The City, and later Canary Wharf became my working home. I loved it, and in many ways I still do. The energy, the pace, the atmosphere still ignite me. Around 25 years ago, I stepped away from my technology career and turned my attention to diversity, equity and inclusion in financial services. Long before terms like “women returners” were widely recognised, I worked to support women re‑entering the workforce. That expanded into women’s networks, recruitment initiatives, and involvement with the Women in Finance Charter. I have even appeared before the treasury select committee- talking about sexism in the city. More recently, my focus has shifted to leaders – by definition still predominantly men – and helping them adopt inclusive practices so people from under‑represented groups are seen, heard and valued in exactly the same way as those from well‑represented groups.
A few years ago, I began exploring other sectors, particularly energy. While the locations may not always have the same buzz as Canary Wharf, the reception more than makes up for it. The energy sector has something financial services often lacks: a clear and urgent need for diversity, equity and inclusion.
Energy leaders talk openly about the requirement to recruit hundreds of thousands of new people into the sector. They know those people can’t all look like me. They recognise the need to reduce risk, increase innovation and improve productivity – and they understand that equity and inclusion are critical to achieving those goals.
The starting point, of course, was very different. Unlike financial services, parts of the energy industry had to confront basics that others took for granted – from installing women’s toilets to providing PPE that actually fits the female form. That groundwork mattered, and it worked. Now the focus has shifted to inclusion: recognising that culture must change so that this new workforce is genuinely seen, heard and valued.
This stands in stark contrast to much of financial services, where the DEI business case is too often framed as “the right thing to do” or as a response to pressure from government, regulators or shareholders.
Doing the right thing matters – but on its own, it will not drive progress.
Real change happens when there is a genuine business need. And that need is coming fast. Over the next decade, wealth in the UK will increasingly pass from the wallet to the purse. Women will control more wealth, more spending power and more investment decisions.
Financial services leaders: if you believe you don’t need a more diverse and inclusive sector today – one that is innovative, productive and better at managing risk – then watch closely. Because in a decade, the need may look very different indeed.