The power of allyship: perspectives from Rolls-Royce leaders on creating inclusive workspaces

Emma Harris, People Partner at Rolls-Royce Submarines

For me, allyship is about creating space for people to be and feel their best. Often, we find that our confidence grows when we feel surrounded by people who understand who we are and celebrate what we offer as a unique individual. I think it's nice to feel confident, but sometimes this is not possible, and so knowing you have people around you to help with that by actively demonstrating that they have your back, is a really powerful way to support each other.

Clare Wilson, Head of Commercial and Programmes at Rolls-Royce

My name is Clare Wilson and I am Head of Commercial and Programmes at Rolls-Royce in Winsford. I am also the Chair of the Rolls-Royce global inclusion Champions network. Being an ally every day is important especially in the workplace. For me being an ally means leaning into the conversation and actively working to make changes. My journey of allyship includes increasing my understanding of the LGBTQ+ community and the challenges faced. I believe the first thing anyone should do to improve their allyship is to invest in learning this could be by reading blogs and attending webinars and most importantly by asking and listening to the community. I work with the global inclusion champions at Rolls-Royce drive the culture of allyship across the organization.

Adam Raine, IT & Digital Director at Rolls-Royce – UK Defence

Adam has worked within the IT sector for over 35 years. Over 20 of these in the public sector at Leicestershire County Council and Royal Mail, but in more recent years at Rolls-Royce. Adam leads the IT & Digital organisation, within the Rolls-Royce Submarines business, and is the Executive Sponsor for their Diversity, Inclusion and Belonging agenda.

Being an ally to me means helping my colleagues be at their best in the workplace and for them to have a sense of belonging in the organisation. Being a leader in my organisation allows me to create safe spaces for these conversations to take place and push for action to drive change. Just simple things like adding your pronouns to your email signature or displaying a pin badge in support of the subject, opens doors and conversations.

It is fair to say that being an ally pushes your boundaries, and into areas that you are not a subject matter expert in, but I have found being an ally hugely rewarding and it has certainly given me insights into aspects that I had never even considered. There is no such thing as a passive ally, so leaders need to be visible and instrumental in driving better insights into diversity and inclusion topics.