The path to gender equality in the energy sector

The transition to clean energy will affect people from all walks of life, so as a company at the heart of this transition we need to work towards ensuring that everyone will benefit and no-one is left behind. This means cultivating a diverse workforce to make sure that all voices are represented and all requirements appreciated.

Our work to achieve gender equality at National Grid is gaining recognition, shown by our inclusion once again in The Times Top 50 Employers for Gender Equality. In celebration of this recent achievement, our Diversity, Equity and Inclusion (DEI) team share their insights on how we’re working towards gender equality in an energy sector workplace.

1. The work towards gender equality is never ‘finished’

National Grid has been recognised for its work to achieve gender equality by a number of bodies including the Equileap report, the Bloomberg Gender Equality Index and most recently the Times Top 50 Employers for Gender Equality.

However, this doesn’t mean our work is done. We intend to remain committed and invested to representing the communities we serve and are aiming for 50% diversity of our Group Executive and of our Board by 2025, including but not limited to a focus on gender and ethnicity.*

During the pandemic, we saw an impact on gender diversity as a disproportionate number of women left the workforce across all industries. Our aim is to reverse that and get back to a positive trend of female representation in leadership and non-traditional roles. We’ll approach this by working more closely with all areas of the business and all sites where people work, in particular with colleagues who are working in operational and field roles.

2. Focusing on diversity to attract new talent

76% of employees and jobseekers say a diverse workforce is an important factor when evaluating companies and job offers, according to a survey by Glassdoor. As the transition to clean energy will entail a variety of new job opportunities across the energy sector, we need to make sure we’re attracting the broadest talent pool from different and diverse areas.

As well as remaining focused on our existing colleagues, we’re mindful of the huge opportunity to ensure that future employees see National Grid as a company that they want to work for. Our Responsible Business Charter outlines the aim for 50% female representation and 40% ethnicity in our new talent population by 2025.

3. Weaving diversity into the fabric of a company

We plan to make sure DEI becomes embedded in all of National Grid’s businesses. Some of the ways we’re approaching this include:

Employee Resource Groups

Our Employee Resource Groups (ERGs) are an integral part of National Grid and we’re proud of how they add value and innovation to our business. They not only work within our organisation but also with the communities that we serve, providing a greater connectivity within our business units.

DEI business partners

We plan to introduce DEI business partners into each of our businesses. They'll be responsible for delivering dedicated advice, support and leadership on all DEI-related issues, as well as interpreting the company’s Global DEI direction into a meaningful approach for their business areas.

Women in Operations conference

In the National Grid Electricity Distribution (NGED) business we ran our first ever Women in Operations conference this year, where we brought together around 150 women and 50 male allies to celebrate women, look at the barriers they’re facing and hear their feedback on what we could do better. With plans to run the event again in future, this was the first of an exciting journey for women in NGED to talk about their future for gender equity.

4. Reviewing policies and processes through a lens of equality

Policies and processes need to be reviewed regularly in order that they remain as equitable as possible. We’re determined to ensure that no-one is made to feel that they should change to fit in and so we’re making sure that our recruitment practices are as inclusive as possible, with a view to removing barriers for people who we know can thrive in an organisation like ours.

One example of this is making sure that people who need a long-term break – for example to start a family, have medical treatment or care for family members – can return and thrive without feeling that their home life outside of work is a barrier.

5. Focusing on progress across all levels of the company

As a company within the energy sector, our representation of women at a very senior level is considered good in comparison to peer organisations.

One area where we still aim to improve this is in middle management, so we’re focusing attention on aspects such as mentoring, sponsorship and specific programmes for women in middle management positions. Our Women's ERG currently offers development programmes designed to further elevate and strengthen key skills – such as strategic networking – that will aid in advancing their careers.

6. Talking to employees about DEI

With at least three different generations in the workplace currently, we’re aware that familiarity with DEI can differ vastly, so it’s important to not assume that everyone has the same level of knowledge about it.

Those from one generation may never have had conversations about diversity and be unsure of what the ‘right thing’ is to say. Those from another generation may have no issue with calling out something that they find offensive. Some may be a mix of both.

To give all colleagues the best possible opportunity to understand DEI issues, we actively reach out to equip them with information and knowledge.

7. Taking a holistic view of inclusivity

To nurture an atmosphere of inclusivity and belonging, businesses can benefit from focusing on inclusion across the board, rather than looking at different aspects of diversity as completely separate to one another.

All strands of diversity are important – especially in a sector where innovation and fresh ideas are needed now more than ever – and taking an intersectional approach allows us to view colleagues as the individuals that they are.

Earlier this year we began inviting colleagues to self-identify, with an aim to better understand the vast spectrum of uniqueness that already exists within our business. This will allow us to be better equipped to meet their needs as well as working towards ensuring that everyone feels safe in bringing their full self to the workplace.

> Read more about DEI at National Grid

* National Grid Responsible Business Charter 2023