Diversity & Inclusion


Many organisations are now including Diversity and Inclusion within their Corporate Social Responsibility agenda.

This has developed from a growing understanding of how Diversity and Inclusion are vital to the core business strategy of a sustainable organisation. Creating an organisation that sees and uses difference as a competitive advantage establishes the foundation for that organisation to thrive in the future.
A key dimension is being able to hold and value multiple perspectives. As Marcel Proust observed, "The real voyage of discovery consists not of finding new lands but of seeing the territory with new eyes."  Socially responsible, diverse, inclusive associations embrace the idea of "one mission, multiple perspectives" as a way to create a more sustainable organisation.

When people simultaneously examine the issues of dominance, power, and marginalization—and when leaders model a commitment to build a socially responsible and diverse and inclusive association—energy is unleashed. People come forward and offer to help. They step up to the challenges because they believe that who they are, what they know, and what they do matters.

Terri has worked with Diversity and Inclusion for some 15 years; her experience includes:-

  • Being a member of Amoco’s Diversity Advisory Council from the UK.
  • Bringing together 9 different European locations and 3 different businesses to create a European Shared Service organisation, offering IT, Finance, Procurement, HR, Legal, Environmental Health and Safety, and Public Affairs Services across all.
  • Working with the Head of Diversity & Inclusion following the merger with BP and Amoco, to set up the BP UK Diversity Forum.
  • Facilitating sessions at the European Diversity and Inclusion conference for c200 BP Leaders, focusing specifically on developing female leaders and developing local leaders to replace the UK/US leaders in none UK/US countries.
  • Working on a merger, with the CEO, COO and the 18 top level leaders from across  6 companies and 6 former Yugoslavian countries. It was a highly complex merger, with many different stakeholders, cultures and needs to be met.
  • Introducing Leadership and Coaching to first time leaders in the Middle East.
  • Developing Stakeholder Management and Engagement approaches within Middle Eastern Companies.
  • Developing a Diversity and Inclusion culture across 6 Countries within a European food company as part of the Corporate Sustainability Agenda.
  • Identifying why female leaders get stuck at a particular level and what is required to progress their careers further, within an International Energy Company