Accelerating the Net-Zero Transition by Bringing More Women Into Energy

WiN with NETRA

The energy transition is often described in gigawatts, gigafactories, and grid upgrades. But in many communities, climate change is experienced far more quietly—through longer heatwaves, scarcer water, disrupted livelihoods, and rising care responsibilities. In those moments, women are frequently on the front line. Yet when we look at the work of building net-zero—designing projects, financing scale-up, deploying infrastructure, shaping policy—women are still under-represented in the roles that determine outcomes. That gap is not a "nice-to-fix." It is a capacity constraint.

The renewable energy sector employs millions globally, but women's participation remains uneven—particularly in technical, field, and leadership roles. IRENA's analysis finds women account for 32% of full-time jobs in renewables, and the share drops further in critical roles: 28% in STEM-related positions, 22% in trades such as installers and electricians, and 19% in senior management/board roles. These numbers matter because the transition is now a speed challenge. If we keep building with a narrowed talent pool, we slow down deployment, limit innovation, and increase execution risk.

The opportunity map is expanding—and women should be central to it

Net-zero isn't one industry—it's a connected ecosystem across technology, operations, finance, policy, and people.

The opportunity set is growing fast across solar and wind, battery energy storage, eMobility, and green hydrogen. It also spans policy and regulatory work, supply chains and materials science, energy efficiency, ESG and climate finance and AI in energy too.

This is not only about creating jobs. It is about improving how decisions are made—because net-zero outcomes depend on thousands of daily choices across engineering, procurement, operations, and governance.

What women bring to the net-zero table—beyond representation

Energy is a systems business. The best outcomes come from teams that integrate technical excellence with risk management, stakeholder coordination, and long-cycle execution discipline. Women often bring strengths that are particularly valuable in this environment: collaborative problem-solving, high contextual awareness, long-term thinking, resilience under complexity, and the ability to align diverse stakeholders toward delivery. None of these qualities are exclusive to women—but many organisations see them show up consistently when women are empowered to lead.

The business case is equally clear: diverse teams make better decisions, reduce blind spots, and build solutions that work in the real world. Missing women's participation is not only a lost opportunity for women—it is a missed advantage for companies competing in one of the most significant industrial transformations of our time.

The structural "leak" must be addressed—especially around mid-career

We cannot speak honestly about women's participation without discussing why women leave. Marriage, maternity, caregiving responsibilities, inflexible work norms, travel intensity, and lack of supportive workplace policies often push experienced professionals out at the very stage when they are ready to lead.

This is why corporate policy matters. Practical steps—like flexible work options where feasible, safer and more inclusive field practices, transparent promotion pathways, childcare support, and return-to-work programs—can transform attrition into continuity. "Back to work" pathways, in particular, are one of the fastest ways to bring experienced talent back into the sector—professionals who already understand the industry and can contribute quickly with the right support.

Reskilling is not optional—it is the new baseline

Net-zero careers are no longer linear. Technologies evolve, standards shift, and digital tools reshape workflows. The winning professionals—women and men—will be those who treat learning as a continuous journey: technical upskilling, project and policy literacy, commercial understanding, and increasingly, digital and AI fluency.

AI deserves special attention. It can widen gaps if women are not included in data, tooling, and leadership. But it can also be a powerful accelerator—enabling remote diagnostics, smarter planning, and new roles in analytics and digital operations. The goal should be clear: women should not just adapt to the AI-powered energy transition; they should help build it.

WiN with NETRA: a practical pathway, not a symbolic campaign

This is the intent behind Women in Net-Zero – WiN with NETRA—an initiative designed to strengthen the net-zero ecosystem by expanding women's participation in the roles that matter most. WiN with NETRA focuses on elevating women's leadership and visibility across NETRA councils; strengthening skills through mentorship, training, fellowships linked to NETRA's R&D and market-building work; creating a space for women professionals to shape more inclusive policy and standards; and facilitating pathways for women-led startups and MSMEs—across clean tech, recycling, mobility, energy services, and climate innovation—to access capital, networks, and markets. NETRA is offering a 20% discount for women founders to join the community.

The net-zero transition is a once-in-a-generation opportunity—technologically, economically, and socially. Women should not be spectators in that transformation. And businesses cannot afford to treat women's participation as a "side topic" when it is directly tied to execution capacity.

To end on a simple truth: when women rise, systems improve—families, communities, institutions, and industries. If we want net-zero to move faster and land fairly, we need women fully at the table—not later, not symbolically, but now.

A line worth keeping close: "There is no tool for development more effective than the empowerment of women." —Kofi Annan

Netra Walawalkar

Vice President

NetZero Energy Transition Association