The renewable energy sectors are inherently industries that benefit from gender diversity and inclusion. Success depends on collaboration, creativity and solving complex problems across multiple disciplines. Teams with diverse perspectives are better equipped to generate innovative solutions, anticipate customer needs and manage the technical, commercial and regulatory challenges of major projects. In my experience, combining strong technical expertise with empathy and clear communication, qualities often enhanced by diverse teams, leads to stronger stakeholder relationships, better risk management and ultimately more successful and resilient project outcomes.
Diversity and inclusion also contribute directly to the overall resilience and long-term success of the renewable energy sector. Diverse teams improve decision-making, deliver more customized solutions and contribute to smoother project execution and stronger partner relationships. When everyone’s input is valued, organizations can adapt more effectively to technical, regulatory and market changes. Inclusion also plays a crucial role in engagement and retention, which is essential in a fast-growing industry that competes globally for limited tech talent. Ultimately, diverse and inclusive teams drive innovation, operational excellence, and sustainable business success.
Looking back on my own career, I am glad that I did not face any major structural barriers. I have always been treated with respect in the organizations I have worked for. However, I have encountered subtle biases, especially in international and multicultural environments. Sometimes there was skepticism related to being a young woman, the assumption that I was not the decision maker, or complex discussions aimed at male colleagues. There were also occasional comments that focused more on appearance or perceived limitations associated with motherhood. This behavior was never overt or hostile, but reflects the unconscious biases that many women still experience in the industry.
Over time, I have observed positive shifts in gender inclusion, especially in leadership. There are more women in technical and managerial positions and there is greater diversity at junior and mid-career levels. Although the sector is still male-dominated, openness to different leadership styles and more visible female role models is growing. This visibility helps younger professionals envision a future in the industry. In addition, more and more women are pursuing traditionally male-dominated studies such as engineering, strengthening the talent pipeline. Companies are increasingly recognizing that diversity is not just about fairness, but also about performance, innovation and competitiveness.
When dealing with bias or skepticism, I focused on performance, competence, and reliability. I made sure I understood the technical details, came to the discussions well prepared and conveyed my views clearly and confidently. By adopting a structured and technically sound approach, I was able to contribute effectively and position myself as a trusted professional in both internal teams and customer-facing environments. Over time, this consistency built a strong foundation of trust that supported collaboration, better decision-making and long-lasting professional relationships.
One of the most important leadership lessons I’ve learned is that true leadership comes from listening, understanding, and valuing your team. By recognizing the capabilities and potential of each individual, communicating effectively and building trust, it is possible to create growth opportunities without limiting anyone by prejudice. This approach not only strengthens team performance, but also helps challenge traditional assumptions about who can lead or contribute in specific roles.
Mentorship has played an important role in my professional development, even if it has been informal. Throughout my career, colleagues and managers recognized my capabilities, provided guidance and entrusted me with challenging responsibilities. Observing professionals in different roles has also been invaluable. Where possible, I try to support others in the same way: by sharing knowledge, providing constructive input and helping colleagues recognize and develop their own potential.
As a senior leader, I strive to foster an inclusive culture where people feel valued, respected and trusted. This means encouraging open dialogue, listening to diverse perspectives and treating respectful behavior as a core practice. Inclusion is embedded in everyday actions, in the way meetings are conducted, how decisions are made and how team members are supported as they take on new challenges.
At the executive level, one of the biggest challenges in advancing diversity, equity and inclusion is translating good intentions into sustainable cultural change. DEI cannot remain a policy on paper; it must be embedded in everyday decision-making, from hiring and promotion to leadership behavior. Another challenge is to ensure that diversity is recognized as a strategic business advantage that drives innovation, performance and long-term organizational success.
Engineering, construction and project development are still male-dominated, which can reinforce unconscious biases. At the same time, these sectors benefit enormously from different perspectives. Increasing gender balance brings new ideas, improves communication and strengthens collaboration and team dynamics. I have seen firsthand how diverse teams, especially in customer-facing roles, build trust, translate complex technical solutions into clear results, and deliver stronger project outcomes and lasting partnerships.
Throughout my career, several male colleagues and managers have actively supported my involvement in important projects, trusted my expertise and opened opportunities for growth. Their support has helped build credibility, increase visibility and boost my self-confidence.
To young women entering the renewable energy sector today, my advice is to invest in your technical skills, but equally in your self-confidence and personal growth. Don’t let self-doubt, external biases or assumptions limit your potential. Embrace challenges, keep learning, build meaningful relationships and trust your own worth. The renewable energy industry needs your perspective – and you belong here.
Bárbara Llinares is a mechanical engineer with 10 years of experience in large-scale solar PV projects. As Turnkey Engineering Director for Iberia & LATAM at Sunotec, she focuses on aligning technical execution across multiple regions, ensuring projects comply with local regulations while delivering smooth implementation and strong customer relationships. Throughout her career, Bárbara has held positions in engineering design, technical management and project delivery at leading global solar mounting companies. Her combination of specialized technical expertise, international experience and customer-oriented approach enables her to create reliable solutions and guarantee successful project results.
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