This week, Women in Solar+ Europe gives the voice to Clémence Leclair, ESG Manager at the German Belectric. She says active listening, empathy and self-reflection are essential components of strong leadership within the renewable energy industry. “As research and development professionals already know well, there is rarely just one path to excellence. In fact, some of the most unconventional approaches can prove to be the most effective or innovative,” she says.
The solar energy industry is one of the most dynamic and rapidly evolving sectors worldwide. It requires not only technical expertise, but also strong capabilities in community engagement, project management, environmental management, commercial strategy or financial acumen, often across different geographies. At international companies like Belectric, bridging this wide range of skills requires a broad spectrum of professional profiles.
Diversity, both gender and beyond, and inclusion are therefore not optional; they are key to the long-term success of our sector. Different perspectives allow for innovation, creativity and stronger problem solving. But they also promote deeper cultural and social understanding, which is crucial for building trust and acceptance within local communities, an indispensable foundation for project viability and scalability. In short, inclusion helps ensure that the energy transition is not only efficient and profitable, but also fair and sustainable in the long term.
Mentorship has always been a cornerstone of my career. I have been very fortunate to learn from brilliant women leaders in sustainability and beyond, who showed by example what was possible. They reminded me of my strength and abilities, not only through their encouragement but also through their achievements. Their leadership has taught me that real change starts with what we embody. Following in their footsteps, I strive to do the same: open doors for others, support students, and help them see their own potential. Mentorship is a cycle of empowerment, and it continues to shape how I act and what I value most.
As ESG manager, I work to embed inclusive practices in all aspects of Belectric’s operations. Diversity and inclusion must be part of the way we do business every day. This can take many forms: using gender-neutral language in our textbooks, ensuring diverse and representative imagery in our presentations, or using inclusive language in our job vacancies. It also means encouraging our teams to advocate for solar energy and STEM careers in schools, especially among girls and underrepresented groups, through targeted outreach and similar initiatives.
It is critical that employees are empowered to promote inclusivity through training, awareness and practical tools. People need to feel equipped to act inclusively, not just be told to do so. Likewise, transparency and measurable metrics are critical. Often one number can say more than a thousand words, it shows progress, creates responsibility and stimulates improvement. When we track diversity data consistently, we can really see where we are making progress and where we need to do more. This is how cultural change becomes real and sustainable.
When it comes to retaining and developing diverse talent, organizations must recognize that people increasingly value workplaces that are inclusive, diverse and flexible. While the impact of DEI on measurable outcomes can be difficult to quantify, there is mounting evidence that employees stay longer and perform better in environments where they feel respected and supported. To meet these expectations, companies must offer diversity-sensitive training at all levels, especially for leaders and managers.
Modern, inclusive leadership requires a very specific set of competencies: active listening, empathy and self-reflection. As research and development professionals already know well, there is rarely just one path to excellence. Some of the most unconventional approaches can even prove to be the most effective or innovative. Investing in people, through training, mentorship and development, is not only the right thing to do; it’s a proven strategy for long-term retention and success.
To young women entering the solar and renewable energy sector, my advice is: own your competence and legitimacy. Working on large infrastructure projects can be intimidating, and the communication codes in our field often still reflect a traditionally male-dominated culture. But your expertise and perspective are needed. Especially if you want to create change, find allies who believe in your ideas and start there. Seek feedback, continuously learn, and strive for excellence, but don’t let criticism make you doubt your right to be in the room. You are exactly where you are needed.
Finally, while advocacy and awareness are important, companies must also “walk the talk”: discrimination in any form must be consistently identified and addressed. Without a firm and visible commitment to our values, those values lose all their power, and so does our ability to create lasting impact. Inclusion isn’t just about saying the right words; it’s about taking real, measurable action every time
With an academic background in cultural studies and social sciences, Clémence entered the ESG field through hands-on experience in the IT sector. She later switched to consultancy, where she specialized in greenhouse gas emissions for medium-sized companies throughout Germany. Her journey led her to Belectric, where she was entrusted with the creation and leadership of the company’s ESG department. Clémence is passionate about driving meaningful change in the solar industry and beyond, with a particular focus on the impact on the environment and the people who make the energy transition possible. She is committed to strengthening ESG performance across the solar value chain, based on measurable progress, ethical responsibility, collaboration and long-term impact.
Interested in participating Clemence Leclair and other female market leaders and experts at Women in Solar+ Europe? More information: www.wiseu.network
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