Young Women in Energy (YWE) #Solveathon Insights Report

Transcription

1 Young Women in Energy (YWE) #Solveathon Insights Report In Energy, right now, perhaps more than ever in the industry s history, it is critical that we have the best possible minds and hands working to solve its most human, most crucial, and most time-sensitive problems. We know that today s competitiveness and the future of this industry require nothing less. Young Women in Energy members are highly skilled and wildly passionate about the Canadian energy industry. We want to be engaged, see it thrive, and we want to contribute to the evolution and innovation of the sector. Unfortunately, new data suggests that the industry is missing an opportunity to fully develop and advance female talent. This means that the sector is not as wellpositioned as it could be to solve its most urgent and future-focused challenges. What we now know is that while men and women graduate at an equal pace out of higher education, and enter the energy industry in largely equal numbers, women are not progressing into leadership positions in the energy sector at the same rate as their male counterparts. Many women are exiting mid-career, and that s happening at the same time as an industry-wide talent crisis in which industry leaders are ageing-out of the sector at an accelerating pace. Why are young women leaving? And what can we do to keep them here? These are important questions that need answers to make this industry stronger and more resilient. Inspired by growing concern both inside and outside the sector regarding the lack of progress being made to diversify the energy sector s workforce, Young Women in Energy (YWE) sought answers through its inaugural 2018 YWE Summit in Kananaskis, Alberta, on November 1, In advance, YWE members contributed their perspectives about the challenges facing women in the sector and on the sector at large in a survey. They also shared thoughts on the opportunities they see for the sector and for women s contributions. These responses helped to shape the opportunity pursued during the conference in an innovative #Solveathon facilitated by the Women s Work Institute, a strategy consulting firm.

2 Respondents identified important opportunities to advance the energy industry by fully leveraging women s talent, ideas, and careers. Many of the key strategies are connected, and, there is a need to build a more nuanced energy-sector specific business case. It seems clear that a key blind spot to industry success is seeing the connection between women s potential contributions and the sector s more prosperous future, in the minds of industry leaders and grassroots stakeholders alike. The attached #Solveathon Insights Report offers YWE s findings from the survey and #Solveathon strategic design event and includes participants perceptions of: Current challenges for young women working in the Energy sector Underlying root causes for those challenges Proposed solutions that industry leaders, men and women alike, can begin acting on today. Help us change the face of energy. We ask you to lead with three actions: 1. Read and share the #Solveathon Insights Report with your company and professional network. 2. Encourage your company to evaluate any of the solutions proposed in the #Solveathon Insights Report and contribute to the more nuanced business case. 3. Host a #Solveathon at your upcoming conference, or internally at your company. The Women s Work Institute can provide you with a simple and cost-efficient approach. We d be happy to put you in touch with reputable consultants and companies doing great work in this space. Kind regards, Katie Smith Executive Director Young Women in Energy (YWE) C+1 (403) katie@youngwomeninenergy.com

3 YWE Summit Kananaskis 2018 #SOLVEATHON INSIGHTS REPORT Building a Stronger Industry-Wide Business Case HOW CAN WE ADVANCE THE ENERGY INDUSTRY BY FULLY ACTUALIZING WOMEN'S TALENT, IDEAS, AND CAREERS? accountable brave empathetic innovative transformative

4 C O N T E N T S 1 PRE-#SOLVEATHON SURVEY 2 THE SHARED MANDATE 2 THE SHARED CHALLENGES 3 THE ROOT CAUSES 4 THE OPPORTUNITIES 5 THE SOLUTIONS 9 MANDATE, VALUES & VISION 10 WOMEN'S LIVED EXPERIENCES 12 SUPPORT

5 A C K N O W L E D G E M E N T The 2018 YWE Summit took place on the traditional territory of the Indigenous peoples of the Treaty 7 nations: the Wesley, Chiniki and Bearspaw of the Stoney Nakoda Nation; the Siksika, Kainai, and Piikani of the Blackfoot Confederacy, and the Tsuut ina Nation. We acknowledge the members of the Metis community. We acknowledge all those who make their homes in the traditional Treaty 7 territory of Southern Alberta.

6 B U I L D I N G A S T R O N G E R I N D U S T R Y - W I D E B U S I N E S S C A S E In November, 2018, Women s Work Institute facilitated an equality-focused #solveathon with attendees at the YWE Summit in Kananaskis. In total, 100 individuals attended the #solveathon workshop on November 1st. T H E P R E - # S O L V E A T H O N S U R V E Y Access to the pre-#solveathon survey was provided to attendees of the 2018 YWE Summit as well as individuals subscribed to YWE notices. The survey was designed to solicit candid qualitative feedback that would shape a more nuanced understanding of the ways young women in energy perceive their shared challenges and opportunities. Survey respondents represented a variety of organizations, diverse segments of the sector, a broad spectrum of roles, and were at various points in their career trajectories. RESPONDENT SNAPSHOT AGES ROLES % % Other 20% Engineer 29% % Specialists 7% % Senior Roles 15% Analyst 11% Manager 18% Although the number of women in the energy sector has grown slightly over the years, many fields (especially technical) are still dominated by men and both conscious and unconscious gender biases abound. SURVEY RESPONDENT 1

7 T H E S H A R E D M A N D A T E The survey responses revealed that young women in energy face complex systemic barriers to advancement in their organizations and their sector more broadly, and they also perceive common opportunities to contribute to the sector's success. Across contexts and roles, the majority of young women in energy share a desire to: ADVANCE THE ENERGY INDUSTRY BY FULLY ACTUALIZING WOMEN'S TALENT, IDEAS, AND CAREERS. Based on survey responses, and for the purposes of the #solveathon, the Women's Work Institute team defined the above as the collective "shared mandate" of young women in energy. T H E C H A L L E N G E S The pre-#solveathon survey included probing questions designed to deliver a better understand of what respondents believe are the primary challenges to advancing their shared mandate. The following contributing factors emerged thematically in the responses and comments received: There is a lot of great talent out there that is not being utilized. Companies would benefit from supporting the women who work for them as they seek more challenging and rewarding positions. SURVEY RESPONDENT W o m e n s p o t e n t i a l i s n o t b e i n g f u l l y u t i l i z e d o r r e c o g n i z e d. T h e r e i s a l a c k o f w o m e n i n m a n a g e m e n t a n d i n l e a d e r s h i p. W o m e n s c a r e e r s a r e n o t b e i n g a c t i v e l y d e v e l o p e d b y c u r r e n t l e a d e r s h i p. 2

8 T H E R O O T C A U S E S WHAT ARE THE UNDERLYING FACTORS THAT CONTRIBUTE TO THE CHALLENGES WOMEN FACE IN THE ENERGY SECTOR TODAY? Despite the diversity of respondent roles, strong and consistent themes emerged from the data pointing to several perceived root causes to the challenges young women in energy face. Respondents see the following three issues as being core to the challenges they face in the energy sector today: LEGACY CULTURES Energy sector organizations were not designed with a female workforce in mind, the places of work and organizational cultures continue to be maledominated, and there is a systemic and underlying resistance to challenging and changing the status quo. NO CLEAR VISION There is a lack of examples of what a progressive and equalopportunity energy company really looks like. ENDURING BIASES Assumptions are made about women s roles at home, at work, and in our society more broadly, and these biases infiltrate various dimensions of their careers. PRE-#SOLVEATHON SURVEY SNAPSHOT CONCERNS NO 31% In the last 6 months have you considered exiting the industry? When you think about your career and your potential advancement, do you think you have an equal chance as your male colleagues to advance into a leadership role in the energy sector? YES 18% YES 69% NO 82% 3

9 TOGETHER, WE CAN INCREASE OUR EFFECTIVENESS BY ADDRESSING CRITICAL CHALLENGES IN A STRATEGIC WAY. T H E O P P O R T U N I T I E S Survey responses, when aggregated, revealed that young women in energy believe they could add enormous value to the sector if their talents, ideas, and careers were fully actualized. The assets young women feel they have, the hurdles they are facing, and their goals, also emerged in survey responses. The themes from the survey responses have been translated into three tangible opportunities that young women in energy have to advance their shared mandate (of advancing the industry by fully actualizing their careers). These opportunities were presented to the #solveathon attendees as follows: ENGAGE THE GRASSROOTS How might we better engage our grassroots as young women in energy? BUILD A STRONGER INDUSTRY-WIDE BUSINESS CASE How might we better persuade industry leaders to act? ACTIVATE A SHARED MANDATE How might we better activate and capitalize on our shared goals as young women in energy? At the #solveathon, attendees voted to act on the opportunity to: BUILD A STRONGER INDUSTRY- WIDE BUSINESS CASE 4

10 T H E S O L U T I O N S SOLUTION O N E Invest in more nuanced data (qualitative and quantitative). actionable ideas E N G A G E S E N I O R L E A D E R S O N T H E Q U E S T I O N O F D A T A. Have candid conversations with senior leaders and middle managers. Ask them to articulate the type of data that would persuade them to invest more in, and think differently about, advancing women in energy. Share the findings from those conversations on social media to #YWEcase. E N C O U R A G E Y O U R O R G A N I Z A T I O N T O I N V E S T I N Q U A L I T A T I V E D A T A, A N D C U L T I V A T E P A R T N E R S H I P S T H A T C O U L D S U P P O R T T H E C O L L E C T I O N O F M O R E Q U A L I T A T I V E D A T A. Help the industry learn from the lived experiences and contributions of women in energy. Shed light on the reasons why women are leaving (and thinking about leaving) the sector. Collect research on how women in leadership impact organizational decision making, environmental stewardship, and other dimensions that would contribute to the development of a more nuanced and energy-sector specific business case. I N V E S T I N Q U A N T I T A T I V E D A T A A N D C U L T I V A T E P A R T N E R S H I P S T H A T C O U L D S U P P O R T T H E C O L L E C T I O N O F M O R E Q U A N T I T A T I V E D A T A. Encourage leaders in your organization, the sector more broadly, and other stakeholders, to collect and share more data publicly. Work to shine light on the number of women in the sector advancing (or not advancing) to leadership, the number of women leaving the sector and the reasons behind their departures, the jobs that women hold (and want to hold), and on the role women play in financial and environmental stewardship as leaders. Build a data-driven case for support. 5

11 T H E S O L U T I O N S SOLUTION T W O Make goals transparent and public. actionable ideas I G N I T E C I T I Z E N S U P P O R T F O R T H E P U B L I C S H A R I N G O F G O A L S A N D O U T C O M E S R E L A T E D T O T H E A D V A N C E M E N T O F W O M E N I N E N E R G Y. Create a public campaign, enlisting the support of communities, networks (within and outside the sector), and various stakeholder entities in order to encourage your organizations and your industry to report publicly on the recruitment, retention, and advancement of women, and on the valuable and unique contributions women make to the industry. C L A R I F Y G O A L S A N D O U T C O M E S F O R A L L D I V E R S I T Y & I N C L U S I O N I N I T I A T I V E S. Encourage leaders to define and report on the goals and outcomes of Diversity and Inclusion initiatives. A D V O C A T E F O R I N D U S T R Y - W I D E G O A L S F O R A D V A N C I N G W O M E N I N T O L E A D E R S H I P. Consider quotas or set audacious goals, either way, articulate what you are working towards in terms of advancing women into leadership in the energy industry in order to inspire change. 6

12 T H E S O L U T I O N S SOLUTION THREE Work to reduce bias in organizational and process design. actionable ideas R E V I E W K E Y O R G A N I Z A T I O N A L P R O C E S S E S F O R B I A S. Gather a diverse internal group (or solicit a third-party) to examine your organization s processes. Ensure your organization is taking steps to design equality of opportunity at all levels and in all roles by reviewing processes including, but not limited to: job descriptions and criteria, interview structure, evaluation and promotional processes, mentorship and sponsorship programs and outcomes, and definitions of merit. A D V O C A T E F O R P A Y T R A N S P A R E N C Y A N D T H E C L A R I F I C A T I O N O F L E A D E R S H I P C R I T E R I A. The research demonstrates that women are not being paid equally to their male counterparts, and pay transparency puts the conversation on the table. Women in energy are aware that they are not being sponsored or developed in their careers the way their male peers are. Furthermore, the route to leadership is opaque for many women who are not exposed to senior level sponsors. Advocate for bringing leadership criteria and pay into the light of day. L E A D C A N D I D C O N V E R S A T I O N S A B O U T B I A S, A N D B I A S E D A S S U M P T I O N S. Talk candidly about bias and assumptions about women s lives, careers, and choices, and the expectations placed on women in the workplace. Gather diverse groups in a format relevant to your particular context (eg. ERGs, team meetings, all-staff meetings, internal communications, team-building and social events, etc.). Encourage men to participate in conversations about their roles as well. Encourage leaders and peers to challenge their assumptions and engage women on their choices and careers. 7

13 T H E S O L U T I O N S SOLUTION FOUR Make upstream investments in girls, young women, and a more equal energy sector. actionable ideas I N S P I R E G I R L S T O G E T I N T O E N E R G Y A N D S T E M. Use your voice and pull levers at your disposal to encourage girls to get into STEM. Be proactive and invite girls into your workplace. Approach schools and youth-based environments and ask what measures are being taken to encourage the participation of girls in STEM, and if no measures are in place, do what you can to help. S H A R E Y O U R V I S I O N. Talk about Young Women in Energy s (YWE) vision whenever and wherever you have a platform. YWE believes young women have the power to change the energy industry for the better. K N O W Y O U R W O R T H A N D S H A R E Y O U R V A L U E S. Advocate for connecting young women in energy to skill-building on negotiation, knowing their worth, and identifying their unique value early on and regularly in their career. 8

14 # S O L V E A T H O N ' S M A N D A T E, V I S I O N, & V A L U E S M A N D A T E ADVANCE THE ENERGY INDUSTRY BY FULLY ACTUALIZING WOMEN'S TALENT, IDEAS, AND CAREERS. V A L U E S During the #solveathon, the YWE Summit attendees identified values they believe should inform the design and delivery of solutions, as well as inspire the impact of solutions on the sector. When taking any of the next steps outlined in this insights report, aim to keep these values in mind to ensure they succeed: A C C O U N T A B L E B R A V E I N N O V A T I V E T R A N S F O R M A T I V E E M P A T H E T I C V I S I O N F O R C H A N G E During the #solveathon, attendees imagined the impact the proposed solutions could have on the world if implemented successfully. If successful, the impacts would be amalgamated in this shared vision: IN OUR ENERGY SECTOR, WE ARE SOLVING THE WORLD S GREATEST PROBLEMS BECAUSE WE RE INVESTING IN ALL OF OUR PEOPLE S FULL POTENTIAL. 9

15 W O M E N ' S L I V E D E X P E R I E N C E S The following is a selection of anecdotes young women in energy shared in the pre- #solveathon survey. Bringing women's stories to light is one step toward toward understanding the various ways their careers in the energy industry have been shaped. This week at a team meeting, another fairly senior female manager was talking about her contributions to the team. One of our male colleagues piped up and said her greatest value was her ability to make delicious cupcakes. I remember that, during my first pregnancy, my company removed my education allotment for the year. They felt there would be 'no benefit to sending me for a course as I would just forget everything I learnt due to baby brain.' I was based on-site for several years. I was often the only woman there. I found higher-level operational information was kept to the 'boys inner circle', and I had to make a point of asking explicitly for the same information. My male colleagues were handed leadership opportunities that I had to actively pursue and fight for. I have field experience and spend time in camp, where being stared at by hundreds of men is an everyday experience. I have to prove myself more extensively than my male colleagues in the field before I'm taken seriously by contractors and my management alike. I am the only technical female in my group, and my direct manager talks over me in meetings and one-on-one discussions. He does not do the same to my male counterpart. When my director points the issue out to my manager, my manager acknowledges he does it, but has not stopped. Other people in my group now interrupt and talk over me. I feel disrespected and like my opinion does not matter. This issue occurs almost on a daily basis. I am currently planning my exit strategy from this group, as I don't think it will get better. When I was on-site at a field location, a male colleague said: "I have half a mind to make a woman out of you. I'm going to send you to town to do my laundry." I was passed over for entrylevel leadership positions 9 times in 2 years. Seven of those times, the successful candidate had less experience, was at a lower pay scale, and happened to be a young, white male. My male colleague told me I shouldn't work late because I needed to get home to make dinner for my husband. I told my manager I was pregnant Earlier this year, I was asked by one and advised that I would go on of a group of several male colleagues maternity leave in 6 months. He when I was going to empty the office replied 'of course, and that's what dishwasher. The speaker was about you gals do'. 10 years my junior. * Please note, some details have been modified slightly to preserve the anonymity of respondents. 10

16 W O M E N ' S L I V E D E X P E R I E N C E S - c o n t i n u e d I'm still called sweetie, hun, little lady at work. I've had to confront two male colleagues and ask that they stop touching me every time I'm in their proximity. They became upset and indignant rather than contrite. I now feel them making moves to exclude me from meetings and decisions. My direct supervisor has made jokes in my presence about the female assistant of a powerful man possibly providing him sexual favours as part of her job. I've been sexually harassed and had inappropriate things said to me by older male colleagues. It is difficult to constantly feel alone and like the minority in meetings. I've been treated like someone of a lower rank. I've reported an assault, but was too afraid to escalate the report because I was acutely aware of my assailant's position of power. I've been passed over for job openings without even being considered or given an explanation, even when I've voiced my desire up front. As a strong intermediate, I started to see that men were progressing into more senior positions sooner than women were. It wasn t just one or two - it was all of them. Pay disparities became more prevalent. If a woman became a manager, you needn t look far to see a man with similar experience become a VP. At the 15-year mark of my career, I told my boss that I wanted to become CEO someday. She laughed and asked me to come up with a more realistic career goal. I quit shortly thereafter. I have been confused for the admin, have experienced very awkward meetings where sales staff have no idea how to talk to a woman in a professional manner. Field personnel have told me that I should not be working, that my role should be at home. Earlier in my career, I would be assigned tasks in addition to the regular work of the administrative nature, and asked to organize events. I was present for a conversation where a female colleague was passed up for a promotion because, according to my superiors, 'she has two kids and doesn't have time' for the added responsibility. I had been given a role to supervise a growing team without a change in position title or pay. Originally, the opportunity was granted as an 'opportunity to learn' while I had already been recognized as an 'informal leader' through the respect of peers for several years prior. I have capably led this team for four years and am still waiting for the promotion that I was promised. Now, I'm told that the optics of a promotion wouldn't be well-received. In the meantime, I watch our organization continue to hire new staff and support internal promotions of male colleagues who have much less experience. * Please note, some details have been modified slightly to preserve the anonymity of respondents. 11

17 H O W C A N W O M E N ' S W O R K S U P P O R T? Women's Work Institute is a Canadian, women-led strategy firm. We are passionate about working with leaders and organizations to connect the dots between equality, effectiveness, and prosperity through strategy. We can help you in the following three ways as you pursue the shared mandate and your broader goals: We can facilitate a #solveathon to help you get clear on your organization's strategy and next steps on critical equality and organizational challenges. A #solveathon is the best way to engage critical stakeholders, and to re-define challenges as solveable problems. We can lead your next strategic planning process to support you as you work to connect the dots in your organization between equality, effectiveness, and prosperity. We can provide you with advisory support as you work to design strategic action on the shared mandate and the solutions above, or on any other challenge or opportunity critical to success in your role or organization. Reference this Insights Report (#YWECase) for 15% off Women's Work Institute's strategic services. T H E W O M E N ' S W O R K I N S T I T U T E T E A M ANNA DEWAR GULLY Founding Partner anna.dewargully@womensworkinstitute.com DR. KRISTEN LIESCH Partner kristen@womensworkinstitute.com 12