Since becoming CEO of Endeavour Energy in 2020, Guy Chalkley has spearheaded the electricity provider’s transformation from male-dominated to adiverse and inclusive workforce. Here, he shares advice to HR about how to keep DEI on the C-suite’s agenda.

As diversity, equity and inclusion (DEI) efforts face increased scrutiny in some parts of the world, with HR leaders under greater pressure to justify these initiatives to executives and boards, Endeavour Energy CEO Guy Chalkley has some advice: double down. 

Chalkley, who was named last year’s CEO DEI Champion at the AHRI Awards and Scholarship event, says sustained executive support for DEI isn’t just about making a case; it’s about embedding it in business strategy, with the focus always on ‘inclusion’.

“You can’t create diversity without inclusion. Get inclusion right, and diversity naturally follows,” says Chalkey, who is also an active member of Champions of Change in the energy sector. 

Endeavour Energy is based in Parramatta, the geographical heart of Sydney, where a rich tapestry of cultures interweave. Chalkley has aimed to reflect this diversity in the organisation’s workforce.

“With around 150 languages spoken in the surrounding community that Endeavour Energy serves, it’s one of the most diverse workplaces I’ve ever experienced. 

“Embracing different perspectives significantly boosts innovation and business performance. DEI isn’t a goal in isolation; it’s integral to all our initiatives.”

For now, Endeavour Energy’s diversity, particularly in Indigenous, LGBTIQA+ and gender representation, falls short of Chalkley’s aspirations. The energy sector remains predominantly male, and men comprise 80.5 per cent of Endeavour Energy’s workforce.

He’s taken deliberate actions to recruit, develop and empower women and gender-diverse individuals throughout the company, from apprenticeships to leadership positions. The company has revamped its recruitment practices to foster inclusivity, involving field staff in hiring and ensuring practical skills assessments are unbiased. 

Since doing this, there’s been some marked achievements.

Endeavour Energy’s apprentice intake was 60 per cent female in 2023 and 55 per cent female in 2024, while internships and graduate programs have also reached gender equality. More than 30 apprentice applications were from First Nations candidates in 2024, with two new Aboriginal apprentices appointed thanks to the organisation’s regular presence at key First Nations career expos.

Women now hold nearly 50 per cent of executive and senior leadership roles, with the company’s gender pay gap reduced to 5.6 per cent, significantly below the Australian private sector average of 12.1 per cent. 

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Securing executive buy-in

Despite these achievements, Chalkley says securing C-suite and board buy-in wasn’t easy, particularly for the apprenticeship program. 

“With 1000 male and 100 female applicants for just 20 vacancies, the [rest of the] C-suite questioned how this was fair.”

But studying the applications, it emerged that the quality of the female applicants was higher, he says.

“Getting 10 out of 100 women was no harder than getting 10 out of 1000 men, but HR had to keep challenging stereotypes of what the executive thought we were looking for.”

A firm advocate for persistence, Chalkley encourages HR leaders to not take ‘no’ for an answer when something vital is at stake.

“If you can only secure a meeting with the CFO in eight weeks, stand by their desk until they see you. Usually, they’ll talk. You have to respect people, but you also have to push.”

He also isn’t afraid to push back when it comes to senior appointments.

“If there weren’t two females on a shortlist of four, I’d ask them to do it again.”

Chalkley acknowledges the negativity surrounding quotas, particularly concerns about tokenism, but defends their purpose.

“If you’ve tried everything and still not achieved your goals, there’s nothing wrong with setting a target quota. The issue with quotas arises when the same one is applied every year. They are meant to help you reach your target.”

Crucial support

Chalkley recognises his privilege in setting an example for inclusion, which he says is a responsibility of all CEOs.

“As a CEO, inclusion is something you must own, as you have the power to drive change. Leaders must stand firm on values and behaviours because without top-driven initiatives, inclusion will only occur in pockets, and not across the business.”

However, inclusion is multi-directional; while HR needs top-level buy-in, grassroots support is equally crucial. 

Using workplace health and safety as an example, Chalkley highlights the potential for bias without HR involvement in processes like handling tools or heavy lifting.

“People may think women can’t use chainsaws because they’re not strong enough, but it’s about making sure the task is safe for the person. It’s not about the person themselves. I’m a 60-year-old male, but nowhere near as strong as I was 30 years ago.

“It’s about shifting perceptions of right and wrong, and adopting the right attitude from the grassroots level upwards to make it effective in your business.”

“If you can only secure a meeting with the CFO in eight weeks, stand by their desk until they see you. Usually, they’ll talk. You have to respect people, but you also have to push.” – Guy Chalkley, CEO, Endeavour Energy

To keep DEI on the agenda at the board level, Chalkley advises having a strong HR committee as a board subset that can advocate passionately for these goals. This committee can rigorously evaluate initiatives, identify potential issues and accelerate successful ones, increasing the likelihood of board support.

Discussing DEI at board level requires alignment with business performance, reputation and stakeholder trust. Emphasising long-term sustainability is crucial, adds Chalkley.

“When I joined Endeavour Energy in 2020, I told them I could achieve record profits, but they wouldn’t be sustainable. True sustainability comes from strong employee and customer engagement, and good safety performance, which supports financial success. 

“It’s essential to build solid foundations for financial sustainability. I focus on balancing short-term goals with long-term objectives. That gets people listening because there are things happening during their watch, but there will also be a lasting legacy.”

Building on success

Chalkley emphasises that normalising DEI in business culture and processes is crucial to withstanding potential scrutiny. But he acknowledges it’s difficult to tackle all DEI initiatives simultaneously.

“You need to achieve some successes first. As we’ve progressed on gender, we’ve advanced our Indigenous and LGBTIQA+ agendas. Break it down to make it achievable.”

Despite current shifts in public opinion against DEI, he remains hopeful, given the positive changes in perspective he’s witnessed over the course of his career. 

“Winning business today is not just about the best financial business case,” he says.
“It’s about meaningful conversations and ethical practice because we have the right mix of people in the room. 

“Discussions at the executive or senior leadership level are more inclusive. People feel empowered to use their voices more boldly, challenge norms and embrace authenticity.”

Chalkley firmly believes that cultivating the right culture and values makes an organisation more resilient to external pressures.

“Inclusion and diversity are enduring. Uphold your values and principles.” 

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A longer version of this article first appeared in the June-July 2025 edition of HRM Magazine.