The energy sector is in the midst of a profound transformation; not just in how it generates and distributes power, but also in who holds the power. As the industry pivots toward sustainability and innovation, the call for gender parity has grown louder. Yet, for many women, the barriers remain stubbornly intact. Something some of our female leaders know only too well.
During a recent panel discussion featuring female voices from Aurora, and our investor I-Squared Capital, a refreshingly honest conversation unfolded around the challenges women still face in the energy industry, and why their inclusion isn’t just the right thing for businesses to prioritise, it’s a strategic imperative.
Gender bias in the sector: Still present, still problematic
Lorraine Duffy, Account Director at Aurora is a long-serving professional in the utilities sector. During the lively discussion, she painted a vivid picture of her early career. “I was the only girl shortlisted for a technical role once,” she shared. “At that time, the technical office was male-dominated. I didn’t expect to stay long, but here I am, many years later.”
Despite isolated stories of success, Lorraine noted the frustrating stagnation: “We made a noise about women in physical roles, but then it stopped. There wasn’t the follow-through we needed to see a meaningful shift.” Her experience is echoed by others who’ve seen progress stall despite some progress.
It’s a global issue not just an isolated one; according to the National Energy System Operator (NESO), less than 30% of leaders in energy and water companies identified as female in 2024, a decline from 35% in 2023. The percentage of women employed in the sector also decreased from 30% in 2023 to 28% in 2024.
The perception that certain jobs, especially physical or technical ones, are inherently male continues to cast a long shadow. “There’s still that stereotypical thinking,” Lorraine said. “It’s evolving, but there’s work to be done.”
Representation matters, and it starts early
Changing that narrative begins with education and exposure. “We’re seeing more apprenticeships and young girls pursuing roles traditionally deemed to be male; electricians, plumbers, engineers,” said Lorraine. “Schools are starting to play a part in that movement.”
Amanda McFarlane, Commercial Manager at Aurora, and another panellist with 15 years experience within the utilities sector, added her perspective: “In nine years, I saw only one female operative join a site based team. It’s a clear signal that while office-based roles are diversifying, field roles remain stuck in the past.”
During the conversation, Larisa Bagyinka, Vice President of I Squared Capital, stressed the importance of adopting intentional hiring practices. “Within our company and across our portfolio, we strive to include a diverse range of candidates for roles at all levels during the interviewing process. Ultimately job offers will always come down to merit, but ensuring female talent are aware of new opportunities and are included in the process can make a difference.
“Retention is just as crucial; women must feel they are contributing to decision-making on equal footing as their male counterparts.”
Flexible working: A non-negotiable for inclusion
When it comes to retaining female talent, flexible working isn’t just a perk; it’s a necessity. Amanda, a mother of two, was unequivocal: “If I didn’t have flexible working from when my kids were born, I wouldn’t have progressed in my career. The flexibility my employers have offered has allowed me to be present both at home and at work.”
Larisa added, “Trust is key. I’m more motivated working for an employer that gives me the autonomy to manage my time. It boosts retention, of course it does.”
This sentiment is backed by broader studies and real-world practices. As remote and hybrid working models normalise, organisations must ensure that flexible policies aren’t quietly revoked. “You can’t go backwards,” said Lorraine. “It’s part of modern leadership.”
Why women need at seat at the boardroom table
Gender parity at board level isn’t about tokenism; it’s about performance. Larisa, who sits on Aurora’s board, spoke directly: “Diverse boards challenge thinking. Diversity in all forms can bring different perspectives to a conversation, allowing for better decision making as a whole, helping to shape a positive culture longer-term.”
She added that ESG-conscious investors now demand such representation. “We’re an Article 9 fund which falls under the Sustainable Finance Disclosure Regulation (SFDR), and gender metrics are a key part of our reporting. Diversity attracts investment.”
Perhaps most powerfully, Larisa noted: “It’s not just about having a woman at the boardroom table. It’s about what she advocates for; fair pay, better parental leave, and policies that improve the culture for everyone.”
Mentorship, misconceptions, and missed opportunities
Mentorship, or perhaps the lack thereof, was another consistent theme during our panel. “I think we’ve been short on mentors across the board,” Lorraine said. “A mentor isn’t a line-manager; they’re not there to assess your performance and competency, rather they guide.”
Amanda agreed: “You shouldn’t feel silly asking questions. I used to ask people to draw pictures of equipment if I didn’t understand. That curiosity helped me grow. Never be afraid to ask the ‘silly’ questions.”
Larisa also provided actionable advice: “Be visible. Don’t wait to be noticed. Volunteer, speak up, and ask for the promotion if you think you deserve it.”
The panel also tackled misconceptions the women themselves had before entering the sector. Lorraine recounted a former boss who reframed domestic multitasking as professional competence. “He said, ‘Do you budget doing the weekly food shop? Do you plan the school run? Then they are skills in finance and logistics that you’re honing every day. You’re already doing aspects of the job, and those are transferable skills.’”
The message: Women shouldn’t downplay their skills and experience on their CVs, particularly after a career break when having children. Instead they can use real-life examples of how they manage time and budgets, as well as their problem-solving and analytical; thinking, and how they could apply those desirable skills to a role in industry.
Predicting the future of gender equality in energy
What does the future look like? There was optimism in the voices of our female professionals, but it was tempered by realism.
“I think physical roles will change faster,” Lorraine predicted. “Apprenticeships and school programmes are becoming increasingly available to our younger generation, and girls are more open to trades as a result.”
Amanda offered a longer-term view: “And women starting out in field roles today could move up to executive roles in 10 to 20 years once they have built a wealth of knowledge and experience. That pipeline is important.”
Larisa countered with a hopeful angle: “Fortunately, there’s more transparency at senior levels, and quotas are easier to measure. That external pressure to change the status quo is driving real change in boardrooms.”
Still, the panel agreed that progression shouldn’t be the only metric. “Not everyone wants to climb the ladder of course,” Lorraine reminded. “But that doesn’t make them less valuable. Every role, at every level, matters.”
Final words to our younger selves
In a heartfelt close, the panel reflected on the advice they would give their younger selves; and the next generation of women.
“Be confident,” said Lorraine. “Mistakes are part of learning. Don’t fear them.”
“Believe in your voice,” Larisa added. “You don’t need to wait for permission to speak up. Trust your instincts and be intentional.”
Amanda concluded with a call to action: “Never stop asking questions. You’ll grow faster by staying curious.”
And that, perhaps, is the essence of the energy sector’s challenge and opportunity. Inclusion isn’t about ticking a box. It’s about lighting a spark, sustaining a current, and ensuring that the future of energy is powered by everyone, equally.
