BCG+推进能源部门的多样性、公平性和包容性-英-44页_7mb

报告摘要

Clear Business Case: DE&I is a strategic imperative with economic benefits, enhancing innovation, energy security, and employee retention. Companies with higher women's representation in senior roles often experience better financial performance, such as higher return on equity.
Report Scope: Expands beyond gender diversity to include UERGs (underrepresented ethnic/racial groups), LGBTQ+ individuals, people with disabilities, veterans, caregivers, and economically disadvantaged groups, recognizing their positive impact from DE&I interventions.
Current State: Women's representation in energy companies averages 24%, with no significant improvement since 2021 for entry-level roles. Challenges include unconscious bias, unequal promotion opportunities, and lack of career flexibility.
Effectiveness: Flexible working models, as accelerated by COVID-19, positively impact women and UERGs. DE&I policies work best when linked to performance incentives, equal pay, and inclusive recruitment.
Call to Action: Energy leaders must sustain DE&I investments, utilize tools like the DE&I Maturity Assessment, and embed DE&I across all aspects of their organizations.

Gender Representation: Oil and gas industry women employment is 23% on average. Highest regional representation in Asia Pacific (27%), lowest in Middle East and Africa (20%). Women's progression stagnates at mid-career and senior levels, with attrition higher among women due to work-life balance issues.
Regional and Industry Differences: Power and utilities companies show higher representation (26%). Cultural factors and industry-specific requirements (e.g., remote work less common in oil and gas) drive regional and sectoral disparities.
Perceptions on Challenges: Men attribute lack of women in senior roles to insufficient qualified candidates, while women cite overlooking for promotions and lack of support. Unconscious bias remains a barrier, demanding allyship programs.

COVID-19 Impact: Adoption of flexible, remote, and hybrid policies increased significantly, boosting women's career trajectories. However, 56% of companies plan to roll back these changes.
Effective Interventions: Top quartile companies in women's representation feature balanced promotion practices, leadership compensation tied to DE&I, and targeted recruitment. Flexible working policies correlate with higher retention and advancement for women.
Case Studies: Enbridge's Dashboards and mentorship programs improved representation; Pertamina's PERTIWI initiative boosted women's leadership through mentorship and policy changes; Heirloom's intentional recruiting fostered high diversity but low attrition; YPF expanded DE&I beyond internal efforts through partnerships.

Four Key Levels:
1. Commitment and Accountability: Clear leadership role (e.g., CDO), compensation tied to DE&I targets, and sustained investment.
2. Strategic Operating Model: Unbiased promotion, balanced candidate shortlists, and targeted recruitment.
3. Foundational Policies: Flexible working, caregiver support, equal pay, and technical training.
4. Leveraging Partnerships: Collaborations with suppliers, community groups, and governments to broaden DE&I impact.
Key Levers for UERGs: Enhance mentorship with intentional pairing and flexibility; optimize technical training for equal access. UERG men show lower intervention use, requiring tailored programs.

Analysis: UERG groups utilize interventions more frequently than UERG men, who have the lowest engagement rate (average 26%). Mentorship and technical training are critical but underutilized for UERGs men.
Opportunities: Restructure mentoring to allow preference matches and promote long-term connections. Tailor training to enhance skills relevant to advancing in the energy sector.

Energy Companies: Maintain DE&I priority despite economic pressures; continue investment in proven programs. Use the DE&I Maturity Assessment Tool to set targets and track progress.
Leadership Commitment: Ensure visible support, accountability mechanisms, and engagement from all stakeholders to drive sector-wide change.

Overview: A framework with 18 parameters across four levels (visible leadership, recruitment, retention, advancement) to evaluate DE&I maturity. Steps range from basic existence to advanced integration, guiding companies to set improvement goals.
Usage: Helps energy organizations benchmark against best practices and identify specific actions for enhanced diversity outcomes.

Data Collection: Combines company surveys from 71 energy firms (representing $3 trillion in revenue) and individual employee surveys from 775 professionals across 35 countries. Includes case studies and qualitative interviews.
Scope: Tracked policies including parental leave, flexible working, recruitment practices, and partner collaborations. Data shows widespread adoption of fundamentals but gaps in advanced DE&I measures.