Tag: 3BL

Andrew Martin, executive vice president, Cascale participated in the inaugural global apparel factory summit hosted by Avery Dennison, a Cascale member at the forefront of sustainability and innovation. Avery Dennison is a global materials science and digital identification solutions company that provides a wide range of branding and information solutions that optimize labor and supply chain efficiency, reduce waste, advance sustainability, circularity and transparency, and better connect brands and consumers. The event took place in Singapore in September and attendees included a select group of owners and CEOs of manufacturing facilities in Asia and Europe. Presentations and discussions centered around challenges in the supply chain, from traceability to circularity.

In a fireside chat, Martin began by sharing the main purpose of his attendance: to listen to the concerns and challenges of manufacturers—voices that need greater attention, especially in the context of traceability—and to explore how Cascale, in its role as a convener of the entire value chain, can support them. He examined how the supply chain must work together to unlock transparency and traceability. Both referenced data from Cascale’s Higg Facility Environmental Module (FEM) tool, which is exclusively available on Worldly. The Higg FEM is a transformative tool used to assess the environmental impact of product manufacturing at facilities, from water use to waste management, to chemical and energy use.

Martin’s presentation was especially relevant to attendees in showcasing how transformative Higg FEM data is for advancing facility improvements while reducing redundancy. He emphasized the value of the Higg Index tools in offering standardized approaches and highlighted Cascale’s crucial role in reducing duplication, increasing harmonization, and ensuring consistency, particularly in the context of data collection for traceability in response to upcoming regulations. Additional speakers included Steve Lamar, president and CEO of the American Apparel and Footwear Association (AAFA), among others.

Martin also shared learnings from Cascale members, noting that since much of the, legislation, —such as the EU’s Corporate Sustainability Reporting & Due Diligence Directives (CSRD & CSDDD), Eco-Design for Sustainable Products Regulation (ESPR), and Digital Product Passport (DPP), and the US’s Uyghur Forced Labor Prevention Act (UFLPA),—are still pending further clarification, and even aligned implementation, the focus of ESG data collection processes is still being focused just on compliance with specific data points. He emphasized however that the importance of the industry shifting towards traceability, that enables more effective due diligence, risk identification, and opportunities for and verification of ESG progress.

Martin emphasized the importance of making sustainability information transparent at the site level, a core component of traceability, defined as “the process of creating visibility of materials, products, and the information in which they were produced through the supply chain, to ensure the accountability of environmental and social progress.” He characterized the burden that traceability places on manufacturers as “irrational” and called for rapid collaboration on pragmatic interventions to harmonize the ESG data reporting landscape, standardizing supply chain data points, align data collection templates and questionnaires, and harmonizing data requests and verification cycles.

He also mentioned initiatives like Cascale’s decarbonization programs, including the Manufacturer Climate Action Program (MCAP), inviting attendees to consider their involvement.

ATLANTA, November 12, 2024 /3BL/ – In July 2024, weeks before the start of school for millions of children and young adults across the country, nine Georgia-Pacific mechanics from six facilities, including the Rome Lumber mill in Georgia and the Sweetwater Complex in Texas, went back to the classroom at partner Yancey Bros. Co.’s headquarters in Austell, Georgia. For five days, our employees gained equipment specific training on Georgia-Pacific’s fleet of 988 loaders. This training was not only designed and offered to help maintain the equipment and grow employees’ skill set but provide superior service to our customers.

Yancey Bros. Co., a Caterpillar dealer, hosted the training, and Caterpillar Inc., which produces the 988 loaders, designed the courses. 988 loaders are the primary raw material handling machines used at our gypsum, lumber, plywood, cellulose, and paper manufacturing facilities. The training was designed to help Georgia-Pacific mechanics maintain its loader fleet by identifying the primary features of the machines, locate components and systems on the machines, and accurately describe the machine’s main operation systems. By using what they learned during the courses, the mechanics can now quickly pinpoint issues with the loaders and fix them, with fewer calls to find solutions, and decreasing equipment downtime and delivery delays. Georgia-Pacific works hard to be a preferred partner for our customers, not only through the quality of our products, but by ensuring that they receive the products and materials they need in a timely manner.

Knowledge drives creativity, advancements, continuous improvement, and collaborative problem solving. Georgia-Pacific encourages its employees to constantly seek learning opportunities, and one way we facilitate this is through partnerships with organizations to provide training. This contributes to a cycle of mutual benefit between Georgia-Pacific and its partners, and the company and its employees.

“Transforming capabilities in an organization, which includes providing training and education opportunities for employees, doesn’t just benefit the employees, but the organization and its partners and customers,” said Ishara Howpe Liyanage, director, Georgia-Pacific. “Georgia-Pacific works to provide value for others, which in turn supports our businesses. Partners such as Caterpillar are integral to our growth and success, and we are thankful for this opportunity. We look forward to other training sessions to help our employees grow their skillset.”

Learn more about Georgia-Pacific’s partnerships and business initiatives here.

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KeyBank and the Edna Martin Christian Center (EMCC) joined forces to pack 10,000 meals for those in need. This initiative aimed not only to address the pressing issue of hunger in the greater Indianapolis area but also to highlight the importance of volunteerism within the community.

The meal-packing event was part of the larger Million Meals Movement, a notable non-profit organization committed to fighting hunger throughout Indiana. All meals packed during this event will be distributed by EMCC through its food pantry, ensuring that food reaches families who need it most.

Edna Martin’s Food Pantry, located in the heart of the Martindale-Brightwood area, consistently faces high demand. While the pantry prioritizes families from the local community, it remains open to anyone seeking assistance. Beyond providing essential food items, EMCC’s Pantry, supported by its partners, supplies program needs for various initiatives, including EMCC’s childcare services, senior outreach programs, workforce development offerings, and afterschool activities. This holistic approach ensures that families not only receive nutritious food but may also access other vital household products such as toothpaste, toilet paper, soap, laundry detergent, and other everyday necessities.

“KeyBank is wholeheartedly committed to supporting our community, and we were so proud to participate in this impactful event,” stated Juan Gonzalez, KeyBank Central Indiana Market President. “Through our partnership with EMCC and the Million Meals Movement, we are working diligently to ensure that more families can access nutritious meals. At Key, our mission is to build stronger, healthier communities, and our efforts today reflect our dedication to making a tangible difference in the lives of those we serve.”

“We remain grateful to our friends with the Million Meals Movement and KeyBank for their commitment to ensuring families have increased food access this holiday season,” said Barato Britt, President and CEO of EMCC. “We are likewise committed to distributing this amazing gift to families and neighbors in the greatest need.”

The Million Meals Movement has been a driving force in the battle against food insecurity since its inception in 2007. The organization empowers volunteers from all walks of life to come together and tackle hunger in their communities. By facilitating meal-packing events, it provides nutritious meals directly to families in need and inspires others to act against food insecurity. To date, the Million Meals Movement and its dedicated volunteers have successfully packed over 36 million meals for those in need across Indiana.

For those in need of assistance, the EMCC Food Pantry operates Monday through Friday from 1 to 3 p.m. Additionally, community members can contribute by donating non-perishable food items and essential supplies during weekday hours from 9 a.m. to 4 p.m. Every donation plays a vital role in sustaining the pantry and supporting families in the community.

Originally published by Environment+Energy Leader

Everything U.S. companies know about sustainability reporting is about to change. For years, U.S. company sustainability reports have been voluntary disclosures that provided varying details into an organization’s corporate responsibility initiatives and their impact on society. However, under the European Union (EU) Corporate Sustainability Reporting Directive (CSRD), companies doing business in Europe will need to develop robust reporting procedures to ensure they meet the requirements set forth by EU regulators or risk non-compliance penalties and public scrutiny.

At a high-level, the CSRD contains significantly enhanced criteria for monitoring and reporting relevant environmental, social and governance (ESG) information. Companies that are conducting business in Europe will need to assess roughly 1,200 indicators surrounding their sustainability impacts, risks and opportunities. All this information must then be put into a detailed report that presents the company’s qualitative and quantitative disclosures with the same rigor as financial reporting.

Continue reading here. 

Contact a Baker Tilly specialist today to learn how teams in the U.S. and EU can simplify reporting and navigate a successful CSRD journey.

By Emry McKinney | illumination Contributor

If bats make you think of Halloween and spooky movies, Brett Hartis, lead scientist in Duke Energy’s Environmental Sciences group, would like to change your mind. “Bats aren’t traditionally the most beautiful or popular animals. But they’re amazing creatures that are a big part of our ecosystem, especially regarding pest control.”

Scientists estimate that insect-eating bats save U.S. farmers billions of dollars each year by reducing crop damage and limiting the need for pesticides. And over 300 species of fruit depend on bats for pollination.

What’s more: Bats are now facing new, unprecedented threats. That’s why Hartis is leading a project at Duke Energy to develop a new approach to protect them. Known as a Habitat Conservation Plan (HCP), the project will create one of the largest utility-based HCPs in the country to focus on bats and vegetation management.

Why a new approach is needed

Vegetation management, including tree trimming and removal, is necessary as the company makes strategic grid investments to enhance reliability for 8.4 million electric utility customers across six states. But trees are also a crucial part of the ecosystem and natural beauty of our service areas, as well as habitats for many species including bats. When not hibernating, many live in trees and raise their young in the crevasses of the bark or within branches and leaf clusters.

“It’s not either/or. As a company, we have to do both,” said Scott Fletcher, manager of Duke Energy’s Natural Resources group. “Advancing our clean energy transition requires the management of vegetation and a continued commitment to environmental stewardship and biodiversity.”

In the past, only a few species in the company’s service area were designated as endangered by the U.S. Fish and Wildlife Service (USFWS), so Duke Energy could address potential impacts by seasonally restricting work and obtaining permits on a project-by-project basis. That has changed as scientists monitor substantial declines in bat populations.

Eight species are now categorized as federally endangered or threatened. White-nose syndrome, an invasive fungal disease, is a leading cause of this decline.

“Today, the bats we need to protect are potentially everywhere and nowhere at once,” Hartis said. “Some bat species’ range includes nearly the whole Eastern United States, and pretty much any tree could be their home.”

“Given the increased scope of the problem, our old approach of tree-by-tree avoidance simply isn’t feasible,” Fletcher added. “It wouldn’t be good for our customers, good for our crews, or for the bats. We realized that we need to develop a new way forward.”

What makes an HCP different?

The company realized a broader, more inclusive approach was needed, one that would protect covered bats while also facilitating necessary utility work along Duke Energy’s more than 380,000 miles of right of way.

“We are developing an HCP because it is a comprehensive, big-picture approach,” Fletcher said. “It’s a cooperative effort between Duke Energy and USFWS, and a great example of bringing the private and public sectors together to work on challenging problems.”

Cooperation and coordination are essential as the company sets an ambitious goal to avoid, minimize and mitigate impacts to covered bats, as well as support for long-term bat conservation through land management, conservation and protection.

A plan of this scope doesn’t happen overnight. The company began initial outreach to stakeholders and data assembly in late 2023. Now they are in the process of collaborating with USFWS and will be working through the service’s formal public involvement process until mid-2025, with a goal of permit issuance by 2026.

“That may seem like a long timeline, but it’s very reasonable considering the scale of the project,” Hartis said. “You have to remember that this HCP is very large and geographically diverse – it’s designed to cover all parts of our service area, from the Midwest to the Carolinas and Florida.”

Fletcher added, “Plus, the permit will last up to 30 years. That will mean greater certainty and efficiency for all parties. Having a plan like this in place will help to streamline our work, which in turn helps to control costs and speed advancements for our customers while also creating benefits for bats.”

Endangered Species Conservation Fund

Showing their support for the project, the U.S. Fish and Wildlife Service awarded Duke Energy a $1 million grant for 2024-2025, with the option to reapply annually, to facilitate the development of the HCP.

Leading the way

Innovation is a key component of Duke Energy’s planning for the future – but innovation isn’t just for power plants or grid technology. Innovative re-thinking is helping the company develop new comprehensive planning to protect bats while also making improvements to better serve customers.

The project could be a step forward for the utility industry. As one of the first utilities to pursue an HCP specifically for bats and vegetation management, Hartis said the company could establish an industry standard.

“It’s incredibly exciting to see Duke Energy take on something of this scale,” he said. “And I love making a difference for endangered bat species – especially because they are so frequently misunderstood. Hopefully, everyone will get more of an opportunity to get to know and appreciate bats.”

View original content here.

By Emry McKinney | illumination Contributor

If bats make you think of Halloween and spooky movies, Brett Hartis, lead scientist in Duke Energy’s Environmental Sciences group, would like to change your mind. “Bats aren’t traditionally the most beautiful or popular animals. But they’re amazing creatures that are a big part of our ecosystem, especially regarding pest control.”

Scientists estimate that insect-eating bats save U.S. farmers billions of dollars each year by reducing crop damage and limiting the need for pesticides. And over 300 species of fruit depend on bats for pollination.

What’s more: Bats are now facing new, unprecedented threats. That’s why Hartis is leading a project at Duke Energy to develop a new approach to protect them. Known as a Habitat Conservation Plan (HCP), the project will create one of the largest utility-based HCPs in the country to focus on bats and vegetation management.

Why a new approach is needed

Vegetation management, including tree trimming and removal, is necessary as the company makes strategic grid investments to enhance reliability for 8.4 million electric utility customers across six states. But trees are also a crucial part of the ecosystem and natural beauty of our service areas, as well as habitats for many species including bats. When not hibernating, many live in trees and raise their young in the crevasses of the bark or within branches and leaf clusters.

“It’s not either/or. As a company, we have to do both,” said Scott Fletcher, manager of Duke Energy’s Natural Resources group. “Advancing our clean energy transition requires the management of vegetation and a continued commitment to environmental stewardship and biodiversity.”

In the past, only a few species in the company’s service area were designated as endangered by the U.S. Fish and Wildlife Service (USFWS), so Duke Energy could address potential impacts by seasonally restricting work and obtaining permits on a project-by-project basis. That has changed as scientists monitor substantial declines in bat populations.

Eight species are now categorized as federally endangered or threatened. White-nose syndrome, an invasive fungal disease, is a leading cause of this decline.

“Today, the bats we need to protect are potentially everywhere and nowhere at once,” Hartis said. “Some bat species’ range includes nearly the whole Eastern United States, and pretty much any tree could be their home.”

“Given the increased scope of the problem, our old approach of tree-by-tree avoidance simply isn’t feasible,” Fletcher added. “It wouldn’t be good for our customers, good for our crews, or for the bats. We realized that we need to develop a new way forward.”

What makes an HCP different?

The company realized a broader, more inclusive approach was needed, one that would protect covered bats while also facilitating necessary utility work along Duke Energy’s more than 380,000 miles of right of way.

“We are developing an HCP because it is a comprehensive, big-picture approach,” Fletcher said. “It’s a cooperative effort between Duke Energy and USFWS, and a great example of bringing the private and public sectors together to work on challenging problems.”

Cooperation and coordination are essential as the company sets an ambitious goal to avoid, minimize and mitigate impacts to covered bats, as well as support for long-term bat conservation through land management, conservation and protection.

A plan of this scope doesn’t happen overnight. The company began initial outreach to stakeholders and data assembly in late 2023. Now they are in the process of collaborating with USFWS and will be working through the service’s formal public involvement process until mid-2025, with a goal of permit issuance by 2026.

“That may seem like a long timeline, but it’s very reasonable considering the scale of the project,” Hartis said. “You have to remember that this HCP is very large and geographically diverse – it’s designed to cover all parts of our service area, from the Midwest to the Carolinas and Florida.”

Fletcher added, “Plus, the permit will last up to 30 years. That will mean greater certainty and efficiency for all parties. Having a plan like this in place will help to streamline our work, which in turn helps to control costs and speed advancements for our customers while also creating benefits for bats.”

Endangered Species Conservation Fund

Showing their support for the project, the U.S. Fish and Wildlife Service awarded Duke Energy a $1 million grant for 2024-2025, with the option to reapply annually, to facilitate the development of the HCP.

Leading the way

Innovation is a key component of Duke Energy’s planning for the future – but innovation isn’t just for power plants or grid technology. Innovative re-thinking is helping the company develop new comprehensive planning to protect bats while also making improvements to better serve customers.

The project could be a step forward for the utility industry. As one of the first utilities to pursue an HCP specifically for bats and vegetation management, Hartis said the company could establish an industry standard.

“It’s incredibly exciting to see Duke Energy take on something of this scale,” he said. “And I love making a difference for endangered bat species – especially because they are so frequently misunderstood. Hopefully, everyone will get more of an opportunity to get to know and appreciate bats.”

View original content here.

By Emry McKinney | illumination Contributor

If bats make you think of Halloween and spooky movies, Brett Hartis, lead scientist in Duke Energy’s Environmental Sciences group, would like to change your mind. “Bats aren’t traditionally the most beautiful or popular animals. But they’re amazing creatures that are a big part of our ecosystem, especially regarding pest control.”

Scientists estimate that insect-eating bats save U.S. farmers billions of dollars each year by reducing crop damage and limiting the need for pesticides. And over 300 species of fruit depend on bats for pollination.

What’s more: Bats are now facing new, unprecedented threats. That’s why Hartis is leading a project at Duke Energy to develop a new approach to protect them. Known as a Habitat Conservation Plan (HCP), the project will create one of the largest utility-based HCPs in the country to focus on bats and vegetation management.

Why a new approach is needed

Vegetation management, including tree trimming and removal, is necessary as the company makes strategic grid investments to enhance reliability for 8.4 million electric utility customers across six states. But trees are also a crucial part of the ecosystem and natural beauty of our service areas, as well as habitats for many species including bats. When not hibernating, many live in trees and raise their young in the crevasses of the bark or within branches and leaf clusters.

“It’s not either/or. As a company, we have to do both,” said Scott Fletcher, manager of Duke Energy’s Natural Resources group. “Advancing our clean energy transition requires the management of vegetation and a continued commitment to environmental stewardship and biodiversity.”

In the past, only a few species in the company’s service area were designated as endangered by the U.S. Fish and Wildlife Service (USFWS), so Duke Energy could address potential impacts by seasonally restricting work and obtaining permits on a project-by-project basis. That has changed as scientists monitor substantial declines in bat populations.

Eight species are now categorized as federally endangered or threatened. White-nose syndrome, an invasive fungal disease, is a leading cause of this decline.

“Today, the bats we need to protect are potentially everywhere and nowhere at once,” Hartis said. “Some bat species’ range includes nearly the whole Eastern United States, and pretty much any tree could be their home.”

“Given the increased scope of the problem, our old approach of tree-by-tree avoidance simply isn’t feasible,” Fletcher added. “It wouldn’t be good for our customers, good for our crews, or for the bats. We realized that we need to develop a new way forward.”

What makes an HCP different?

The company realized a broader, more inclusive approach was needed, one that would protect covered bats while also facilitating necessary utility work along Duke Energy’s more than 380,000 miles of right of way.

“We are developing an HCP because it is a comprehensive, big-picture approach,” Fletcher said. “It’s a cooperative effort between Duke Energy and USFWS, and a great example of bringing the private and public sectors together to work on challenging problems.”

Cooperation and coordination are essential as the company sets an ambitious goal to avoid, minimize and mitigate impacts to covered bats, as well as support for long-term bat conservation through land management, conservation and protection.

A plan of this scope doesn’t happen overnight. The company began initial outreach to stakeholders and data assembly in late 2023. Now they are in the process of collaborating with USFWS and will be working through the service’s formal public involvement process until mid-2025, with a goal of permit issuance by 2026.

“That may seem like a long timeline, but it’s very reasonable considering the scale of the project,” Hartis said. “You have to remember that this HCP is very large and geographically diverse – it’s designed to cover all parts of our service area, from the Midwest to the Carolinas and Florida.”

Fletcher added, “Plus, the permit will last up to 30 years. That will mean greater certainty and efficiency for all parties. Having a plan like this in place will help to streamline our work, which in turn helps to control costs and speed advancements for our customers while also creating benefits for bats.”

Endangered Species Conservation Fund

Showing their support for the project, the U.S. Fish and Wildlife Service awarded Duke Energy a $1 million grant for 2024-2025, with the option to reapply annually, to facilitate the development of the HCP.

Leading the way

Innovation is a key component of Duke Energy’s planning for the future – but innovation isn’t just for power plants or grid technology. Innovative re-thinking is helping the company develop new comprehensive planning to protect bats while also making improvements to better serve customers.

The project could be a step forward for the utility industry. As one of the first utilities to pursue an HCP specifically for bats and vegetation management, Hartis said the company could establish an industry standard.

“It’s incredibly exciting to see Duke Energy take on something of this scale,” he said. “And I love making a difference for endangered bat species – especially because they are so frequently misunderstood. Hopefully, everyone will get more of an opportunity to get to know and appreciate bats.”

View original content here.

SLB has released 2023 Women and Pay—Improving Gender Harmony at SLB, the second in a biennial series aimed at increasing transparency of the company’s pay practices for employees and external stakeholders.

This report is an important tool for identifying key focus areas and actionable strategies to achieve gender balance at all levels of SLB.

“As part of our diversity efforts, we are committed to increasing representation across the company,” says Carlos Sarmiento, director, Culture, Diversity, and Inclusion. “But more than that, we want to foster a culture of belonging. When we have gender harmony, we have an environment where employees feel respected and valued.”

The report analyzed pay data for SLB’s salaried workforce, comparing the base salaries for male and female employees in similar roles and levels of responsibility. The aggregate data showed an average global pay gap of 2.37% and a median global pay gap of 1.76%, both favoring men.

Since the last report, SLB has taken actions to successfully narrow the equal pay gap distribution, with a focus on reducing the larger equal pay gaps and have the majority be within 2%. Of the equal pay gaps, 40.33% were within 2%—an improvement from 31.63% over the past two years.

“Using the data-based findings from these reports, we have taken strategic actions to reduce the equal pay gap at SLB. I am proud to say that in the last two years, since the first report came out, we have made consistent progress,” says Carmen Rando Béjar, chief people officer. “However, this is an ongoing process, and we will continue to gather data and identify more initiatives as part of our goal to achieve gender balance and further build an inclusive company culture.”

Various internal and external factors influence the equal pay gap. To broaden its analysis with new data points, SLB examined this gap through the lens of parenthood. Consistent with Nobel Prize-winning economist Claudia Goldin’s research, it was found that the more children a female employee has, the wider the pay gap. This data allows SLB to take a holistic view of the factors driving the pay gap and develop targeted initiatives for improvement.

SLB’s recognition at the World 50 2024 Inclusion and Diversity Impact Awards underscores the company’s commitment to further narrow the equal pay gap. This year, SLB was a finalist in the Transparency Award category, which honors organizations that openly declare their positions and share their goals for improvement in diversity and inclusion.

To learn more about what SLB is doing to improve gender balance and to review data results from the report, visit www.slb.com/2023WomenAndPayReport.

View original content here.

SLB has released 2023 Women and Pay—Improving Gender Harmony at SLB, the second in a biennial series aimed at increasing transparency of the company’s pay practices for employees and external stakeholders.

This report is an important tool for identifying key focus areas and actionable strategies to achieve gender balance at all levels of SLB.

“As part of our diversity efforts, we are committed to increasing representation across the company,” says Carlos Sarmiento, director, Culture, Diversity, and Inclusion. “But more than that, we want to foster a culture of belonging. When we have gender harmony, we have an environment where employees feel respected and valued.”

The report analyzed pay data for SLB’s salaried workforce, comparing the base salaries for male and female employees in similar roles and levels of responsibility. The aggregate data showed an average global pay gap of 2.37% and a median global pay gap of 1.76%, both favoring men.

Since the last report, SLB has taken actions to successfully narrow the equal pay gap distribution, with a focus on reducing the larger equal pay gaps and have the majority be within 2%. Of the equal pay gaps, 40.33% were within 2%—an improvement from 31.63% over the past two years.

“Using the data-based findings from these reports, we have taken strategic actions to reduce the equal pay gap at SLB. I am proud to say that in the last two years, since the first report came out, we have made consistent progress,” says Carmen Rando Béjar, chief people officer. “However, this is an ongoing process, and we will continue to gather data and identify more initiatives as part of our goal to achieve gender balance and further build an inclusive company culture.”

Various internal and external factors influence the equal pay gap. To broaden its analysis with new data points, SLB examined this gap through the lens of parenthood. Consistent with Nobel Prize-winning economist Claudia Goldin’s research, it was found that the more children a female employee has, the wider the pay gap. This data allows SLB to take a holistic view of the factors driving the pay gap and develop targeted initiatives for improvement.

SLB’s recognition at the World 50 2024 Inclusion and Diversity Impact Awards underscores the company’s commitment to further narrow the equal pay gap. This year, SLB was a finalist in the Transparency Award category, which honors organizations that openly declare their positions and share their goals for improvement in diversity and inclusion.

To learn more about what SLB is doing to improve gender balance and to review data results from the report, visit www.slb.com/2023WomenAndPayReport.

View original content here.

SLB has released 2023 Women and Pay—Improving Gender Harmony at SLB, the second in a biennial series aimed at increasing transparency of the company’s pay practices for employees and external stakeholders.

This report is an important tool for identifying key focus areas and actionable strategies to achieve gender balance at all levels of SLB.

“As part of our diversity efforts, we are committed to increasing representation across the company,” says Carlos Sarmiento, director, Culture, Diversity, and Inclusion. “But more than that, we want to foster a culture of belonging. When we have gender harmony, we have an environment where employees feel respected and valued.”

The report analyzed pay data for SLB’s salaried workforce, comparing the base salaries for male and female employees in similar roles and levels of responsibility. The aggregate data showed an average global pay gap of 2.37% and a median global pay gap of 1.76%, both favoring men.

Since the last report, SLB has taken actions to successfully narrow the equal pay gap distribution, with a focus on reducing the larger equal pay gaps and have the majority be within 2%. Of the equal pay gaps, 40.33% were within 2%—an improvement from 31.63% over the past two years.

“Using the data-based findings from these reports, we have taken strategic actions to reduce the equal pay gap at SLB. I am proud to say that in the last two years, since the first report came out, we have made consistent progress,” says Carmen Rando Béjar, chief people officer. “However, this is an ongoing process, and we will continue to gather data and identify more initiatives as part of our goal to achieve gender balance and further build an inclusive company culture.”

Various internal and external factors influence the equal pay gap. To broaden its analysis with new data points, SLB examined this gap through the lens of parenthood. Consistent with Nobel Prize-winning economist Claudia Goldin’s research, it was found that the more children a female employee has, the wider the pay gap. This data allows SLB to take a holistic view of the factors driving the pay gap and develop targeted initiatives for improvement.

SLB’s recognition at the World 50 2024 Inclusion and Diversity Impact Awards underscores the company’s commitment to further narrow the equal pay gap. This year, SLB was a finalist in the Transparency Award category, which honors organizations that openly declare their positions and share their goals for improvement in diversity and inclusion.

To learn more about what SLB is doing to improve gender balance and to review data results from the report, visit www.slb.com/2023WomenAndPayReport.

View original content here.