These describe the specific and differing challenges in some of our business areas, and the actions being taken to improve representation and build a more balanced and inclusive workplace at Shell in the UK.
Some areas of our company, like Legal and Human Resources, have gender balance. Others, like our Commercial and Marketing business, continue to make strong progress. But there are areas where we need additional focus.
Spring Week completely changed my perception of the energy industry. Through exposure to many different areas of the business, I came to understand the importance of engineers like me, who can provide innovative solutions to ever-evolving problems.
With 25 years in the energy industry I have seen the value of having diversity, in all its forms. It leads to better behaviours and less group thinking meaning a greater chance of avoiding poor decisions and greater inclusion for all.
I feel extremely fortunate to have had the opportunity to take enhanced Shared Parental Leave – Shell’s advocacy and commitment to supporting Shared Parental Leave made it possible for our family to follow a path best suited for us.
I am pleased that today there are more women in our industry, and business than when I started, however we have a way to go to achieve balance
“My manager was really supportive. Our team planned ahead and prioritised the work, so both times I could take the leave to bond with my new daughters.”
We aim to create a culture that allows all our employees to bring their whole selves to work, be their best and thrive and perform well.
UK legislation requires us to calculate and publish our gender pay and bonus figures only. However, we assess pay from a range of other perspectives, including in relation to our ethnic minority employees.