Last month, over 70 professionals from across the north-east energy sector gathered at Norwood Hall in Aberdeen for a breakfast watch party marking the launch of POWERful Women’s 2025 statistics.
With seven outstanding table hosts guiding early-morning conversations, the event created space for honest, challenging, and inspiring discussion. One month on, key themes are still resonating.
Leadership matters and must be visible.
One of the most consistent themes across tables was the power of leadership in shaping inclusive culture. Sponsorship from the top is vital backed by visible behaviours: role-modelling work/life balance, respecting flexible working, and actively promoting diverse talent.
“Culture isn’t a document, it is what leaders allow, reward and challenge every day.”
Inclusion struggles in uncertain times.
The wider context of market volatility and policy shifts is important. Several attendees reflected on how uncertainty in the energy sector is slowing DEI progress, with some development and inclusion initiatives being quietly sidelined. The message needs to be inclusion that inclusion is not a luxury, it is in fact part of how we build resilient, future-ready businesses.
The start-up mindset makes a difference.
One newer organisation was praised for its open, inclusive culture where flexibility and respect for life beyond work were built in from day one. Is this success attributable to an organisation’s “start-up” status,?
“What’s stopping bigger organisations behaving like the best start-ups?” Legacy is often an easy get out.
The UK is ahead.
In global companies, some participants highlighted the difference in experience for professional women in the UK versus colleagues overseas. While challenges remain here, the UK’s approach to work/life balance, flexible working, and gender equity was seen as more progressive in comparison to other markets.
Language shapes leadership and culture.
What of the role of language in shaping perceptions of leadership. Many leadership qualities are still described in traditionally masculine-coded terms (assertiveness, dominance, control) while more collaborative or empathetic traits are undervalued. This kind of linguistic framing has a powerful impact on how leadership potential is identified, a more inclusive leadership must also examine the words used to define it.
We must avoid a two-tier workplace.
There is an uneven pace of progress across functions. Office-based roles often see improvements in gender balance and flexibility, technical, operational and offshore roles remain far behind. These are often the very areas with the fewest inclusion mechanisms. Without engaging the harder-to-reach parts of our organisations, we risk reinforcing a two-tier system.
Allyship is an essential tool.
The presence of male attendees was noted and appreciated. Across tables, participants shared examples of positive allyship: men taking shared parental leave, pushing for balanced hiring, or simply asking the right questions. As one table host put it:
“Allyship isn’t about taking over the space, it’s about making sure others are welcomed into it.”
Merit and fairness matter.
There was clear consensus that progression must be based on merit. Equally, there was recognition that without removing barriers, true meritocracy cannot exist. Supporting diverse pathways to success is about levelling the playing field so everyone can thrive.
And yes, the basics still count.
One comment that raised smiles:
“If you want to know how progressive an employer really is, check the women’s toilets. Are they missing, or doubling as a storage cupboard?”
A sharp reminder that inclusion is often signalled through the everyday.
We’re especially grateful to the individuals who helped shape the depth and direction of the discussions:
- Katharine Descamps, bp
- Donna Sutherland, Veri Energy
- Bethan Vasey, Shell
- Steve Swindell, Xodus Group
- Stuart Payne, NSTA
- Jacquelynn Craw, MBE
- Roy Buchan, Port of Aberdeen
- Louise Stewart, OEUK
Their contributions as table hosts, speakers and engaged participants brought honesty, insight and momentum to the room.
From Reflection to Responsibility – what is the ask?
• Leaders, please keep the conversation going, and keep modelling the change you want to see.
• Managers, please ask how inclusion looks in your team, not just your org chart.
• Everyone, please speak up, listen actively, and help build workplaces where all talent can thrive.
Let’s not wait for another annual report, let’s keep building on what we’ve started.
Read the full POWERful Women 2025 report here www.powerfulwomen.org.uk