Change is a constant in any technical industry: new regulation, new technology, evolving safety standards, workforce shifts. The temptation, when organisations are already navigating so much change, is to treat inclusion as something that can be paused until things settle down.
That’s precisely the wrong instinct. Periods of change are when inclusion matters most, not least. New systems, processes, and ways of working are built during times of change. If inclusive thinking isn’t part of that process, the gaps get built in too, and they’re much harder to fix retroactively.
This is where practical tools matter more than good intentions alone. Our gender pay gap analysis work is one example, providing organisations with a clear, evidence-based way to identify where disparities exist rather than relying on assumptions. Tools like this enable organisations to navigate change with inclusion built into the process from the outset, rather than bolted on afterwards.
The organisations that emerge from periods of change more inclusive are often those that treated inclusion as an integral part of the change itself, not as a competing priority.
This is the third blog post in our National Inclusion Week 2026 series.
Read the first post here: What “Build Trust. Navigate Change” Means for IDN
Read the second post here: Trust in a Technical Sector