In a sector powering net zero, the greatest untapped resource isn’t technology – it’s talent.
The energy and utilities sector is undergoing the most profound transformation in its history. Electrification, decentralisation, EV infrastructure, grid innovation and the race to net zero are reshaping how we design, build and operate critical infrastructure.
While we talk relentlessly about innovation in systems, networks and technology, we spend far less time addressing one of the most commercially powerful levers available to us: inclusion.
If the UK energy sector is to meet the scale and speed of change required over the next decade, it cannot afford to underutilise half of the available workforce. National Grid previously estimated that more than 400,000 jobs across the UK energy sector need to be filled by 2050 to reach net zero.
Gender equality is not a social add-on to the energy transition, it’s a strategic requirement.
The International Women’s Day (IWD) 2026 theme – Give to Gain – provides a timely lens. The premise is simple: when organisations give opportunity, visibility, flexibility and advocacy, they gain resilience, performance and long-term growth.
In energy, that exchange is no longer optional – it’s essential. We interviewed some of the inspiring women taking charge at Aurora, leading critical energy infrastructure projects and teams to shape the next generation of industry talent, to share their voice this IWD.
From representation to retention
For many women who began their careers in the energy sector decades ago, the landscape looked very different. Lorraine Duffy, Account Director at Aurora, started young in a technical office dominated by men, she said, “Most of the offsite works and managerial positions were male dominated – I learned the industry from the ground up.”
Being one of the few women in the room brought challenges: “Making sure you weren’t dismissed before you’d had chance to speak was always something you had to consider.”
Her approach? “Know your onions. I made a point of learning as much as possible from design to delivery. Once you understand the detail, you can hold your own regardless of gender.”
Today, she sees real progress, “When I started out, operational and manual roles were rare for women – now it’s normal. That is progress.”
Emma Thomson, Business Development Director at Aurora, also reflected, “In my early career women were confined to admin roles. You rarely saw a woman in a technical design or operational role.”
“Having stayed connected to many women in industry since those early days, I’m delighted to see them now rise through the ranks to lead large organisations – helping to improve diversity across the industry.”
The women we spoke to all agreed; progress has been made, women are more visible across the sector, including in leadership roles – but representation alone is not the same as structural equality. The challenge now is not awareness; it is consistency, accountability and long-term cultural change.
The business case is clear
Organisations operating in the energy sector are solving complex, multi-dimensional problems – from grid resilience to EV rollouts, and behind-the-meter technologies. These challenges demand diverse thinking.
“When women see others in a senior or technical role, it inspires them and gives them the confidence to pursue progression. Longer-term, it breaks down barriers and erodes the assumptions that some roles are only for men,” added Rachel Lewis, EV/LV Construction Manager at Aurora.
In high-stakes, customer-facing, safety-critical industries, assumptions are expensive. Inclusion improves decision-making quality. Diverse teams challenge groupthink. And, inclusive cultures strengthen client confidence.
Lorraine added an important nuance, “Including a mix of people around the table brings different ideas. It’s similar to how different generations think – Gen X, Millennials, Gen Z – all bring different perspectives. A diverse workforce strengthens innovation and decision-making.”
Whilst Emma described the cultural impact clearly: “Our culture centres around seeking new information, challenging perceptions, pushing boundaries- this is the mindset that is required to ensure we deliver on behalf of our customers. When we give a voice to different perspectives, we gain stronger outcomes.”
Flexibility is a talent strategy – not a perk
One of the most persistent barriers in the sector remains progression during early and mid-career stages, particularly for working parents.
Rachel shared candidly, “Juggling home and work life has certainly stopped me from applying for senior roles in the past as it would have taken more time away from my children, and generally across the industry, there hasn’t been the flexibility most women needed.”
Emma also recalled that when she started her family, flexible working simply was not available.
However, offering flexibility can result in gains for companies too. According to research from Vodafone, allowing parents to work flexibly to support childcare needs could unlock more than £10 billion for the UK economy and bring 440,000 parents back into the workforce.
Another survey, this one conducted by the International Workplace Group (IWG), found that flexible ways of working opportunities can play in achieving parity. Almost half (49%) of women surveyed said hybrid working had led to promotions into more senior roles.
Whilst the World Economic Forum recently shared the disheartening warning that at the current rate of progress, gender parity will not be achieved until 2158, another IWG stat showed optimism from working women, with 52% saying they believe that workplace flexibility will be instrumental in closing this gap more quickly.
When it comes to the UK’s transition to decarbonise our energy system, the need for experienced project leaders, technical specialists and commercial strategists, is imperative.
Losing capable women at mid-career level due to a lack of flexibility or progression is not only inequitable – it is economically inefficient.
Gina Littlecott, Head of People at Aurora, commented, “Flexibility is embedded in our people strategy at Aurora to protect retention and inclusion. We have a high retention rate and we are striving for a 50/50 gender split across our workforce. With 41% of our headcount currently female and nearly half of our management team being women, we have made progress and we’ll continue this focus in 2026 and beyond.
“Flexible working can widen access to leadership roles, and when organisations give flexibility, they gain retention, loyalty and long-term capability.”
Structural equality requires courage
There is no denying that culture is shaped and influenced from the top down. Emma shared a defining experience from early in her career, “I once heard a statement which would be shocking now – a CEO said he didn’t want any females on his board,” her response was not resignation – but resolve.
“This just made me more determined to get a seat at the table. I felt it was important that the right candidate would get the promotion based on their past results and ability to deliver, instead of being based on gender alone,” she said.
The women we spoke to all agreed that structural equality means fair pay, transparent promotion pathways, visible female experts at industry events, and mentoring that builds confidence in early-career professionals.
Why this matters now
In 2026, International Women’s Day marks its 115th anniversary. That milestone is a reminder that progress is possible – but it is rarely automatic.
The energy sector stands at a pivotal moment. Net zero targets, infrastructure expansion and electrification will define the next decade. The question is not whether we can afford to invest in gender equality – it is whether we can afford not to.
At Aurora, we are committed to building a respectful, inclusive and opportunity-led working environment – one that values diversity of thought, supports balanced lives and promotes based on merit.
“We have a wide variety of experience and knowledge within our female employees, and they all demonstrate tenacity; resilience and drive to achieve results,” Gina added.
The principle behind Give to Gain is simple but commercially powerful: when we give opportunity, visibility, fairness and support, we gain stronger teams, better decisions and a more resilient industry.
The energy transition will be defined by the infrastructure we build, but its success will ultimately depend on the culture we create.
