The energy sector’s efforts to improve diversity, equity and inclusion (DEI) vary in depth and scope, but such initiatives are critical amid the COVID-19 pandemic and systemic racism, according to panelists at a Northeast Energy and Commerce Association webinar last week.

Panel moderator David Fixler, an energy practice attorney with Greenberg Traurig, said the events of the past year had moved DEI “into the cultural, health and sociopolitical forefront.”

“While diversity is often used in reference to race, ethnicity and gender, the reality is that the term is much broader than that and includes age, national origin, religion, disability, sexual orientation, socioeconomic status, education, marital status, language and physical appearance,” Fixler said. “Equity is the guarantee of fair treatment, access, opportunity and advancement for all while striving to identify and eliminate barriers that have prevented the full participation of some groups. Tackling equity issues requires an understanding of the root causes of outcome disparities within our society. “

Diversity, however, is not necessarily synonymous with inclusion, Fixler added. He quoted diversity advocate and Netflix executive Verna Myers, who said that “diversity is being invited to the party. Inclusion is being asked to dance.”

Doreen Nichols, vice president of talent, culture and organizational development at Eversource Energy, said diversity and inclusion strategy is “a core value” for the utility.  She added that Eversource pivoted to a “virtual world” to deal with the coronavirus and simultaneously meet diversity and inclusion metrics. The deaths of George Floyd, Ahamud Aubery and Breonna Taylor last year prompted a call for action on racial justice.

“It’s close to home for me,” said Nichols, who is Black and has a biracial son. “I continue to be reminded of the threats he could, and will face, as he goes through life. I didn’t want him to be faced with these injustices and have them stand in his way.”

He said that systemic racism “is not new.”

“We’re clearly at an inflection point,” Nichols said. “We knew we had to focus on how to accelerate progress on meaningful positive change in our workplace and our communities by addressing racism and inequality.”

The three areas of focus for Eversource were building a more inclusive workplace, increasing leadership commitment and supporting diverse communities. In the workplace, fostering candid discussions about racism, bias and inequity drives personal learning and awareness and develops resources for employees to support each other. Company leaders need resources, tools and training to be inclusive, support employees and respond to difficult conversations. Finally, they must identify opportunities to support communities and organizations dedicated to justice and equality and continue to seek out business with diverse suppliers.

“We know that we’re not perfect, but we’re up for the task in making this a marathon and not a sprint,” Nichols said.

‘It Takes Education’

Attorney Rekha Chiruvolu, diversity and inclusion director at the Nixon Peabody law firm, said at least 20% of candidates interviewed for associate positions at her firm must be from “underrepresented backgrounds.” That number rises to 30% for senior associates and partners in addition to committee leadership roles.

Chiruvolu said the firm has also put increased emphasis on collaborating on DEI issues with clients and the legal community “because we are not navigating this alone” in terms of addressing racial inequality and inequity.

“The legal profession is one of the least diverse professions in the country, and other firms are struggling with this in meaningful ways,” she said. “It’s important for us to exchange ideas, to exchange best practices and to talk about what’s worked and what hasn’t worked.”

Tina Bennett, CEO of CMC Energy Services, said following last year’s protests, the company shared educational and training resources with employees on topics such as the impact of racism, overcoming bias and encouraging uncomfortable conversations. Bennett added that CMC created an online forum for employees to discuss racial and social justice issues in addition to an employee-led ideas council, which is intended to be “the voice of our employees to seek input on what action CMC can take” on racism and other biases.

Bennett concluded that “getting buy-in on the concept of diversity and inclusion is the easy part” but continuing the effort on an institutional change is “much harder.”

“It takes education. Not everyone has the historical context and the understanding of the issues to take time to educate your organization,” Bennett said. “It also requires vulnerability and a willingness to consider that our actions, policies and practices … and our own unconscious biases, may be unintentionally contributing to the problem. Remember, there is no quick or easy solution. You don’t need to try to do everything at once, but you do need to get started and stay committed to making real change, and employee involvement is critical.”