.pdf asset-performance field_planning_color fit_for_purpose_color production_optimization_recovery_color kpi-box kpi-money kpi-time ::before
Panelists discussed how diversity and inclusion are the core engine driving competitiveness in our industry. They shared reflections on their experiences and the changes that have taken place in the oil and gas industry over the past three decades.
Collaboration is critical to developing diversity and inclusion to build the future of our industry. We have to learn to be inclusive, to learn how to leverage the talent of a younger, more diverse, next-generation workforce. Too often, our innovation muscle is lacking; we need to create opportunities for women, and look for people who can offer different ideas. We need to ask why we exist – the purpose of our industry.

Panelists discussed how young talents can be convinced to join the oil and gas industry:
• We nourish different career paths, but often what’s lacking is the innovation muscle. The best ideas often come from younger people at different levels of the organization. Mentoring success is important—the most popular companies to work for in several countries such as Norway are startups. We have to bring some of that culture into the industry.
• We must focus on collaborating in a different way. Making the “why” of the oil and gas industry compelling and drive that in a connected manner in our Corporate culture.
• Activate programs to change decision-making so that is is more bottoms-up and not just top-down.
• Embrace digital and the new opportunities for working that it offers.
• Performance management the embeds culture change, driving employee engagement to foster a diverse culture within the workforce.
• Leader examples of behavior count more than anything. We measure attributes relating to happiness; make a plan to improve each year. Treat it as an ongoing journey.

Ms. Riano shared an example of how Equion Energia created transformational change by focusing on creating a culture of happiness. This started as an HSE initiative “culture of care,” expanded to “culture of wellness,” evolved into a “culture of happiness.” It’s built on trust, and it has led to a more balanced and flexible approach to work and family. It also resulted in greater commitment and loyalty.

Panelists closed the session by sharing their thoughts on how we can transform the industry by transforming our people:
• Encourage diversity of thought
• Remember that it is possible to care about each other, our families, our companies, and our countries
• Establish partnerships and knowledge sharing
• Employee engagement; we must engage our workforce and get their feedback. We have to unlock engagement through our inclusion efforts

Saudi women now can drive in the country. Having that license to drive today has enabled a license to dream bigger, a license for every woman to do more, at work, in school, for themselves and for their families.

By Reem Al-Ghanim, Saudi Aramco