When I think about the future of our industry, I am optimistic not only about the role we play in decarbonizing Europe, but also about our potential to redefine leadership, justice and opportunity in a rapidly evolving world. Solar energy and batteries are expanding at an extraordinary pace and will very soon become Europe’s main source of energy. The industry’s mission is to provide clean, affordable energy for all, but it must also be aligned with social objectives.
By 2030, Europe’s solar workforce is expected to reach almost one million people, up from around 860,000 today. Unlike traditional industries that carry deeply ingrained cultural norms, ours is still being shaped. This gives us an extraordinary opportunity to embed equality, inclusivity and fairness from the ground up.
One of the reasons why I believe so strongly in the potential of our sector is the strong foundation we already have. Although women are still underrepresented in managerial and technical positions, they make up almost half of the total workforce, significantly more than in most other energy segments. It is a privilege to start from this baseline. It positions us to close STEM gaps, expand access for minorities, and build an industry that truly reflects the society we serve.
But for that to happen, we must face the reality that the energy transition cannot be successful if it excludes half the population or sidelines the perspectives we so desperately need to innovate. In an industry where dynamics change so quickly and unexpected challenges arise, adaptability and rapid responses are essential. Building homogenous teams will only keep you stuck in old or outdated ways of thinking that can’t cope with such a dynamic industry. You need fresh ideas and unique points of view, which can only come from diverse teams.
But despite our progress, achieving true gender equality in the solar energy sector remains far from easy. Of the many obstacles, two stand out to me. The first is the widespread lack of awareness about the barriers women face during their professional careers. Many of these obstacles are invisible or completely normalized. Without more education and conscious effort, this self-perpetuating cycle will not be reversed.
The second barrier is the continued underrepresentation of women in technical roles and, more importantly, in leadership positions. Hiring more women is crucial in both technical and non-technical roles, but doing so at the highest levels of every organization is essential. Then it’s about creating spaces where all voices are equally important, regardless of gender.
My own understanding of these issues in our industry has deepened as my career has progressed. I remember the first energy conferences I attended. I was quite shocked by the small number of women and minorities, not only in the audience but especially in the panel discussions. While the former reflects a systemic issue, the latter is a choice. Conference organizers decide who sits on a stage, and those choices influence who is seen as an expert, who shapes the story, and who is legitimized as a leader. Creating panels with DEI in mind is fundamental, even if it requires extra effort. Talent is equally distributed, but opportunities are not. And while it is possible that, despite the best intentions, a panel may end up being all-male, this should be the exception and not the norm.
This awareness has also shaped the way I think about leadership. Traditionally, leadership is coded as masculine: dominance over others, detachment from emotions, and decision-making focused solely on personal or corporate outcomes. Celebrated for generations, this framework has contributed to many of the challenges we face today.
I consider myself lucky. I grew up surrounded by people who questioned many of the social norms placed on men. That doesn’t mean I’m immune to it. But it has pushed me to approach leadership differently. I try to act consciously with an open mind, deep listening and self-awareness. These are not “soft skills”, they are crucial factors that enable strong, inclusive and future-oriented leadership. They enable teams to thrive, innovate and feel psychologically safe.
On a systemic level, I’m a big believer in embracing the change you want to see in the world. Yes, we must demand accountability from our leaders and push for systemic reforms. But change must also start from within, within organizations, teams and individuals.
Equity cannot be treated as a side project or a communication exercise. It must be fully integrated into the business strategy and embedded in governance, operations, culture and decision-making. This will catalyze real change at the macro level and create resilience and long-term value.
When I look at the next generation entering the solar industry, I feel a strong sense of responsibility. My main advice to young students is that they should always pursue their passion, which will be their main ally when entering the job market. In my case, it took me some time to realize that my passion was tackling environmental issues, which eventually led me to the solar industry.
We really need to encourage more women and minorities to pursue careers in STEM, through school programs, career fairs, grants and scholarships. We need to create the space where young women feel that they too can play a fundamental role in the energy transition. Early engagement with young women and minorities significantly increases STEM interest and career intentions, especially when these initiatives are led by women and minority individuals.
In a world where the pendulum of power is swinging to the other end of the spectrum and threatens to undo all the progress we have made, it is imperative that we double down on our founding principles as DEI. The pendulum will swing back and progress will continue, but until then we must stay strong.
Antonio Arruebo works as a market analyst at SolarPower Europe, specialized in energy storage, and is one of the main contributors to the newly established Battery Storage Europe Platform. He focuses on storage markets, supply chains and policy developments in Europe. Before joining SolarPower Europe, he studied Business Administration at the University of Zaragoza and obtained a master’s degree in Environmental Economics from the Vrije Universiteit Amsterdam.
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