Here, Miya Paolucci, UK CEO at ENGIE; Susan Robson MBE, Interim CEO of the Women’s Engineering Society; and Rebecca Sedler, Managing Director for Interconnectors at National Grid, describe the challenges they faced, the progress they’ve witnessed and the work that remains to be done. Their stories underscore the importance of leadership, networks and actionable strategies in breaking down barriers and building a more inclusive sector.

Diverse pathways into energy
For many women, entering the energy sector is not always a result of deliberate planning but rather a series of pragmatic career decisions. Sedler’s story illustrates this well. She describes her entry into the energy industry as a practical choice, driven by the desire to join a graduate programme and pay off her student debt. Yet, she quickly was captivated by the complexity of the sector and the critical role it plays in powering economies and communities. The dynamic nature of the industry, coupled with the sense of purpose it provides, has been instrumental in shaping her long-term commitment to energy.

Similarly, Robson recounts her transition from management consulting to energy as a logical decision influenced by her need for a better work-life balance. While she initially approached the move with an open mind, she discovered unexpected opportunities and developed a deep appreciation for the sector’s alignment with social and environmental goals. ‘I was drawn to the chance to contribute to something tangible and impactful,’ she reflects, adding that this shift reinvigorated her career.

These stories highlight a recurring theme: the energy sector’s ability to attract talent through its purpose-driven nature. However, the sector must work harder to ensure it retains and supports these individuals, particularly women, as they progress in their careers. This is where cultural and structural changes become pivotal.

Sedler’s early career also revealed the cultural challenges present in the energy sector. She recalls that meetings were predominantly male, with the environment often feeling exclusionary. Yet she found camaraderie in informal networks with other women, which became essential to her ability to navigate the workplace.

Robson echoes this sentiment, emphasising that finding allies and supportive colleagues played a critical role in her career progression. These stories remind us of the importance of fostering community and mentorship to retain diverse talent.

Barriers and bias: persistent challenges
The under-representation of women in energy is a reflection of systemic barriers that continue to impede progress. Paolucci emphasises the subtle biases she encountered, especially during the early stages of her career. ‘Each time I opened my mouth in meetings, someone would talk over me,’ she recalls. While such behaviours are often unintentional, they reinforce the need for greater awareness and cultural change. ‘It’s about more than just representation; it’s about inclusion,’ she stresses.

Sedler echoes similar experiences, recounting moments early in her career when she felt the need to work harder, be smarter and appear tougher than her male counterparts. ‘It wasn’t particularly pleasant to walk on-site and see photos of glamour models on the wall,’ she says, reflecting on how such environments make it harder for women to feel included. She notes that while such overt signs of exclusion are less common today, subtle forms of bias persist and require proactive efforts to address.

Structural challenges also persist. From inadequate facilities for women at industrial sites to the lack of properly fitting PPE (personal protective equipment), these issues disproportionately impact women in engineering and field roles. Robson points out how such barriers can deter women from pursuing or advancing in these areas, calling for companies to address these gaps as part of their diversity strategies. ‘When women are forced to adapt to tools and environments designed for men, it sends a clear message about who belongs,’ she observes.

These challenges are compounded by broader industry dynamics. A report from the International Energy Agency (IEA) highlights that women in energy earn 20% less than their male counterparts, with this wage gap remaining significant even when skill levels are accounted for. The limited representation of women in senior leadership roles further compounds the issue, creating a vicious cycle where fewer women are visible as role models and mentors for future generations.

‘When women are forced to adapt to tools and environments designed for men, it sends a clear message about who belongs.’ – Susan Robson MBE, Interim CEO of the Women’s Engineering Society

Networks and cultural shifts
Networks have played a crucial role in supporting women in the energy sector. Sedler co-founded the Women’s Utilities Network (WUN) to create a space where women could connect, access mentorship and build their careers. She notes how the network has grown to over 8,000 members, offering resources that help women navigate challenges such as career progression, childcare and menopause. ‘It’s about creating a community where women feel seen, supported and inspired to excel,’ Sedler explains.

Paolucci highlights her company’s initiatives to support women, including targeted leadership programmes and unconscious bias training. These programmes have been instrumental in fostering an environment where women feel empowered to take on senior roles. Importantly, Paolucci emphasises that such initiatives also include men, ensuring they are part of the conversation and solutions. ‘Diversity isn’t just a women’s issue; it’s a business issue,’ she remarks.

Cultural shifts have also been significant. Robson’s experience at the Women’s Engineering Society demonstrates how formalising employee resource groups can drive meaningful change. By treating these groups as structured business units – complete with strategies, goals and metrics – she has been able to secure executive buy-in and create opportunities for women to showcase their capabilities. This approach not only amplifies the impact of the initiatives but also provides women with the tools and visibility needed to advance in their careers.

Leadership and representation
The role of leadership in driving diversity cannot be overstated. Paolucci notes that having women in senior roles sets a powerful example and helps normalise the presence of women in leadership. ‘When you put a woman in charge, the percentage of female managers in her team often increases,’ she observes, highlighting the multiplier effect of visible role models.

Paolucci’s reflections on the importance of setting diversity targets are similarly compelling. While she initially had reservations about targets – fearing they might undermine perceptions of merit – she ultimately recognised their value in driving accountability and measurable progress. Targets, when paired with robust support systems, can serve as powerful tools for change. ‘It’s about creating a level playing field, not about lowering standards,’ she explains.

The importance of representation extends beyond individual companies. Initiatives like the C3E International Ambassador Programme and Equal by 30 campaign demonstrate the value of collective action. By creating platforms for sharing best practices, recognising female leadership and setting ambitious diversity goals, these programmes have catalysed progress across the sector. However, as Paolucci notes, the pace of change remains incremental. ‘We need to go faster,’ she urges, emphasising the urgency of achieving gender parity.

Transforming energy: building an inclusive future
Achieving gender diversity in energy is not just a moral imperative; it is critical for the sector’s success. Clean energy transitions demand a wide array of skills and perspectives, and excluding half the population limits the sector’s potential for innovation and resilience.

To accelerate progress, companies must adopt data-driven approaches to diversity. As Ambassador Madeleine Chenette, the Permanent Representative of Canada to the Organisation for Economic Co-operation and Development (OECD), notes: ‘What gets measured, gets done.’ Collecting and analysing gender-disaggregated data can help identify gaps, track progress and allocate resources effectively. Initiatives like the IEA's Gender Initiative and the POWERful Women 40 by 2030 campaign provide valuable frameworks for action.

Early engagement is also important. Paolucci and Robson both stress the importance of inspiring young girls to consider careers in energy and STEM (science, technology, engineering and mathematics) fields. By partnering with schools and universities, companies can help challenge stereotypes and showcase the diverse opportunities available in the sector. Targeted outreach programmes can play a vital role in ensuring that the next generation of energy professionals reflects the diversity of the global workforce.

Finally, addressing structural barriers remains a priority. From ensuring adequate facilities and PPE to offering flexible working arrangements, companies must create environments where women can thrive. This also includes supporting women through critical life stages, such as maternity and menopause, to retain talent and foster long-term career progression.

The broader implications of these efforts are clear. As Robson points out, energy is a sector that intersects with technology, politics and society, offering unique opportunities for innovation and impact. By fostering diversity, the sector can better address global challenges, from climate change to energy security, while driving economic growth and social progress.

• Further reading: ‘Leading energy employers say pace of change to a gender-balanced industry needs to be accelerated’. Statistics across the whole energy sector show that progress in promoting women to management positions has slowed. The industry needs to move at twice its current speed to reach a target of 40% of women on boards by 2030 set by campaigning organisation POWERful Women, part of the Energy Institute. So says the annual report of the Energy Leaders’ Coalition (ELC).
• Alistair Phillips-Davies FEI, Chief Executive of electricity utility SSE, explains how his company is working to improve the gender balance of the energy industry, and within its own corporate structures.