The energy transition will stall without women in tech

It's no secret that AI is reshaping energy systems. Cybersecurity capabilities are strengthening and Electrification is expanding across transport, industry and infrastructure at unprecedented speed.

The energy transition is one of the most ambitious and technologydriven transformations of our time. And from a marketing vantage point, the pattern is clear: demand for digital solutions is rising faster than ever, and the organisations adopting them most successfully are those tapping into a broader and more diverse talent pool.

At Schneider Electric, we see this across our customer base and in our market insights. Digitalisation accelerates when teams reflect the communities they serve. 

Yet today, women account for just 35% of STEM graduates globally and only around one quarter of the technology workforce. In core disciplines such as cybersecurity, software engineering and AI, participation is often lower still.

Expanding that participation is one of the greatest opportunities we have to accelerate progress. It's not only a social priority; it is increasingly a commercial one. Our customers, partners and industry stakeholders consistently reflect to us that diversity in the teams building and deploying technology strengthens outcomes, reduces blind spots and improves adoption.

A digital transformation at scale

The modern energy system is no longer a mechanical one. It's a digital one.

Smart grids rely on real-time analytics, renewable integration depends on AI-enabled forecasting and industrial decarbonisation is powered by automation and advanced software. 

Our own marketing insights show a rapid rise in customer demand for digital skills - particularly in areas such as energy management, automation and data-driven operations. This mirrors the accelerating pace of the technologies we bring to market.

This convergence of operational technology and IT places the energy transition firmly within the broader technology ecosystem. At the same time, demand for digital skills is intensifying across every sector.

If we are serious about scaling net zero, we cannot afford to leave half the potential talent pool underrepresented in the very disciplines driving change.

Rethinking how we define talent

Part of the challenge lies in how organisations define and access talent.

Traditional hiring models often prioritise linear career paths and degree-based credentials. Yet in fast-moving technology environments, what matters most is demonstrable capability and the ability to adapt.

Research from Harvard Business School and the Burning Glass Institute shows that degree requirements often exclude capable candidates and disproportionately affect underrepresented groups. Employers that shift towards skills-based hiring expand their available talent pools and reduce artificial barriers to entry.

We see, the lack of skills-based recruitment across our industry as a critical issue, and our commitment to change it starts long before someone enters the workforce. The Schneider Electric Foundation places education at the heart of its mission, preparing young people - especially young women - for the quality jobs and futureready skills that will shape the next generation of the energy and technology workforce. 

A skills-first philosophy has shaped how we build our own global marketing organisation - from hiring digital storytellers and data analysts to upskilling teams in AI-driven content and customer insights. These experiences reinforce how powerful a skills-based approach can be; particularly for women entering or returning to technology fields.

Inclusion strengthens performance

The case for greater representation is also a performance argument. 

Global research shows that genderdiverse leadership teams outperform financially, innovate more effectively and make better decisions in complex environments.

Our brand insights reflect the same pattern: customers value suppliers whose teams mirror the diversity of the communities they serve, and it increasingly influences partnership and procurement choices.

Homogenous teams draw from similar assumptions, limiting their ability to navigate complexity. Diverse teams broaden perspective, reveal blind spots and strengthen innovation.

I see this firsthand. I'm proud to sit alongside four other women on Schneider Electric's Pacific Executive Team - a team that is 50% female -  because it shows that balanced leadership is not just possible but powerful in a technologydriven business. 

Diversity is not separate from competitiveness. Organisations that attract and retain a broader crosssection of talent are better positioned to lead in an increasingly digital marketplace.

A business imperative

Our most successful awareness and adoption campaigns - whether focused on electrification, digital energy management or industrial automation, rely on diverse teams who understand different customer contexts and can communicate across a wide range of experiences.

Net zero will be delivered by technology and by the people who design, secure and scale it.

Expanding women's participation across AI, cybersecurity and engineering is one of the most powerful levers available to strengthen innovation and accelerate progress.

The energy transition is the defining economic transformation of our time. By widening access to skills, rethinking how we identify talent and creating pathways for more women to lead in technology, we can unlock greater capacity across the entire ecosystem.

The opportunity is clear. The talent exists. The responsibility - and the advantage, lies in ensuring it is fully realised.