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Home > Tools > Resources


TIDE is collating resources that industry has found useful in learning more about and implementing EDI strategies. From toolkits and research, to books, podcasts and webinars – what resources have you found helpful? Explore below, or suggest a new resource.

The Offshore Wind Industry Council in partnership with The Scottish Wind Energy Council and The Equal Group, has published Best Practice Guides on Diversity and Inclusion with practical tools to help companies in and out of the sector improve EDI.

EDI in the Energy Sector

Ofgem commissioned insight consultancy Thinks Insight and Strategy to conduct independent research to understand perceptions of the energy sector’s performance on EDI. The report explores the key barriers and enablers for greater EDI and includes several recommendations including the importance of tangible action and engaged, diverse leaders.

Diversity wins: How inclusion matters (McKinsey)

Diversity wins is the third report in a McKinsey series investigating the business case for diversity, following Why diversity matters (2015) and Delivering through diversity (2018). This report shows not only that the business case remains robust but also that the relationship between diversity on executive teams and the likelihood of financial outperformance has strengthened over time.

At the EDI in Energy Conference 2024, four speakers gave practical tips across a range of topics. Each is outlined in HTML below, with the slides available to download in PDF. If you require them in a different format, please contact

Accessible communications – with thanks to Scope

  • 1. Use plain English alternatives;
    • Cut jargon and use plain English alternatives
    • Be clear and direct
    • Keep your sentences short
  • 2. Check your contrast – the WebAIM colour contrast checker is a good tool
  • 3. Add image alt-text to meaningful images;
  • 4. Share accessible formats;
    • Avoid PDF, webpages are more accessible
    • Use Office 365 documents
    • Easy contact to ask for an accessible format
  • 5. Review text formatting;
    • Avoid italics and all capital letters
    • Do not use underline unless it’s a link
    • Text size 12pt or above
    • Left align

Inclusive recruitment – with thanks to Murray McIntosh

  • 1. Inclusive advertising;
    • Accessible content
    • De-gendered language
    • Use a range of channels and job boards
    • Make benefits accessible to every applicant
    • Make commitments part of the job description, not an afterthought
    • Advertise salary
    • Spotlight flexible, hybrid and part time working at every step
  • 2. Anonymous shortlisting – helps to reduce unconscious bias;
    • Focus on evidence and aptitude
    • Ask for a version of CV with name, gender, age, education, faith, race, location and hobbies removed.
    • Once candidates reach interview stage, ask them to share pronouns
  • 3. Diverse panel – culture add not culture fit;
    • Disrupting group think
    • Different perspectives, accountable to an evidence-based selection panel
    • Be transparent – don’t create a false illusion of what to expect
    • Only effective when the role and criteria are clear
    • Caveat: Offer alternatives to a panel interview
  • 4. Make requesting adjustments easy;
    • Ask at application and at every interview stage
    • Include the offer in all confirmations; 1st, 2nd stage interviews and beyond
    • “If you require any adjustments or additional support during the recruitment process for any reason whatsoever, please do not hesitate to let us know”
    • Offer repeatedly – some candidates may not feel safe requesting them, even if they need to ensure a fair process
  • 5. Provide interview structure – level the playing field;
    • Share the full interview process in advance
    • Structure of each stage, including the questions- to all candidates, not just those who request it
    • Not every individual is aware they are neurodivergent; diagnosis is a privalege
    • Even if someone is aware, that doesn’t mean that they know exactly what they need to make the process fair for them
    • Consider offering interview expenses to candidates

Be an inclusivity champion – with thanks to Men For Inclusion

n.b. this talk focussed on gender, with Mark Freed noting that inclusivity is much wider than that at the beginning of the talk.

  • 1. Engage positively with men
  • 2. Ensure this is an “all of us” conversation
  • 3. Transform rather than transact
  • 4. Celebrate male role models and behaviours
  • 5. Make the focus culture and inclusion

Become a neuro-inclusive employer – with thanks to Lexxic

  • 1. Change the narrative of neurodiversity across the organisation;
    • Provide company-wide awareness training to help educate staff on what neurodiversity is and the value it can bring to your organisation
    • Create a platform for neurodivergent voice to be heard – such as an internal network or resource group
    • Share lived experiences stories of neurodivergent talent within your organisation
  • 2. Be proactive not reactive when offering workplace supports;
    • When support is not put in place to enable individuals with challenges in the workplace, it can impact their performance and wellbeing
    • Proactively implementing support can ensure that individuals are not disadvantaged at work
    • The earlier the support is provided the sooner individuals are able to thrive at work!
  • 3. Consider how the working environment may impact people differently;
    • Not everyone can thrive in an open planned office space – be mindful of individual preferences in the workplace
    • Ensure there are areas to suit everyone’s needs – such as quiet zones, away from where people congregate
    • When designing office spaces, it is important to consider sensory challenges that individuals may experience
  • 4. Ensure change is communicated effectively, and support an individual’s communication preferences;
    • Change can be challenging for some individuals, and can cause some resistance to change – be mindful of this
    • When changes occur, it is important to communicate the change early as possible and give reason for the change
    • Communicate change in the style that suits an individual’s communication preference(s)
  • 5. Provide managers support to enable neurodivergent individuals to be empowered in the workplace;
    • Empower line managers with the resources they require to provide effective support
    • Ensure managers are aware of the support processes available, and what they are able to agree with employees, and what may require further sign-off/investigation
    • Provide guidance for managers on how to develop a psychologically safe environment for their teams

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