Diversity is critical to maintaining Battelle’s position as a global leader in science and technology, as a model organization for our staff, a preferred supplier to our customers, and a valued partner in the communities in which we work and live.
Battelle is committed to diversity for two reasons:
First, it’s the right thing to do. We have never met an employee who doesn't want to be valued, treated with respect, and have the opportunity to achieve their full potential.
Second, it’s good business. In order to be “best-in-class,” we need to attract and retain the best talent throughout our organization, and we benefit when our workforce mirrors the diversity in our clients and communities.
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Jeff Wadsworth,
President and CEO
of Battelle
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Demetrai Mitchell,
Director of Diversity & Inclusion |
Our diversity strategy has three major components:
Affirmative Action – getting diverse talent in the door
Valuing Differences – creating effectively managed diverse teams
Managing Diversity – providing systems and inclusive policies and practices allow employees to become fully engaged and rewarded accordingly.
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The essence of diversity is using all the different talent, experience, perspectives, and knowledge that we bring to work every day to make better decisions to service the needs of our customers and to participate meaningfully in our communities.
Diversity is an integral part of our strategy to win in the marketplace and to be the best corporate citizen.
A Message from Our CEO:
Battelle’s support for diversity and inclusion goes much deeper than mere “window dressing.” It is a core organizational value for Battelle. I view the pursuit of diversity and inclusion not only as the right thing to do, but also as very good business practice. A broader mix of perspectives from our colleagues creates a better reservoir of creativity available for assignments and strategic problem-solving.
By leveraging our differences, we can create an environment in which our staff works more effectively to drive high levels of innovation, holistic problem-solving and best-of-class leadership and performance. In fact, data indicates that workplaces that incorporate diversity of background, experience and thought are able to accelerate innovation more quickly than more homogeneous workplaces.
Great ideas often come from people with unique talents and experiences working together in a supportive, respectful environment. We want to recruit the “best and brightest” and turn the energy behind their similarities and differences, regardless of gender, ethnicity, age or any other factor, into actionable ideas that lead directly to innovation
Diversity and inclusion have been interwoven into everything we do at Battelle—from corporate initiatives to Employee Resource Groups (ERGs) and cultural events and celebrations. And our efforts extend beyond our office walls. We’ve funded scholarships at a variety of institutions, such as Stony Brook University’s Women in Science Education program, and we participate in national diversity conferences and offer internship opportunities.
This strategy is already bearing fruit. For example, more than a dozen individuals affiliated with the National Society of Black Engineers have joined Battelle Columbus as employees during the past two years.
We’ve made great strides in creating a diverse workforce and creating an inclusive environment, but we still have a long way to go. I encourage all staff to do their part in fostering a diverse and inclusive Battelle.