Case | HBS Case Collection | October 2012

Global Diversity and Inclusion at Royal Dutch Shell (A)

by Sandra J. Sucher and Elena Corsi

Abstract

Royal Dutch Shell has been among the early players to implement diversity and inclusion policies in the 1990s, first in the U.S. and then globally. In May 2009, Peter Voser, CFO and soon-to-be CEO, wants to adjust the company's business, headcount, and cost levels to adapt to changing economic conditions after one of the worst economic downturns in decades. His all-male executive committee has raised eyebrows since it is a step back from that of his predecessor, and he must decide whether to continue to promote the firm's emphasis on global diversity and inclusion while it restructures its business and reduces its managerial workforce.

Keywords: Organizational Change and Adaptation; Managerial Roles; Restructuring; Resignation and Termination; Diversity Characteristics; Financial Crisis; Energy Industry; Netherlands;

Citation:

Sucher, Sandra J., and Elena Corsi. "Global Diversity and Inclusion at Royal Dutch Shell (A)." Harvard Business School Case 613-063, October 2012.