People are not alike, everyone is different. Diversity therefore consists of visible and nonvisible factors, which include personal characteristics such as background, culture, personality and work-style in addition to the characteristics that are protected under discrimination legislation in terms of race, disability, gender, religion and belief, sexual orientation and age. Harnessing these differences can create a productive environment in which everybody feels valued, their talents are fully utilised and organisational goals are met. This session will highlight best practice in this area from the oil and gas industry and show how organisations successfully embrace diversity to measurable benefit.
Statoil believes that being a global and sustainable company requires people with a global mindset. In 2010, 40% of the managerial staff in the Statoil group were non-Norwegians, whereas the proportion in Statoil ASA was 6%. Outside Norway, Statoil aims to increase the number of people and managers who are locally recruited, and to reduce long-term, extensive use of expats in our business operations..
Statoil - as a company - conceives, develops and runs very complex and cross functional project and operations. We need to foster a culture that seek out the various and important questions, risks and perspectives. Diversity is a quality assurance investment. We cannot have teams where all agree, questions are not asked and perspectives are not challenged.
Statoil is a values-driven company. We treat ethics as an integral part of our business activities. Our four values embody the spirit and energy of Statoil at its best: Courageous, Open, Hands-on, Caring, are at the core of our management system. They drive our performance, guide us in how we do business, how we work together, and how we act towards external stakeholders. Commitment to our values, in words and actions, is not negotiable.
On the 1st of January 2011 Statoil implemented a new, restructured organisation. Diversity in the management teams was one of the drivers of the reorganisation. Building a culture characterised by a global mindset thus includes deploying new role models with international experience in leading positions. One of the main priorities in this process has been to increase the proportion of female and international leaders, and to deploy identified talents in new leading positions.
