In the ongoing Vision 2030 series, AXIS Network had the pleasure of interviewing Ruth Herbert, former CEO of Carbon Capture Storage Association. Ruth emphasised the importance of cognitive diversity, driving action and focusing on inclusive culture to deliver the world’s most demanding challenge yet: the energy transition. She highlighted the necessity to collaborate on a scale never seen before and how doing things differently is the only way to achieve our goals.
Q. What does gender equity look like for you, your working life and the CCUS industry?
I would love it if we were in a world where we didn’t need to think about it unless we wanted to. I think that means that there wouldn’t be any obvious minorities at particular levels in business and discussion about diversity would be more focused on diverse ways of thinking and how to bring them together effectively to find the best solution or way forward for a business or for the sector as a whole.
Q. What does gender equity mean for the energy sector and other low-carbon industries (benefits or otherwise)?
Well, I’d hope it means eliminating gender pay gaps and seeing diversity of people at the top of business, rather than just one type of person and certainly not more of one gender over another. I was a bit shocked to see in Powerful Women’s survey for 2024 that 74% of UK energy companies have no female executive directors. That is quite stark. 34 companies responded who are responsible for 80% of the workforce, so it gives a pretty good indication of the situation. There is a slightly better picture if you look at the level below executive directors, but even then, their data suggests there are only 34% of leadership positions held by women. That was a slight increase on last year towards their target of 40% of these roles being held by women by 2030. I get to work with a lot of other sectors of the economy too, as the CCSA has membership from end-user companies in industry and transport. I’m always struck by the fact that it feels like there are even less women in manufacturing, waste management and construction sectors, but I don’t have the data to hand to back that assertion up – it’s just an impression!
Q. CCUS is a critical part of our transition to greener energy. How do we ensure we have the right workforce needed to take action, push boundaries and deliver decarbonisation?
We’re going to need a much bigger workforce to deliver Net Zero and so I think it’s important to appeal to the widest possible intake. This means demonstrating and evidencing career pathways that will develop people to their fullest potential and making strong links between the day-to-day activities of the role and the impact on the future of the planet. There is a role for everyone in the transition, it’s going to be a gargantuan effort to save life as we know it and we need to appeal to many different skillsets to succeed. We also will need to innovate faster than ever and be more agile and resilient as the world starts to change more quickly. We are trying to implement complex large-scale first of a kind projects as well as changes to people’s lives. This will require a type of collaboration between companies and across sectors and between the private and public sectors that is unprecedented. I’m certain this will require new ways of working and thinking about how to value what we are doing and how to deliver at greater scale and pace to what has been achieved so far.
Q. What role do you feel the Gender Pay Gap reporting plays in supporting a diverse and successful workforce?
Measuring and reporting on this type of thing is the first step towards doing something about it, so I think it’s hugely important but average statistics don’t always tell the full story. I would never take a job based on statistics in the annual report. I’d want to know what the culture was like and if they are open to change based on employee feedback, for example. What is normally required to really shift the dial is changes to how people are recruited, rewarded or promoted.
Q. What role do you think EDI plays in securing future talent for decarbonisation industries and working towards Net Zero?
As I said, I think if employees feel valued, listened to regularly and able to put forward ideas for change and be part of that change within a company then they are likely to feel motivated and appreciated. This is something that leads to a good reputation and will make it easier to attract diverse talent through any recruitment process. The theory is that if you are able to attract people from other sectors with transferable skills, then you won’t keep fishing in the same pool and are more likely to be able to recruit successfully and to have higher performing teams as a result of the increased diversity. In practice this means taking risk when recruiting and being up for some constructive disruption.
Q. Post George Floyd and the implementation of gender pay gap reporting some companies believe that D&I initiatives are no longer relevant. Do you think that is the case? Why? Why not?
I think the statistics I mentioned earlier speak for themselves, don’t they?
Q. What must we do to get there by 2030?
Try to be the change we want to see, whatever level we are at. Sometimes we’re so busy fighting our own corner that we don’t feel able to take risk or give someone else an opportunity. Speak out if you think there’s a better way of doing something – that is after all the value of diversity!
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