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DIVERSITY AND INCLUSION AT DE BEERS GROUP

We are committed to enabling an inclusive culture where diversity of all forms is highly valued.

We want to attract, retain and develop the best people. By removing barriers and being inclusive, we will better engage and develop the brilliant talent we need to succeed in an ever-changing world.

GENDER DIVERSITY

Developing and empowering women in our business and our producer country communities is not only the right thing to do, it’s a smart thing to do.
 
When it comes to gender diversity, the numbers tell the story:
 
Amanda Kioke (ECA) touring the Victor Pit 0%

Women that make up the global talent pool

Chinese bridal consumer 0%

Consumers, across all diamond jewellery markets globally, that are female

Boniswa Dladla, Ore Processing Engineer, Communicating with plant control room. Venetia Mine, South Africa 0%

Top quartile companies for gender diversity likely to post financial results above national median*

We want to be a place where the best talent wants to work – male or female – and where anyone can develop and progress. Yet with only 24 per cent of our people being female, we face a clear and significant challenge to improve gender diversity.

INCREASING GENDER DIVERSITY: FOCUS AREAS

DRIVING CHANGE

Our senior leaders set the tone by actively showing what it means to be inclusive through their words and actions. All senior leaders are going through unconscious bias training to become more aware of the biases that block diversity in the workplace, as well as equipping line managers through training and tool kits.

We are giving a voice to female leaders through reciprocal mentoring, where female employees are paired with senior leaders to learn from one another.

REMOVING BARRIERS

Every day experiences of work matter, so we’re reviewing working practices and introducing new policies, processes and talent development programmes.

We will be providing opportunities for everyone to develop through access to internal and external networks, career coaching, workshops and forums.

TRACKING PROGRESS

This is not a quick fix – and that’s why it’s important to track, and respond to, our short and long-term progress, including the way people feel about working at De Beers Group.

*McKinsey, 2015