By Chloe Jenkins, Head of production, Great Southern Press
Would it surprise you to know that in 2019, there were fewer women in the global oil and gas industry than almost any other major industry? According to non-profit Catalyst, women accounted for just 22 per cent of oil and gas employees, fitting easily into the definition of male-dominated industries, which are those “that comprise 25 per cent or fewer women”.
One barrier to entering and succeeding in male-dominated industries is that they are particularly susceptible to reinforcing masculine stereotypes, meaning women are forced to challenge those preconceptions as well as excelling in their roles in order to progress their careers. When it comes to career progression, as seniority increases so does the gender diversity.
Women face a number of these obstacles when working towards leadership positions; a breakdown of different levels of leadership show women account for 27 per cent of entry level positions, 17 per cent of senior and executive roles, and just 1 per cent for CEOs. Much of this stems back to their placement in office and business support roles, rather than technical roles that enable career advancement.
The research speaks for itself. A number of studies have shown greater diversity at senior management levels is statistically significant to seeing better financial performance for a company. While there is still a way to go, industry associations and companies have recognised the need to create more diverse leadership and are beginning to invest in helping women progress their career into senior roles.
Striving to do better
In the April 2019 edition American Gas, Pink Petro and Experience Energy CEO Katie Mehnert wrote about the need to “boost energy’s pipeline for female talent”, the strategy required to attract women to the industry and the need to encourage them to stay. Her recommendations include:
- Building professional communities that are not necessarily about having fun, but about finding camaraderie through shared goals.
- Telling women’s stories at all levels, including how professional obstacles have been overcome.
- Making inclusivity an integral part of company culture, rather than something that just ticks a box.
Further to the importance of encouraging women to build networks and develop professionally, it is equally important for men in the industry to support these goals and be a part of the cultural change.
At an Australian Pipelines and Gas Association (APGA) Committee update, APGA CEO Steve Davies acknowledged the lack of female presence on the committees and expressed his desire to see a change going forward. Showing these were more than empty words, the association took action and engaged in the creation of an industry program to develop women’s leadership abilities and opportunities.
United Kingdom
In the UK, Oil and Gas UK (OGUK) – a representative body for the region’s oil and gas industry – has been exploring what corporate strategies can be used to address these issues. Strategies identified include:
- Hiring programs – companies set goals for hiring and promoting a diverse range of people.
- Mentoring programs – pairing a junior staff member with more senior employees who can offer valuable insights, technical knowledge and career advice.
- Diversity training programs – aimed at increasing cultural sensitivity and reducing unconscious bias through educating employees.
- Networking programs – companies facilitate employees engaging with groups that share common traits or demographics that provides social support and an extended professional network.
In addition to these strategies, OGUK added the Diversity and Inclusiveness Award to its suite of annual industry awards to promote and recognise companies that ‘improved business results through recognising and promoting the value of diverse teams and inclusive behaviours’.
United States
In 2016, the American Gas Association (AGA) introduced the Next Level Leadership Women’s Program, developed specifically to provide a leadership development opportunity for women. The program brings together 35 women from AGA members companies who are ready to take on leadership roles.
Next Level integrates leadership case studies related to pertinent issues affecting the natural gas industry with building leadership skills. Attendees benefit from opportunities to engage and network with their peers and natural gas utility executives from across the country and develop lasting relationships. The program includes skills training, panel discussions from industry as well as participation from congressional and administration representatives.
The program kicks off with a networking reception to meet other attendees and AGA staff, before a two-day in-person program, after which a follow up webinar allows participants to continue to engage with each other and build their networks. The success of the program is reflected by its longevity, now taking place on an annual basis.
Australia
In 2019, APGA launched the inaugural edition of the APGA Women’s Leadership Development Program. Based on the AGA program, the course takes place over a number of months, comprising an initial two-day program with the opportunity to engage in APGA’s broader social events; two virtual sessions with guest speakers; and a final two-day session. The cohort is encouraged to continue to engage with each other outside of the program, building their professional network.
Conducted by Greatness Consulting’s Gretchen Gagel, the content of the program is determined by the participants, with a focus on developing skills and knowledge in leadership and management, communication, strategising, mentoring and being mentored, personal branding and change management.
The second edition, launched in 2020, saw a rapid response that reflects its relevance and importance to women in the industry. The program, comprising 25 participants that are members of APGA, was filled by the end of the day on 28 January 2020 – the same day registrations opened – prompting APGA to run a third edition of the program, also in 2020.
Positive outcomes
The feedback for these types of programs has been overwhelmingly positive, with outcomes ranging from personal development to professional advancement. Participants reported benefits including the implementation of successful strategies to profit the business, developing better team culture and communication, managing difficult relationships with more finesse, establishing successful mentorships, and negotiating promotions and career development opportunities.
These demonstratable achievements are a testament to the importance of programs like these, as well as the value promoting diversity at senior management levels. While true workforce diversity in the oil and gas industry is still a goal on the horizon, the continued development of programs and initiatives like these by industry associations and within companies themselves will slowly foster change.
This article was featured in the July 2020 edition of Pipelines International. To view the magazine on your PC, Mac, tablet or mobile device, click here.
If you have news you would like featured in Pipelines International contact Journalist Sophie Venz at svenz@gs-press.com.au