Partner: Atkins
The world is growing to become a more inclusive place for minority groups. Meanwhile, the engineering field is still viewed as predominantly a space for white male people.
The industry undertakes STEM outreach in schools, it runs career fairs at universities, it furnishes graduate programmes, apprenticeships, all to attract and retain the best people.
The field of engineering is facing a skills shortage and companies still can’t get enough staff. The Institution of Engineering and Technology reports that half of all engineering companies experience difficulties with the skills available in the labour market and 71% experience an internal skills gap among their own workforces.
The industry needs to make sure it is doing everything it can to appeal to a broad pool of talent. This is where allyship comes in.
Allyship can have a positive impact on the lives of employees & company morale. It is any effort by an organisation or group to advance the interests of marginalised groups, within the organisation itself, or more broadly.
To quote Beyoncé, “Please continue to be the voice for the voiceless. Never forget, we can disagree in a way that is productive, to arrive at decisions that foster real change. And if you make a mistake, that’s okay too. But we all have a responsibility to hold ourselves accountable and change.”
All about people
Atkins is an example of the effect this support can have on a business, and while focusing on allyship from a company is important, ultimately, this is a story about people, their experiences, their perceptions and the issues they face.
Jake Master, a Marketing Manager in the UK Transportation business in Atkins and a co-chair of the Transportation Allies programme details an experience he had when he was young.
“One of my first experiences of racism was in the 70’s, when I was growing up, and I was at school. And I think I was about five at the time. And someone in the playground came in one day and said, “my mum said you’re brown because you don’t wash properly.” And, and I’d never heard anything like that before. And so I went home from school, and I was in the bath, and my mother had finished cleaning me and said, oh, you can get out of the bath now and get changed, ready for bed, and I was like, no, but Mom, I’m not clean. I’m still Brown. Because, that comment had made me think that the reason I was brown is because I was dirty. And my mom kind of said, what made you say that? And I explained what had happened and who had said that to me. And she kind of then explained that actually, you’re of Indian origin, you’re meant to be brown, it’s not dirt. You know, don’t listen to that conversation or that comment. And that was my first experience of racism. And those things were tolerated in the 70’s.”
This isn’t a problem that belongs just to the seventies. It persists and creates barriers even in the working world.
“I think more recently, my previous employer prior to joining Atkins, when I got the job at Atkins and was talking to my old, line manager, he turned around and said, well, I’m really surprised. Why would a company like that offer the job to someone like you? He didn’t say anything, you know, overtly. But reading in between the lines. The implication was, why would a predominantly white, engineering company want to employ someone from a, from an Indian origin. And that kind of stuff. But as I say, it wasn’t direct, it was more […] implied,” Master explains.
It was an indirect comment, difficult to call out. ‘It was just one of those comments that you take away and you think about in the car on the way home or whatever on the tube, and you kind of think, where did that come from? That was a bit out of place’ he says. However, it is not just racism that people face.
Master tells of a more recent experience, “And then about three or four years into my Atkins career, I was handing over a project and I had an accident in a hotel, while I was handing over the project, and I broke my spine in two places, which left me with a permanent disability that I’ve still got today.”
The discrimination of people with a disability is still prevalent today. Although not always purposeful, it is noticeable, even if unconscious.
A regular experience for Master, “You know, an irony is as a disabled individual, when I do have to use public transport to go somewhere, I’ll get on the train, and I’ll sit down, and I’ll have my crutch next to me. And I’ll often smile at myself in inside my head, because 9 times out of 10, the very last seat on that carriage that gets taken is the one that’s next to me, because I’m the disabled person. So, people would rather stand, than they would come and sit down next to someone who’s got a disability. And that’s not everybody, that’s not to say everybody acts in the same way. But it is quite noticeable.”
To provide perspective, of the 14.6 million disabled people in the UK, a third feel that there is a lot of disability prejudice. That’s almost five million people, just in the UK.
Where do companies come into this? Kellogg Kellogg, Senior Office Engineer for Atkins who runs the LGBTQ+ network in the US believes the world is changing.
“It’s changing very quickly. And […] as a company, you don’t want to be a dinosaur. You don’t want to be 20-30 years behind, you don’t want to be, have a culture of people that feel put down bullied, unworthy, insecure, you want a culture of people that feel empowered, positive, grateful, happy, encouraged, supported.”
At its core being an ally is about support, a willingness to learn about the struggles of people different to yourself, take them on board, and be an advocate for those people’s rights. This idea of allyship is an important part of a healthy business culture.
Setting up support networks
Atkins have set up programmes and staff networks to support colleagues and provide a safe place for conversation and questions. Groups for colleagues with a disability, for those who are from a minority ethnic background, LGBTQ+ communities, women, colleagues who are neurodivergent, people of different faiths. These aren’t just for members of the minority groups, they are also for other employees to join, encourage their colleagues and learn to become better allies. They are to foster understanding.
For some, allyship in a company can look cynical. Merely hopping on the bandwagon of corporate messaging. A simple way to boost their image using social issues. For others, it’s seeing that a company is willing to encourage them, validation that they won’t turn someone away because they are part of a minority group or because they might need alternative solutions or assistance. The discrepancies can be confusing, however, there is a combined understanding that allyship is an active, ongoing consciousness of the needs of others and how you can help them.
Master’s accident resulted in him spending nine months in hospital off work. ‘Lots of time in hospital, lots of time trying to get rehabilitated. At one stage, they were kind of saying we’re not sure if you’ll be able to walk, but I can walk, I just use the walking crutch to help me get around, so it stops me falling over anyway.”
He describes the experience as being eye-opening in how they helped him at a time when he was concerned about the security of his job. ‘The company was really supportive. They were keen to help me through my rehabilitation, they were very supportive in terms of flexible working, when I did return to the office. You know, long before the pandemic, I’m quite regularly working at home one-two days a week, just to take the pressure off having to go into the office and commute all of the time. So they’ve been really supportive all the way through.’
But one of the most important things for Master was how Atkins moved forwards from his accident 18 years ago.
“They wanted to understand how the accident happened. You know, and subsequent to that, they put in place a central booking function. So, all of our hotel bookings are now handled by a company that works with us, they pre-vet all of the sites from a health and safety perspective, in addition to the quality of the accommodation, those things weren’t in place before. You know, the companies also put in place various policies that support employees who are no longer able to work either because of life changing condition, or because they have some sort of ailment, that cuts their career short.”
Part of building an inclusive culture is to encourage people to talk about what their requirements are, whether that’s extra time to complete a task or a bigger monitor.
“We encourage that,” Master says, “we encourage people who have any sort of special requirement, to be honest and open about it. And the company will pay for those additional bits of support that individual needs. I need a special chair because of my disability. The company invested a lot of money in a chair that supports my back properly. When we all started working from home, the first question that was asked was, do you want us to send that chair to your house? Because you’re working at home?”
Master is a strong believer that, “it’s all about recognising the strengths that individuals of different backgrounds, affiliated with different groups with different conditions, how the diversity of our employee base really can come together to help develop our thinking, create more innovative solutions for our clients that are more inclusive and accessible as a result of that.”
Atkins is also taking steps to help other organisations improve their own allyship efforts. One of the contracts they are currently working on supports the Department of Transport’s station accessibility programme. Their audit examines the accessibility features of all 2,600 railway stations across the UK. They’re considering the ease of use for wheelchair users, people with visual impairments, and people who are neurodivergent. They’re questioning how people navigate through a station, whether there are facilities to meet their needs. This audit will help determine what investments are needed with future funding.
This is a project that Master is thrilled to be working on. ‘So those kinds of things are really, you know, great to be involved with. Showing that we can help shape the future of transport, make it more accessible, and open it up for individuals.’
He continues to stress “the thing we all share is a passion for wanting to make a difference. You know, wanting to change things, but wanting to deliver for the best in terms of what we can in, in the built environment for our clients and customers, but also to help that pride that you get from seeing a project through to completion from knowing that you’ve helped make a difference to the external world.”
Spreading the message
Master recently gave a presentation about allyship to Atkins’ Indian and Global Senior Leadership Teams.
“Having that conversation with my colleagues in India, they have a slightly different origin in terms of their starting place. And, you know, the approach in India to LGBTQ+ issues is very different to how it is in the West. And they still have a bit further to come along that journey in terms of reaching the same level of acceptance that we have in more westernised countries. But their acknowledgment, in terms of the fact that they do have some way to go, their conversation in terms of sharing experiences, you know, colleagues who are homosexual, colleagues who are lesbian, were quite willing to have that conversation in the dialogue I was having with them. But they were also quite willing to share what it’s like to be a part of that community, in a society where generally those things are not accepted.”
Similarly, at the global leadership presentation the differences in progress were really highlighted to Master. “We’re all at different stages on the journey. But the overriding message I had from all of those senior leaders is they want to promote benefits of diversity from whichever part of the world they’re from, recognising the strengths of others and the importance of having a diverse and inclusive workplace culture. So, all good stuff, really good things.”
Another Atkins employee who is spearheading the movement is Kyle Kellogg, who leads the company’s LGBTQ+ network in the US. He came out in a very different environment to today. ‘When I came out at 16, STEM careers, for a gay person were very intimidating. They were very masculine driven; they were very conservative. And I didn’t let that bother me, because I knew that that’s what I wanted to be. And I was very […] lucky to go to a very embracing and very artistic high school, that I felt very empowered and supported by my peers while I went there. And I feel that I was able to carry that on throughout my life. And I’ve always had those experiences to lean on when things have gotten tough, but other people did not. And so it was very important, not just to me, but to several others that we’re out and loud and proud that we go ahead and start this group to support the people who do not feel comfortable’
This early experience shaped his voice today, “I think I’ve always got that voice in my head from when I was 16 years old, and having teachers tell me that you are, you may be different, but you are loved, and you are absolutely part of this classroom. I think that was really important. And I think especially earlier generations didn’t have that. I think earlier generations didn’t even have the option to be out in high school. That’s still, you know, for even my generation that was kind of rare. But to have that ingrained in me at such an early age, I think was very vital.”
Nevertheless, even with these positive experiences, Kellogg has had some negative interactions working with companies external to Atkins. He describes ‘them objectifying to who I am as a person. That has not occurred for me at Atkins, but it has occurred working with people from other companies. This issue is still rampant. And just because we’re doing a great job at Atkins does not mean that other companies are.’
Kellogg attributes this to having ingrained equality, diversity & inclusion efforts. With various emails and meetings it ensures employees can feel open to discussion and holds them to a higher standard.
Kellogg says, “I think it’s very easy to have the support you need when you’re a minority.
“We get together about once a month, we have a meeting where we discuss different issues within the company. We plan for exciting events for Pride Month. And we also host different seminars, workshops that […] further discuss ED&I. These meetings occur about once a month, but we also have additional throughout the month, and we use Microsoft Teams and we are constantly chatting amongst ourselves.”
This new group, started last September, already have big plans in place for Pride month this year.
“As a company, we’ve been marching in pride parades in the UK for a few years now. But as a company, this will be our first time marching in a pride parade here in the United States. And we will be marching in the St. Pete Pride Parade on June 25th. We will also be marching in pride parades in Canada as well […] we created new pride related Teams backgrounds for Microsoft Teams, we changed our logos. This is the very first time that the company has changed its logo to reflect Pride Month. And we also have quite a few communications coming out telling our employees about pride month how it was started and how it impacts its LGBTQ+ staff.”
When asked about whether he believed other companies should follow suit, Kellogg replied: “I do feel that every company should, but unfortunately, not all companies are. We are seeing just massive numbers of people leaving their jobs and switching careers just worldwide, across every industry. So, it’s very important that companies do whatever they can to retain the employees that they have, and to go ahead and recruit new ones.”
To ensure that equality and support is felt throughout the company, they make use of a mentorship structure. Kellogg, or any member of the LGBTQ+ network, Equilibrium, can take a problem to this mentor and know that it will be escalated appropriately and keep making progress to get sorted.
And according to Kellogg, this allyship isn’t an isolated feeling, “it is interesting, because we’re in so many different countries, SNC-Lavalin/Atkins. But in general, when I talk to people, it seems like we all have a very similar experience, which is, you know, we are supported. And we have leadership that really hears us and listens to us. And that’s a good feeling.”
The culture being fostered in the company is one of communication and understanding. And this is important, learning to stand up for others in the right way is important. ‘Because quite often, people in the workplace turn the other cheek,” says Master.
Kellogg explained a little about the workshops mentioned previously. “Our workshops are non-recorded; they are not taped. And they are a place where employees can discuss a variety of topics and feel safe doing so. […] Our workshops in Equilibrium are a place where people from all backgrounds can come together and ask questions in a safe environment, regardless of whether they’re LGBTQ+ staff, allies, or people who are just seeking additional education in the topic.”
Principle of charity
But what does success look like in these conversations? What is a positive step here?
First, Kellogg says to adopt the principle of charity. “I think intent is always key. And I think as long as someone’s not being blatantly homophobic, I think it’s best to give them the benefit of the doubt when in a workshop and when in a safe space that is meant to be a place to ask difficult questions and to discuss difficult topics. Unless someone is being truly blatantly homophobic or offensive, I give them the benefit of the doubt. And I know just from experience that when I’m discussing a topic such as any sort of topic related to LGBTQ community, […] I may not be able to convince them 100% of my arguments, but there’s, it’s near impossible that I didn’t influence them 1%.
This adds up over time and he maintains, “Rome was not built in a day, I’m not going to change someone 100% in one conversation, but one conversation might get them to come to the table again and they might be willing to hear me out continually. And maybe they might change my mind too because I’m wrong all the time. And that’s important that it’s not just me speaking, it’s someone else too and their opinion is important as well. It’s not just about Equilibrium. And it’s not just about my opinion.”
Master says that a lot of progress has been made in equality, diversity and inclusion in a short space of time. ‘I think that understanding and being an ally to that network means you can step up to it, but not only that, you can encourage and demonstrate to others that anybody can be a good diversity ally. You don’t need to be part of a particular group. You just need to have an understanding, done your homework, do your research. And then get out there and support whichever group it is you feel affiliation to.”
Through their programmes and natural ethos, Atkins is showing that allyship, equality, diversity, inclusion, is something that everyone can do, every company can achieve. Allyship is a topic that is not and should not exclusively be for discussion within minority groups.
When openly discussed and supported it allows a business and its employees to flourish whilst positively impacting the company.
It makes a difference to people’s lives. It is important to remember, a company is not just its business, it’s a community, made up of individuals that all have their own thoughts, feelings and lives.
“I think equality, diversity and inclusion cannot be built without connecting. And connecting not just with staff that agrees with you on that subject matter. But connecting with the staff that might be sceptical or might not have been educated in that subject matter,” Kellogg says.
His inspiring words are a great place to leave this long read, “We have the ability to influence and change our company for the better. And there’s nothing more empowering than that.”
