One of our greatest strengths is the diversity of our workforce, with men and women of many nationalities and backgrounds working together and sharing common objectives. Schlumberger does not have a 'nationality' which describes its culture, but operates in a truly global fashion throughout the world. As a company, we encourage fair employment practices worldwide and offer equal opportunities to all our employees. We also try to take family considerations into account in any decisions about personnel matters or assignments.
Our customers, suppliers and shareholders are increasingly global and diverse. They expect us to understand, respond and deliver services that meet their unique expectations.
We must attract and retain top performers worldwide from the full depth of the talent pool and address the evolving needs of our workforce in terms of quality of life and dual career expectations. By creating a variety of perspectives—gender and culture—that stimulate productive creativity and innovation—we maintain our competitive edge.
Three prerequisites upon which we will proceed with our diversity efforts:
Our gender diversity focus began in 1994 and we have made progress since that time. Looking forward, our goal is to continually increase the percentage of women we recruit worldwide, ensure proper career development for high-performing women, and increase our organizational flexibility to accommodate a wider range of personal situations.
Schlumberger has been successful in attracting and developing nonwestern nationalities or nationalities from emerging countries, now integrated into all levels of the work force, including senior management.
Our people, men and women worldwide, are our main asset. The change in the composition of our workforce necessitates an adjustment in our attitude toward recruitment, retention and mobility of our employees.
One of the most significant changes in our society in the last several decades has been the entry and continued presence of women in the working population. Families in marriages in which both spouses work are now the largest single group of families in the workplace.
According to the US Bureau of Labor Statistics, 60% of all marriages are dual-career marriages; these couples make up 45% of the workforce.
Because the proportion of people in dual career relationships is on the increase, this creates new challenges for the organization.