Women find success, opportunity in petrochemicals

If ever there was an opportunity for women to take ownership of their careers, this is it.

The COVID-19 pandemic has brought a lot of disruption, uncertainty and heartbreak. But as the waters calm in the wake of the storm, professional opportunities are coming to light.

The key is embracing them.

During the World Petrochemical Conference hosted virtually March 8-12, IHS Markit brought together a panel of female leaders to discuss the opportunities ahead in the petrochemicals industry and beyond.

Claudia O'Rourke, plant manager for Oxy Chemicals Corp.'s chlor-alkali plant in Taft, La., believes that opportunities arise every day. Finding the courage to seize them is critical.

"Early in my career, I had a leader who told me to never say no to a job or project," O'Rourke said. "If people are asking you to work on a job or work on a project, it's because they see your ability, and a lot of times, it's for your development and growth."

Throughout her career, Justine Smith has had a number of mentors and leaders who saw her potential and recognized that her abilities could open more doors of opportunity. All it took was a push in the right direction.

Today, Smith serves as senior vice president of petrochemicals for Chevron Phillips Chemical Co., a position she contends she wouldn't have, had it not been for those leaders who encouraged her throughout her career.

"Many of the staff changes and positions I have had were really because of someone in my senior management seeing something in me and giving me the opportunity to (grow)," Smith said.

Smith believes that many companies, including her own, are taking a more proactive approach to creating work environments where women feel empowered and supported, able to follow their career paths to the heights they know they are capable of reaching.

Janile Parks isn't surprised to hear that women across the petrochemicals industry are stepping into more leadership roles.

She has served as director of community and government relations for FG LA L.L.C. since 2017. In that time, she has seen the industry grow and adapt, welcoming more women executives.

"Women have made inroads and we are (succeeding) in positions that have been traditionally held by men," Parks said. "In male-dominated workplaces women are thriving, and seeing a woman on equal footing with a male colleague is a powerful image."

Parks said there are many reasons for this, but she pointed to one initiative she is particularly proud of. FG LA, she said, has committed itself to providing mentorship opportunities for female students, offering them exposure to STEM/STEAM careers.

"I am a firm believer that if you find a platform, use it," Parks said. "As women in leadership positions we should lean into the opportunity to hold the door open for other women who will come behind us. One way to do that is through mentorship opportunities."

Holding the door open is critical. But sometimes, opening it is more important.

Patricia Rossman, chief diversity and inclusion officer at BASF Co., said some of the most important initiatives her company has implemented focus on the hiring process.

"We looked at where our actions weren't matching our good intentions," Rossman said. "What we saw was a tendency to hire ourselves."

So BASF changed its approach. It started with the hiring team and worked to ensure that it was diversified. This meant that at least half of the hiring team represented a diverse group of BASF employees.

The company also made sure that everyone on the hiring team had a voice in the hiring process. To achieve this, the hiring manager is always the last to speak, giving that person the opportunity to listen before acting.

Broadening the application pool also was important to BASF, which wanted to continue to attract the best possible candidates for every job opportunity.

"We looked at the way we post our job descriptions," Rossman said. "Are they as attractive to women as they are to men?

"We found that these were additive changes. We didn't lose the men who continued to apply for and get strong jobs at BASF. But we did get a much more diverse applicant pool."

Once those hires are in the door, it is important for companies to create environments where they can thrive—not only by ensuring they are included and heard, but ensuring that the career paths before them are transparent and achievable.

Smith believes that employee support and resource programs, such as those designed to allow women to network and grow professionally, can help achieve these aims.

Ultimately, the goal is to level the playing field and to create work cultures where individuals feel their contributions matter.

Ironically, it's COVID-19 that has provided more opportunities for inclusion. As companies embrace telecommunications and converse more frequently through Zoom and Teams meetings, professionals are finding they have the opportunity to contribute in more meaningful ways.

"Zoom allows everyone to be equal on the screen," Smith said. "It equalizes the meeting."

Rossman agreed. She also has seen telecommunications level the playing field by giving employees at satellite offices the opportunity to contribute in ways that only employees at headquarter facilities previously could.

Learning to embrace technology, searching for ways to diversify the work force and actively working to empower employees will allow every worker a chance to reach their loftiest goals.

"All of these things together are making a difference," Rossman said. "It is not just about attracting talent, it is making sure they can thrive when they are with us."