3 Question response
Queenstar
GeneseeWyomingsDiversityBreakdown.pptxGenesee & Wyoming’s Diversity Breakdown.
A look at the lack of diversity within the company’s leadership sector
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Organizational History & Background
The company began in 1899
7,300 employees and serves 3,000 customers
Operates in 42 states, four Canadian provinces, and more than 13,000 track-miles
G&W’s Europe Region (which includes the United Kingdom) has the largest rail maritime intermodal operation and the second-largest freight rail provider in Continental Europe
About Us
Genesee & Wyoming Inc. owns or leases 116 freight shortline railroads worldwide (collectively “G&W” or the “company”)* organized in locally managed operating regions.
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Operational Headquarters
Located in Jacksonville, Florida
Operations includes:
Customer service
Dispatching
Financial & Accounting
Training Operations
Core Purpose
“...to be the safest and most respected transportation service provider in the world (G&W, 2021).”
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Relevant Terms
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- Railroad Classification- Based on the revenue amounts that a railroad has obtained, a railroad can be classified as a Class One or Class Two railroad (AAR, 2021).
- Short-line Railroad- Short line railroad is a Class Two rail line that provides commodities and services for a Class One railroad (AAR, 2021).
- Civil Penalty Assessment (CFR) 49 U.S.C. 21301; 28 U.S.C. 2461- Penalty assessment stating that the amount of the penalty shall be at least $500 but not more than $25,000 (Legal Information Institute, 2021).
- The Association of American Railroads (AAR)- Organization that has set the policy and standards for American railroads (AAR, 2021).
- Genesee & Wyoming (G&W)- Short line railroad company, operating under parent company and financial brokerage firm, Brookshire. G&W currently has more than 100 railroads operating in the United States (G&W, 2021).
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G&W has stood on the reputation of providing a safe transportation company
Built over a 100-year history of acquisitions and foundational growth
All employees must responsibly act in a legal, safe, and ethical manner, at all times (G&W, 2021)
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Organizational Reputation and Sustainability
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What are they? What does it mean? What’s the difference?
G&W is the owner/operator of over 100 shortline rail lines
Provide services and commodities for larger railroads, which are referred to as Class One Railroads
Examples of Class One’s are CSX, Norfolk Southern, and BNSF
Also based on the amount of revenue being generated, based on the amount of freight being transported
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Shortline Railroads
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Executive Board and Leadership Composition
An introduction...
“About Us". Genesee & Wyoming, Inc. History of the National Transportation Safety Board. (2017). Ntsb.gov. https://www.ntsb.gov/about/history/Pages/default.aspx
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G&W’s executive board is comprised of 13 members, which includes the chief executive office, chief financial officer, and general counsel and secretary. North American Operations are headed by 4 members, and European operations are headed by 7 members
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“About Us". Genesee & Wyoming, Inc. History of the National Transportation Safety Board. (2017). Ntsb.gov. https://www.ntsb.gov/about/history/Pages/default.aspx
John C. Hellmann
Chief Executive Officer
Executive Board and Leadership Composition
Allison M. Fergus
General Counsel & Secretary
Michael O. Miller
President, North America
Mary Ellen Russell
Global H.R. Officer
Thomas D. Savage
Chief Financial Officer
Matthew O. Walsh
Executive Vice President,
Global Corporate Development
Mike Peters
Chief Commercial Officer, North America
Tianbing Qian
Chief Information Officer
Andrew T. Chunko
Senior Vice President, Operations Support
Sarah Greene
Senior Vice President and Corporate Controller
Marty Pohlod
Senior Vice President, Corporate Commercial
Jerry E. Vest
Senior Vice President, Government
& Industry Affairs
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Executive Board and Leadership Composition
...Continued
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Tom Ciuba
Vice President, Communications
James E. Irvin
Senior Vice President/Southern Region
Rick McLellan
President, Genesee & Wyoming Canada Inc.
J. Bradley Ovitt
Senior Vice President/Western Region
Len Wagner
Senior Vice President/Northern Region
Eddie Aston
Chief Executive Officer/UK Operations
Will Wright
Chief Financial Officer/UK Operations
Andrew Daly
Chief Commercial Officer/UK Operations
Shaun Allen
Managing Director – Road Services
Chris Lawrenson
Managing Director – Terminal Services
“About Us". Genesee & Wyoming, Inc. History of the National Transportation Safety Board. (2017). Ntsb.govhttps://www.ntsb.gov/about/history/Pages/default.aspx
Tim Shakerley
Engineering & Operations Director
Geraint Harries
General Counsel/UK Operations
Glynis Appelbe
Human Resources Director/UK Operations
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Potential Gaps & Areas of Growth
Approaching G&W’s SWOT:
The SWOT focus on G&W’s diversity & inclusion efforts
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SWOT ANALYSIS
Identifying Areas of Growth
Organizational Strengths
| Item no. | Factor |
| 1 | Established |
| 2 | Safety Driven |
| 3 | Compliant |
| 4 | Growing/Developing |
| 5 | Marketing |
| 6 | Emergency preparedness |
| 7 | Vision |
| 8 | Localized headquarters |
| 9 | 24/7 Operations |
| 10 | Fiscally responsible |
Organizational Weaknesses
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| Item no. | Factor |
| 1 | Not unionized |
| 2 | Diversity/Inclusion training programs |
| 3 | Low morale |
| 4 | Pandemic |
| 5 | Lack of diversity |
| 6 | Mentorship program |
| 7 | Corporate compartmentalized |
| 8 | Culturally tone deaf |
| 9 | U.S. Veterans |
| 10 | Human resources |
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SWOT ANALYSIS
Identifying Areas of Growth
Organizational Opportunities
Organizational Threats
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| Item no. | Factor |
| 1 | Growing/Developing |
| 2 | Private Company |
| 3 | Lack of diversity |
| 4 | Communication |
| 5 | International |
| 6 | Stakeholders |
| 7 | Modernization |
| 8 | Education advancement |
| 9 | Community based initiatives |
| 10 | Employee wellness |
| Item no. | Factor |
| 1 | Not unionized |
| 2 | Employee burnout |
| 3 | Turnover rate |
| 4 | Pandemic |
| 5 | Demanding workload |
| 6 | Advanced technology |
| 7 | Low morale |
| 8 | Private company |
| 9 | Cultural causes and initiatives |
| 10 | Global |
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Internal Factor Evaluation (IFE)
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| Item | Weight | Rating | Weighted Score |
| Strengths | |||
| Established | 0.05 | 4 | 0.2 |
| Safety Driven | 0.05 | 4 | 0.2 |
| Compliant | 0.05 | 4 | 0.2 |
| Growing/Developing | 0.1 | 3 | 0.3 |
| Marketing | 0.02 | 2 | 0.04 |
| Emergency preparedness | 0.05 | 3 | 0.15 |
| Vision | 0.05 | 4 | 0.2 |
| Localized headquarters | 0.05 | 2 | 0.1 |
| 24/7 operations | 0.03 | 2 | 0.06 |
| Fiscally responsible | 0.05 | 3 | 0.15 |
| Weaknesses | |||
| Not unionized | 0.05 | 1 | 0.05 |
| Diversity/Inclusion Training Programs | 0.03 | 4 | 0.12 |
| Low morale | 0.04 | 3 | 0.12 |
| Pandemic | 0.05 | 2 | 0.1 |
| Lack of diversity | 0.05 | 4 | 0.2 |
| Mentorship program | 0.03 | 4 | 0.12 |
| Corporate compartmentalized | 0.05 | 3 | 0.15 |
| Tone deaf leadership | 0.1 | 4 | 0.4 |
| U.S. Veterans | 0.05 | 3 | 0.15 |
| Human Resources | 0.05 | 2 | 0.1 |
| Total | 1 | 3.11 |
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External Factor Evaluation (EFE)
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| Item | Weight | Rating | Weighted Score |
| Opportunities | |||
| Growing/Developing | 0.03 | 3 | 0.09 |
| Private Company | 0.06 | 2 | 0.12 |
| Lack of diversity | 0.05 | 1 | 0.05 |
| Communication | 0.05 | 2 | 0.1 |
| International | 0.05 | 3 | 0.15 |
| Stakeholders | 0.05 | 2 | 0.1 |
| Modernization | 0.05 | 2 | 0.1 |
| Education advancement | 0.05 | 2 | 0.1 |
| Community based initiatives | 0.02 | 3 | 0.04 |
| Employee wellness | 0.03 | 2 | 0.06 |
| Threats | |||
| Not unionized | 0.02 | 2 | 0.04 |
| Employee burnout | 0.05 | 2 | 0.1 |
| Turnover rate | 0.01 | 4 | 0.04 |
| Pandemic | 0.05 | 2 | 0.1 |
| Demanding workload | 0.25 | 4 | 1 |
| Advanced technology | 0.05 | 2 | 0.1 |
| Low morale | 0.05 | 4 | 0.2 |
| Private company | 0.05 | 2 | 0.1 |
| Cultural causes and initiatives | 0.01 | 3 | 0.03 |
| Global | 0.02 | 2 | 0.04 |
| Total | 1 | 2.68 |
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Defining the Problem
* G&W’s diversity issue stems from many internal factors.
* To name a few, a compartmentalized human resource department, the lack of mentorship programs, as well as the lack of training programs contributed to G&W’s diversity and inclusion gap.
* Both the IFE and EFE factors show that there is a problem with diversity and inclusion for G&W, namely within leadership.
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Possible Solutions
Add a footer
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Possible Solution One: Assess the company’s stance on diversity and inclusion
Possible Solution Two: Make diversity visible and aware
Possible Solution Three: Create diversity performance objectives
Possible Solution Four: Make a long-term commitment to maximize diversity and inclusion
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Evaluation of the Strategies
Strategy One
Create an assessment of diversity and inclusion standards
Strategy Two
Build and report a D&I Scorecard
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Quantitative Strategic Plan Matrix: Strengths & Weaknesses
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| D&I Assessment | D&I Scorecard | ||||
| Item | Weight | AS | TAS | AS | TAS |
| Strengths | |||||
| Established | 0.05 | 1 | 0.05 | 1 | 0.05 |
| Safety Driven | 0.05 | 1 | 0.05 | 1 | 0.05 |
| Compliant | 0.05 | 1 | 0.05 | 1 | 0.05 |
| Growing/Developing | 0.1 | 3 | 0.3 | 2 | 0.2 |
| Marketing | 0.02 | 2 | 0.04 | 2 | 0.04 |
| Emergency preparedness | 0.05 | 1 | 0.05 | 1 | 0.05 |
| Vision | 0.05 | 2 | 0.1 | 3 | 0.15 |
| Localized headquarters | 0.05 | 1 | 0.05 | 1 | 0.05 |
| 24/7 operations | 0.03 | 1 | 0.03 | 1 | 0.03 |
| Fiscally responsible | 0.05 | 1 | 0.05 | 1 | 0.05 |
| Weaknessess | |||||
| Not unionized | 0.05 | 1 | 0.05 | 1 | 0.05 |
| Diversity/Inclusion Training Programs | 0.03 | 4 | 0.12 | 3 | 0.09 |
| Low morale | 0.04 | 3 | 0.12 | 2 | 0.08 |
| Pandemic | 0.05 | 4 | 0.2 | 3 | 0.15 |
| Lack of diversity | 0.05 | 4 | 0.2 | 4 | 0.2 |
| Mentorship program | 0.03 | 3 | 0.09 | 2 | 0.06 |
| Corporate compartamentalized | 0.05 | 2 | 0.1 | 1 | 0.05 |
| Tone deaf leadership | 0.1 | 3 | 0.3 | 2 | 0.2 |
| U.S. Veterans | 0.05 | 1 | 0.05 | 1 | 0.05 |
| Human Resources | 0.05 | 3 | 0.15 | 3 | 0.15 |
| Total | 2.15 | 1.8 |
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Quantitative Strategic Plan Matrix: Opportunities & Threats
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| D&I Assessment | D&I Scorecard | ||||
| Item | Weight | AS | TAS | AS | TAS |
| Opportunities | |||||
| Growing/Developing | 0.03 | 3 | 0.09 | 2 | 0.06 |
| Private Company | 0.06 | 1 | 0.06 | 1 | 0.06 |
| Lack of diversity | 0.05 | 4 | 0.2 | 4 | 0.2 |
| Communication | 0.05 | 3 | 0.15 | 2 | 0.1 |
| International | 0.05 | 1 | 0.05 | 1 | 0.05 |
| Stakeholders | 0.05 | 2 | 0.1 | 1 | 0.05 |
| Modernization | 0.05 | 1 | 0.05 | 2 | 0.1 |
| Education advancement | 0.05 | 1 | 0.05 | 1 | 0.05 |
| Community based initiatives | 0.02 | 2 | 0.04 | 2 | 0.04 |
| Employee wellness | 0.03 | 3 | 0.09 | 3 | 0.09 |
| Threats | |||||
| Not unionized | 0.02 | 1 | 0.02 | 1 | 0.02 |
| Employee burnout | 0.05 | 2 | 0.1 | 1 | 0.05 |
| Turnover rate | 0.01 | 4 | 0.04 | 2 | 0.02 |
| Pandemic | 0.05 | 2 | 0.1 | 2 | 0.1 |
| Demanding workload | 0.25 | 3 | 0.75 | 1 | 0.25 |
| Advanced technology | 0.05 | 1 | 0.05 | 2 | 0.1 |
| Low morale | 0.05 | 4 | 0.2 | 1 | 0.05 |
| Private company | 0.05 | 1 | 0.05 | 2 | 0.1 |
| Cultural causes and initiaives | 0.01 | 4 | 0.04 | 3 | 0.03 |
| Global | 0.02 | 1 | 0.02 | 2 | 0.04 |
| Total | 2.25 | 1.56 |
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Summary of Most Important Strategy
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D&I Assessments:
* A more in-depth look into how the issue of diversity and inclusion can begin to be remedied
* Getting first-hand information, internally, from direct employees
* Preferred solution by stakeholders would be pleased with the movement towards wanting to increase a more diverse business community (Selvarajah et al., 2020).
The
QSPM supports the use of the first alternative:
Performing a D&I Assessment
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Action Plan
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Goal 1: Secure a third-party marketing research company to initiate the D&I assessment.
Goal 2: Communicate with third-party to develop questionnaire.
Goal 3: Oversee the issuance and retrieval for questionnaire answers
Goal 4: Distribute results from questionnaire/assessment.
Goal 5: Full implementation of D&I efforts after results have been fully discussed and communicated.
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Thank You
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References
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