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“We will treat our people as our greatest asset.” This phrase is not only one of DOE’s management principles, but it is also the rock behind our new Diversity and Inclusion Strategic Plan.

In March, we released our plan as reinforcement to employees of their value and provided strategies to ensure equitable opportunities for all employees to fulfill their goals while carrying out DOE’s mission.   

Secretary Chu ignited DOE’s diversity initiatives in March 2011 by establishing an Office of Diversity Programs to analyze the diversity practices at DOE and develop recommendations that would foster a DOE culture of collaboration, flexibility and fairness.  In order to achieve this culture change, Secretary Chu asked that each “DOE senior leader, manager, and employee join [him] in taking immediate and sustained action to better promote our Department as a positive model of equal opportunity, diversity, and inclusion.”

President Obama’s August 2011 Executive Order on Establishing a Coordinated Government-wide Initiative to Promote Diversity and Inclusion in the Federal Workforce solidified Secretary Chu’s diversity and inclusion vision for DOE.  The Executive Order requires DOE and all other Federal agencies to develop and issue Strategic Plans on Diversity and Inclusion, in which diversity and inclusion efforts are coordinated in a collaborative and integrated manner as a key component of management and operational excellence.

DOE’s Diversity and Inclusion Strategic Plan requires all diversity and inclusion initiatives to be focused on DOE’s mission and builds in accountability and continual learning strategies to affect cultural change.  It also:

  • Provides  a universal definition of diversity and inclusion;
  • Designs strategic outreach and recruitment initiatives to reach all communities to improve the flow of applicants for DOE vacancies;
  • Creates an internal DOE-wide Diversity and Inclusion Council to monitor progress and advise the Secretary on recommendations for needed improvement;
  • Promotes effective communication with employees and stakeholders to heighten awareness of diversity and inclusion initiatives and share best practices;
  • Promotes diversity, inclusion, and equity in leadership development programs;
  • Raises the value of employee resource groups in diversity and inclusion initiatives, including the recruitment and retention of persons with disabilities and veterans, and
  • Demonstrates leadership commitment and strategic sustainability for diversity and inclusion.