By Kruthika A Bala
The UK energy sector is undergoing profound transformation. From traditional oil and gas to renewables, and hydrogen, the industry faces unprecedented challenges and opportunities. Delivering on decarbonisation targets, modernising infrastructure, and ensuring energy security require effective leadership across all parts of the sector.
The Powerful Women: State of the Nation 2025 report highlights that women now represent 30% of board members and 34% of middle management in the sector. Yet their presence remains limited in senior executive roles, with only 16% of executive directors and 8% of CEOs being women. This gap reflects structural trends in leadership progression.
Maximising the UK’s energy sector performance demands fully utilising its available leadership talent across oil, gas, nuclear, renewables, and emerging technologies. Leadership teams that draw from a broader talent pool gain diverse perspectives, stronger operational insight, and improved decision-making capability.
Energy is a capital-intensive, highly technical industry with long planning horizons and complex risk profiles. To successfully navigate the energy transition and maintain competitiveness, companies must ensure leadership structures reflect the full range of available skills and experience.
Middle management shows encouraging progress, signalling an expanding pool of potential leaders. However, converting this pipeline into senior leadership requires focused organisational commitment clear promotion paths, leadership development, and inclusive workplace practices that span all energy sub-sectors.
The economic value undeniable. Leadership teams that draw from a wide range of experiences and perspectives are better equipped to solve complex problems, adapt to changing conditions, and identify new opportunities. This leads to more efficient project delivery, improved operational resilience, and stronger financial outcomes which are critical factors in an industry defined by long timelines and significant investment.
Companies with leadership that reflects diverse thinking can respond more effectively to shifting market dynamics and regulatory demands, reducing risk and enhancing competitiveness. Conversely, those that rely on a narrow set of views may face limitations in agility and innovation, potentially missing out on emerging growth areas.
The opportunity to build stronger, more agile leadership teams exists today. The challenge lies in translating potential into performance.
WENA 