremely tough business environment, and that makes the innovation and the creativity that diversity and inclusion can bring even more important. For me diversity and Inclusion is how people from different backgrounds, different geographies, different cultures work together in an inclusive style that results in better teamwork. A diverse team can better understand our environment and our stakeholders, and that makes us more competitive.”

Jeroen van der Veer, Chief Executive Officer February 2009

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