Back to basics: How OVO Energy is evolving DEI strategies for lasting inclusion

As organisations navigate the complexities of Diversity, Equity and Inclusion in a challenging sociocultural context, OVO Energy stands out as a model of progressive workplace culture. Launched in 2009, OVO has championed the belief that energy can be better, and this determination to create a world without carbon is mirrored by a commitment to fostering an inclusive environment for its 5,000 team members.

At the heart of these efforts is Alessandro (Alex) Storer , Head of Inclusion and Belonging, who has been instrumental in shaping OVO’s DEI strategy since joining the organisation in 2020. With a rich background in DEI that began in 2012 at the charity Mind and continued at the Law Society, Alessandro leverages his expertise to implement innovative strategies prioritising psychological safety and employees’ personal connection to inclusion. By embedding inclusion into the core values of respect and togetherness, OVO has achieved significant milestones, including recognition in The Times’ Top 50 Firms for Gender Equality in 2024.

In the lead-up to the CONNECT HR UK next month, Alessandro shares his insights on overcoming resistance to DEI efforts and the importance of fostering psychological safety in creating a culture where everyone can thrive.

Countering DEI backlash: Creating psychological safety

DEI efforts have recently faced societal backlash, with this work sometimes seen as politicised or divisive. To counter this, Alessandro frames these initiatives in a way that encompasses both business value and personal connection. “The first thing to say is not to take for granted that people are comfortable framing this conversation at work,” he emphasises, “especially if we look at different generations – the way we approach and experience work has changed a lot.” This underscores the need for context – providing colleagues with a clear narrative and explaining why inclusion is connected to business success.

One method Alessandro uses to demystify DEI is making the conversation more relatable to all. “Starting with inclusion, for me, is a way of making it less exclusive as a conversation, and easier to embrace by all of your colleagues, all of your people,” he says. Alessandro encourages colleagues to see inclusion as something that resonates with everyone’s lived experiences: “If you’re a woman, it might be about how you balance your personal and professional life, your desire to be a mother versus your desire to progress in your career. If you’re older, you might be thinking about your future, your exit from the workplace. If you are from an LGBT community, it’s about your ability to be who you are in the workplace. Everyone will have a different connection. But they need to be given the opportunity to discover that in a context of inclusion.”

Once individual connection to inclusion is established, the next step in overcoming DEI resistance is fostering psychological safety. ?Alessandro asks leaders to consider, “Are people able to ask those [difficult] questions, or do they feel that they would be judged?” Ensuring that the workplace is an environment where all voices can be heard, without fear of repercussion, is critical. “Context is freedom to engage - psychological safety is then needed to make it really work for everyone,” he explains. By allowing employees to explore DEI through their own lens, Alessandro effectively bridges knowledge gaps and ensures DEI strategy is tailored to each individual’s lived experience.

Re-laying foundations and re-scaling DEI efforts

With Alessandro’s guidance, OVO has crafted a DEI strategy which focuses on driving progress and adapting the foundations, when needed, to support improvement. “Sometimes you need to take tactical approaches,” he says, acknowledging that each organisation will have varying levels of comfort engaging with DEI topics. For those like OVO, rooted in values such as respect, inclusion and togetherness, it’s vital to re-embed DEI into the fabric of company culture when challenges arise.

“For companies with a more progressive nature and strong values that drive their culture, you can dial down the terminology of DEI and dial up the terminology of culture and values. Most companies are truly founded on human values - respect, togetherness, inclusion. So, it’s important to return to those values and make sure that people live them.” The recentring of core values ensures DEI efforts remain actionable, even during turbulent socio-political times. “DEI is just a product of a culture that wants to create an environment where everyone can thrive,” Alessandro notes, encouraging organisations to revisit their own values when challenges arise.

At OVO, these values are embodied by leaders who actively role model inclusion. Initiatives such as the Leadership Compass training equip managers with the skills necessary to navigate difficult conversations and support teams with personal challenges both inside and outside of work. “We integrate aspects such as: how do you have difficult conversations, how do you support people to talk about things that happen outside of work,” Alessandro explains. This approach ensures leaders are prepared to engage in mindful, empathetic dialogue with their teams.

Alessandro recognises that external factors, both personal and societal, inevitably impact employees in the workplace. “What affects you outside of work, affects you at work,” he notes, referencing experiences like illness, loss, or societal events such as violence, Islamophobia and racism. To address these challenges, Alessandro advocates for creating safe spaces where employees can openly discuss what affects them. “Companies should build into their strategy a safe space for people to talk about the things that affect them. This is also a way of including everyone, because what affects us depends on our circumstances.”

However, leading these discussions requires careful preparation. Offering a safe space is just the first step; ensuring leaders and managers are equipped to guide these conversations is equally vital. “There’s an element of offering the space, but also training the people who will be curating those conversations,” Alessandro explains. This is where the Leadership Compass proves vital. It provides managers with tools to engage in these sensitive conversations and consider, “How do you face into conversations that may be seen as political or sensitive, rather than shying away from them?” The Leadership Compass is integral to embedding DEI principles into leaders’ day-to-day at OVO.?

Driving sustainable change: From strategy to action

Driving sustainable DEI change requires a focus on both behavioural change, and the integration of inclusive principles into an organisation’s operations. One way to achieve this is including the dimension of decision-making into DEI training: “We’ve reframed our unconscious bias training around effective decision-making - What are the things that could make our decisions less effective because we rely on biases and stereotypes?” This shift helps leaders understand how unconscious bias can influence decisions and allows them to unlearn habits that could hinder inclusion efforts.

Inclusive leadership is another core component of behavioural change which OVO proactively encourages leaders to develop. To support leaders, Alessandro and the team provide leaders with practical resources: “We give them tools - they spend time with me, and part of that is talking about the value of inclusive leadership,” Alessandro shares. Leaders are introduced to research and best practices, to demonstrate the tangible benefits of empathy, emotional intelligence, and inclusivity. Tools such as scripts and templates are provided to facilitate conversations about employee wellbeing and concerns. “By offering tools that make that conversation easier, those leaders will be a lot more likely to start those conversations because they feel equipped to do it in a positive way,” he explains.

A concrete example of embedding DEI into operations comes from feedback received by OVO’s customer care team. Neurodiverse customers reported that hold music was triggering for them. In response, OVO introduced a feature allowing customers to mute the music after a few seconds. “This is an example of how, because inclusivity is constantly communicated, role modelled, and talked about in the business, it’s front of mind [for all employees].” This change demonstrates how DEI principles can be woven into daily operations, making inclusion a practical reality.

Engaging middle management remains a challenge, but Alessandro emphasises making allyship actionable and providing clear, practical steps. “We started to talk about how we make allyship more actionable - what are the actions that demonstrate a shift to make this more tangible,” he notes. Providing leaders with checklists and options helps make allyship a concrete aspect of their roles, supported by the organisation’s commitment to giving them the time and space to act.

“Helping people see what [inclusive] leadership actually looks like in action is crucial,” Alessandro adds. This involves making DEI principles accessible and actionable, ensuring that leaders at all levels can effectively integrate these values into their daily work. By combining behavioural change with practical tools and clear actions, OVO strives to create a culture where DEI is not just a concept but a lived experience.

Looking ahead: Re-embedding DEI Foundations

Looking toward 2025 and beyond, Alessandro acknowledges that DEI work is never truly finished. “We find ourselves needing to go back to basics, making sure that all the work we’ve

done has really been embedded across the business,” he explains. OVO’s workforce is constantly evolving, with new leadership, including a recently appointed CEO, and a need to ensure that DEI remains central to the company’s culture.

“Next year’s priorities are gender, ethnicity, and neurodiversity,” he outlines, with a particular emphasis on tailoring workplace adjustments and support for neurodivergent employees, through enhanced training and benefits.

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OVO’s 2023 Belonging Update highlights the transformative impact of Alessandro’s initiatives. The company doubled its ethnic diversity to 13.3% representation and provided extensive allyship training to hundreds of leaders. Under Alessandro’s leadership, OVO launched a Black Leadership Academy and became a Level 2 Disability Confident Employer. Its Belonging score climbed to an impressive 8.8/10, reflecting a genuine commitment to fostering a workplace where everyone truly feels they belong.

Alessandro’s work at OVO demonstrates that DEI is a long-term commitment, requiring resilience, strategic action, and an unwavering focus on both individual needs and organisational goals. His commitment to fostering a sense of belonging has made OVO a welcoming and inclusive community. As Alessandro himself affirms, “DEI is about creating an environment where everyone can thrive”—and under his leadership, OVO is doing just that.