The UK’s energy sector may be renowned for engineering sustainability, but if we want a leading edge in the future, we must boost the representation of women by embracing flexible and family-friendly working. Georgina Worrall OBE, Head of POWERful Women and Working Families Ambassador, comments.
Barriers to equality
Many women working in the energy sector are still trying to fit their lives into rigid, outdated models of work. Inflexible hours, parental leave that perpetuates women as the primary carer, and cultures that don’t value caring responsibilities hold talented women back, or sometimes even pushes them out of the industry altogether.
For all the progress of the last decade, a glaring imbalance remains. Despite women now making up 30% of board members compared to 5% ten years ago, 15% of boards still have no women at all. Leadership representation has stagnated at 34%, and the CEO level remains dominated by men.
A missed opportunity
These numbers don’t simply represent a diversity problem, they point to a missed business opportunity. Companies with at least one female director bring in 3.5% more revenue annually, and diverse management teams generate 19% more income from innovation. With the energy industry under pressure to deliver net zero, the need for diverse and creative thinking has never been more necessary. Diversity isn’t a nice-to-have, it’s an essential power source.
Solutions in action
Fortunately, we don’t have to invent the solutions from scratch. A handful of forward-thinking employers are already showing what works. National Grid and E.ON, for example, have introduced equal parenting leave, helping to close the gender pay gap and reduce the motherhood penalty, whereby women’s careers are significantly interrupted by time taken to look after a child. Others, like Good Energy, offer structured return-to-work coaching, leading to a 91% retention rate following maternity leave.
Beyond policy
But policies alone won’t transform the sector. The real change lies in a mindset shift that starts with recognising the natural rhythm of a career, and understanding that there will be periods when people lean into work and periods when they lean out. By creating a culture that doesn’t question an employee’s dedication when they step back temporarily, and allows them to return flexibly without penalty, empowers women to build long, successful careers.
The role of managers is crucial. Training managers to understand the benefits of flexibility, such as retaining staff – nearly two-thirds of parents say it’s the reason they’ve stayed in their current role –sets the tone for inclusion, but also pays dividends. Research shows that 7 in 10 managers see flexible working as a driver of productivity. Certification schemes, such as Family Friendly Workplaces, involve leaders to ensure meaningful change can happen over time.
Leading by example
Leadership visibility matters too. Sixteen senior figures from organisations including Shell, Ofgem and Centrica have signed the POWERful Women Leaders Coalition Charter, publicly ‘parenting out loud’ to normalise caregiving and flexible working. When senior leaders model these behaviours, it signals to the entire workforce that flexibility isn’t a career risk.
This visibility matters for the next generation. Younger workers increasingly want to work for companies that value their wellbeing and work-life balance. By embracing family-friendly policies and flexibility, the energy sector can broaden the talent it appeals to, build a stronger reputation and future-proof against high staff turnover.
An opportunity to lead
The sector is at a turning point. It has the chance not only to catch up with other industries but to lead on showing that an inclusive, family-friendly approach can power innovation and deliver on net zero. This isn’t about tokenism or ticking boxes, it’s about designing workplaces that reflect the reality of modern life and unlock the full potential of every employee.
If the energy industry can achieve this, the rewards will be felt across the board: improved retention, stronger innovation, and leadership teams better equipped to navigate the transition to a low-carbon future. The same ingenuity that’s transforming our power systems can transform our people systems too.
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