Building an inclusive culture: 38 years of leadership and growth at AtkinsRéalis

Hello, my name is David, and I'm the Operations Director for AtkinsRéalis' Strategic Highways projects in the UK. I also serve as the UK and Europe team champion for Equality, Diversity, and Inclusion (ED&I). In this role, I'm responsible for developing and implementing our ED&I plan and supporting our growing number of employee resource groups (ERGs).

Join me for part one of a two-part blog series where I share insights from my 38-year journey at AtkinsRéalis, focusing on our achievements in ED&I. In Part Two , I'll dig deeper into leadership and what it takes to be an inclusive leader inside AtkinsRéalis.

38 years on, what keeps me at AtkinsRéalis

I work with great colleagues, and the projects we deliver are exciting. I enjoy what I do because I can make a real impact. Loyalty is one of my personal values, but I also want to "repay" the investment the company has made in me through training and development. I want to see my team and colleagues succeed, too.

Why I'm proud of my team's ED&I achievements

We've made great strides with our ED&I policies at AtkinsRéalis, achieving Clear Assured Platinum status, which is a testament to that hard work and commitment. Ultimately, our inclusive culture has developed over time and has been recognized by staff through our VOX survey results. Of all the initiatives that have promoted the culture, I would pick our focus on allyship and the engagement with and between our ERGs this has generated. We have moved from a position where only a handful of staff were discussing ED&I to the position now where thousands are engaged in shaping our culture. But I know we still have more to do!

Vision for ED&I at AtkinsRéalis

Going forward, we're focusing on achieving diversity at all levels, including senior professionals. We don't want to do this through recruitment alone but also through truly inclusive career progression and promotion. I'd love for us to reach a level of maturity in ED&I where we can actively select and develop inclusive teams for our projects and measure their effectiveness. While the theory suggests that teams with diverse perspectives and experiences are more effective, being able to measure this would provide the evidence needed to persuade anyone of the importance of ED&I.

Collaborating across cultures: GTC in India

Collaborating with our Global Technology Centre (GTC) team in India has been incredibly valuable, not just for their technical skills but for the diversity of perspectives they bring. Their contributions have been pivotal in helping us win new work and drive growth. I've gained so much from my colleagues there—my visits to India have been a career highlight, with the team's talent, positivity, and teamwork leaving a lasting impression.

I could pick many moments, but one that really stood out was when I delivered training in project leadership for our Transportation teams in Bangalore and Gurgaon. The workshops were identical to what we had delivered in the UK, and the teams in India embraced it with enthusiasm. It highlighted the cultural differences we must understand and respect alongside many collaborative similarities between our teams.

Looking ahead: Promoting a culture of allyship and inclusion

"In recent years, I've favored a two-way mentoring approach, learning from colleagues across different generations, including Gen Z and Millennials. This has shaped my leadership style by ensuring I don't assume others think like I do. I've seen many colleagues take on additional responsibilities and grow their careers. It's been incredibly rewarding to play a part in that process."

Read more: Want to know what it takes to lead inclusively? Explore Part 2 of my blog: 5 ways to be an inclusive leader (what 38 years at AtkinsRéalis has taught me).