“Being an Ally Means…” Reflections from ADE's Workshop on Allyship

By Alicja Zakrzewska (External Affairs Officer ADE: Heat Networks)

Recently, the ADE team came together for a company-wide training session on allyship; a deep, honest reflection on what it truly means to support, uplift, and advocate for those from marginalised backgrounds in our workplace. As we are challenging ourselves and asking difficult questions to reimagine what inclusion looks like in our sector, we wanted to share the reflections that emerged as part of this process:

Allyship is Not a Badge. It’s a Practice.

One message came through loud and clear: being an ally is not an identity; it’s a lifelong process.

“Allyship is not meant to be a t-shirt we put on. It’s about building relationships based on trust, accountability, and showing up consistently and courageously, especially when it’s uncomfortable.”

True allyship means using your privilege and position to advocate for those who may not be in the room or feel safe to speak up. It’s about stepping forward to carry the burden and not placing it on the shoulders of colleagues from marginalised backgrounds.

“Marginalised communities don’t get to opt out. So, we can’t pick and choose when to be allies.”

There’s No One Way to Be an Ally

Not everyone is comfortable speaking up in a crowded meeting. But allyship doesn’t require a single mode of action. It simply requires action.

“Some people will advocate loudly. Others will support quietly by checking in with a colleague, calling out problematic language, or challenging assumptions in a private setting. Both are valid, both are needed.”

What matters most is consistency. Being an ally is not about grand gestures, it’s about sustained effort, even when it's awkward or unpopular.

Some of the experiences shared by my colleagues demonstrate the different forms that allyship can take on:

Daring to build relationships

One coworker shared that being an ally often starts with building relationships with people who are different from us.

He brought up an example of his traditional grandfather who doesn’t understand and validate certain identifies; this being a direct result of not having any close relationships with people who are part of historically marginalised groups.

Not having anyone in your life who has not gone through certain experiences, makes it challenging to see the full picture and extend empathy to the issues people are facing. You can't be an ally in isolation, and you need to dare to build relationships with people that don’t look like you.

Strategic Use of Privilege

Another team member reflected on how allyship made a real impact in a previous role. Several female colleagues identified a pattern of microaggressions and unfair, unpromotable administrative labour being put on young women in the team. Yet, it was not until male colleagues stepped in to call out the pattern that the largely male leadership acted. The concerns of the female colleagues were simply dismissed, until the male colleagues used their privilege strategically.

“People in power often only listen to peers. Many of us live in a feedback loop of: if no one in my social circle thinks that this a problem and has never been a problem for me personally then it can’t be that bad. That’s why sometimes you need someone who is a credible source to your audience to advocate for justice’”

Allies can help translate and amplify voices that would otherwise be ignored. Stepping up for others is a strategic use of privilege. Similarly, encouraging people from marginalised groups to take up space is a form of that.

Pushing People Forward

A colleague who has previously worked in politics shared how being an ally meant encouraging others to aim higher, apply for leadership roles, and see themselves as future decision-makers.

He recognised that he has been told throughout his life, going from grammar school to university, that:

“You belong here, and you deserve to be in this room, which most people don't have. That’s why I try to push other people forward, encourage them to go for cool jobs and opportunities. It’s about seeing potential and helping open the door.”

Challenges in Our Sector: A Call for Structural Change

While there’s been progress in tackling overt discrimination, many structures in the energy sector still privilege a narrow set of voices. Our colleagues reflected on moments where those structures become visible:

1. In member meetings where women are outnumbered 5 to 1.

2. When researchers must navigate sexist comments in workshops while being “impartial.”

3. When employees are expected to “represent” entire communities during awareness campaigns, without support or recognition of the emotional labour involved.

We recognised that there has been progress but that we can’t rest on our laurels. Being ‘not racist’ or ‘not sexist’ isn’t the goal. Being actively anti-racist and pro-inclusion is. Hence, here are some of our key takeaways that we hope might spark some discussions in your organisation as well:

• Being an ally means showing up consistently. Even when it’s difficult, unpopular, or uncomfortable.

• Being an ally means listening deeply, challenging assumptions, and being willing to unlearn.

• Being an ally means using your influence to advocate for others, especially when they’re not in the room.

• Being an ally means stepping in to reduce the burden on others — not expecting those most affected to always lead the charge.

• Being an ally means finding your own voice and role in the movement through advocacy, support, mentorship, or cultural change.

We believe that organisations that foster genuine allyship become stronger, more collaborative, and more innovative. As one colleague put it:

“If we build a culture of courageous conversations and trust, we won’t just retain diverse talent — we’ll thrive because of it.”

At ADE, we’re committed to continuing this conversation. We encourage every organisation in the heat network sector to reflect: What are you doing to show up as an ally? And how will you keep doing it, not just this month, but every day?