As energy demand rises and the transition gathers pace, the industry faces a widening skills gap — and expanding women’s participation across the value chain is emerging as a strategic lever to strengthen competitiveness, resilience and long-term growth.
The global energy sector stands at a pivotal moment. Demand for secure, affordable, and sustainable energy continues to rise, while the industry simultaneously navigates the complexities of the energy transition. Yet one of the most pressing challenges is not technological or financial — it is human. The sector faces a significant skills gap that threatens to slow progress at a time when acceleration is essential. Attracting and retaining a highly skilled, diverse workforce is now a strategic necessity. Central to this effort is increasing the participation and advancement of women across the energy value chain
The business case for gender diversity is well established. Research consistently demonstrates that companies with greater female representation — particularly at leadership and board levels — outperform their peers. McKinsey’s ‘Diversity Wins’ report found that companies in the top quartile for gender diversity on executive teams are 25 percent more likely to achieve above-average profitability.
The Credit Suisse ‘Gender 3000’ report showed that companies with at least one woman on the board generate a two-percentage-point higher return on equity. S&P Global’s ‘When Women Lead, Firms Win’ found that firms appointing female CEOs experienced a 20 percent increase in stock price momentum within 24 months, while companies with female CFOs saw profitability increase by six percent. Beyond metrics, women bring critical skills that strengthen organisational resilience: collaborative leadership, emotional intelligence, inclusive management styles, creative problem-solving, and the ability to balance competing priorities. Incorporating female perspectives is not simply about representation — it directly enhances business outcomes.
Attracting young talent into the energy sector has become increasingly difficult. Changing generational preferences and perceptions of the industry present additional challenges. An EY survey revealed that 62 percent of Gen Z and Millennials find energy careers unappealing, with 40 percent of Gen Z describing the industry as very unappealing. ADNOC’s Workforce of the Future survey found that only 44 percent of respondents were interested in oil and gas careers, while 77 percent were drawn to technology sectors. In the UK, People & Planet reported a 30 percent increase in universities banning fossil fuel companies from recruitment fairs in 2024. The Engineering Construction Industry Training Board found that only 17 percent of under-32s would consider a career in oil and gas, while nearly half explicitly would not.
Younger generations are seeking purpose-driven careers aligned with their environmental and social values. The energy sector must respond by clearly articulating its indispensable role in the global economy and its critical contribution to delivering a successful energy transition.
Workforce pressures are further compounded by what is often referred to as ‘Great Crew Change’. Large numbers of experienced professionals are retiring, taking decades of technical expertise and leadership knowledge with them. At the same time, many energy professionals are migrating into technology sectors. According to the Airswift Global Energy Talent Index, nearly one in three energy professionals would consider moving into technology roles within three years. Project management, data analytics, cybersecurity, and software skills are highly transferable — and highly sought after. Failure to address these talent shortages could result in higher consumer prices, difficulty meeting global energy demand, and a slower transition to lower-carbon systems.
Against this backdrop, improving gender representation is not optional — it is essential. The Untapped Reserves 3.0 survey, released in 2023 through a partnership between WPC Energy and BCG, remains the only recurring global DE&I survey in the energy sector. Engaging 71 companies with combined revenues exceeding $3 trillion, the findings are sobering. Women represent just 23 percent of the global energy workforce, compared with approximately 47–48 percent global female labour force participation. Since 2017, representation has increased by only one percentage point. Only construction ranks lower among major industries.
The data also reveals a “leaky pipeline”. While women hold 27 percent of entry-level roles, they account for just 19 percent of executive positions. In technical and operations roles, representation drops from 18 percent at entry level to only five percent at executive level. Female CEOs in energy represent just 3.6 percent — roughly half the global business average. Retention remains a challenge: 56 percent of women surveyed in GETI 2024 reported considering leaving due to limited career progression, and nearly a third cited male-dominated culture.
Flexible working has emerged as a powerful retention tool. Prior to COVID-19, only 22 percent of energy companies offered remote work policies. Between 2020 and 2023, that number rose to 56 percent.
Flexible models help address structural inequalities, particularly as women continue to carry disproportionate caregiving responsibilities. However, more than half of companies now plan to scale back such policies — a move that risks reversing hard-won progress.
Leadership and Accountability
Addressing these challenges requires leadership commitment, measurable accountability, and systemic change. Targeted interventions such as mentoring, sponsorship, bias-free recruitment processes, pay transparency, and ecosystem-wide collaboration are essential. Initiatives like Women10x — the first global digital community focused on gender diversity in energy — aim to connect leaders, share best practices, and tackle systemic barriers. With women representing only 23 percent of the workforce, the sector cannot afford to overlook half of the global talent pool.
The path forward is clear. Energy demand is rising. The transition is accelerating. The workforce is not yet large or diverse enough to meet the challenge. Attracting, retaining, and advancing more women is not just a diversity objective — it is a strategic imperative for the future of energy.
The author is Director, Stakeholder Engagement, WPC Energy. Views are her own.
