Big Leaps And Small Steps: Driving Gender Equality At National Grid

Plenty has been written about gender equality—and plenty by women and about women.

In recognition of International Men’s Day this year, I wanted to explore gender equality through a male lens and look at what male CEOs of some of the UK’s leading organizations are doing differently to improve gender equality in their organizations.

Here John Pettigrew, CEO of National Grid, shares his views.

Industry At A Point Of Transition

No one can doubt the challenges facing the energy sector right now. It is in a period of transition and Pettigrew believes it will take somewhere in the region of an additional 400,000 hires in the industry to deliver on net zero in the coming decade. Research carried out by the company showed that 83% of women want to be a part of the energy transition. However, for decades the energy industry has not been a natural home for women when it comes to careers.

For National Grid and others in the industry, it means that there is an untapped talent pool to contribute to this change. Pettigrew confirms: “It is massively important to us that we attract people from all parts of society. We cannot afford to ignore any elements of it. We need to appeal to women and those from other groups, and welcome them into an industry that has not historically been that attractive to them.”

Pettigrew comments: “Fundamentally, as a firm, we value difference. We have spent time with our leadership team and our colleagues to increase awareness of the value of cultural difference. And that has been so important.” 

It’s The Small Things That Make The Difference

National Grid is wholly committed to creating a diverse workforce and Pettigrew shared some of the actions his firm has taken. It has set up major initiatives, but these are also bolstered by seemingly smaller yet impactful actions.

Pettigrew provides some examples. The first relates to car parking at its head office. Too few spaces for too many people. Those arriving at work earlier than others got the spaces. The company found that for those who arrived later to the office, having completed the school run or after managing other outside-of-work duties, they rarely got parking spaces. However, this has changed. The introduction of an allocation of parking slots based on individual circumstances meant favoritism to early arrivers was removed. Small change, big difference.

Similarly, the firm is championing the redesign of the equipment that needs to be worn in the field. Such as that used to climb up wooden poles—which is fundamental to some day-to-day work of National Grid. For female apprentices, the harness is uncomfortable. It has been designed for the male body. Suppliers argue that there is not the demand (yet) for a redesign of the equipment but, for Pettigrew, the argument is clear. He wants to attract women into the firm, so the equipment needs to change.

These seemingly slight adjustments can really make the difference to attracting and retaining great talent.

It’s The Big Things That Make Wholesale Change

For Pettigrew, these small shifts support the firm’s bigger initiatives.

Initiatives such as ensuring the visibility of female role models. National Grid’s leadership team is 40% women—a greater proportion than across the entire firm. Not only do women early in their career see the role women play further along the career journey, but these senior women also mentor junior managers. Pettigrew comments: “It's incredibly impactful for women in our organization to be able to talk to, relate to and see hugely successful women at a senior level.”

The firm has also set up employee resource groups specifically for women. These groups help to share best practice and discuss issues—but also ensure that the women in the firm have a strong and loud voice. And there’s another shift. In recent years, this initially all-female group has more men joining it to increase their understanding and awareness, and to become better allies to their female colleagues.

Training around unconscious bias and cultural awareness has been useful to encourage people to better understand themselves—and each other. Always oversubscribed, Pettigrew is clear that this is not mandatory training but “we encourage people to do the right thing”.

Pettigrew has also published the firm’s first-ever Responsible Business Charter, alongside its annual financial report. The Charter sets out what it means to be a purpose-led business with strong commitments against each of the core areas, including how National Grid will improve diversity and inclusion across the company. For Pettigrew, making this a public statement is important to share the firm’s ambitions and make it accountable.

It’s Not About Fixing Women

For Pettigrew, it is the organization and the “system” that needs to change, rather than “fixing women” through a specific training course or a women-only program. It is about understanding the individual, being aware of differing needs and making impactful adjustments.

This recognition of us all being different is highlighted by how Pettigrew talks with women in his team who are about to go on maternity leave. Together they have an open conversation about how the employee wants to interact with the firm while she is away from her job. And he does this because of an incorrect assumption he had once made: that women would want nothing to do with work while focusing on a new baby. Pettigrew now recognizes that some want to retain the connection and interaction, while others are keen to have no distractions. It is about understanding and supporting those individual choices.

So, what of the future?

Building a more attractive industry for women is crucial and, together with other energy sector CEOs, Pettigrew is sharing the actions his firm is taking, what’s working and what isn’t.

He concludes: “As part of the POWERful Women Energy Leaders’ Coalition, we share and compare. Peer pressure is important when it comes to making real change. We have seen the group expand as other organizations realize the action they need to take.”