Throughout my career I have encountered a lot of prejudice and skepticism, especially around the fact that I am a woman. A woman in energy. A woman in banking. A woman who understands financial language. A woman who walks into a room full of men and unexpectedly is the one who actually moves the discussion forward and closes the deal.
But bias is like background noise: you can turn it off or let it drown out your signal. I chose to postpone it.
Even when I felt prejudice, I focused on my work. For me, the most effective way to challenge skepticism is to consistently demonstrate competence and give people the space to realize for themselves that their assumptions were misplaced.
In many ways, adults learn just like children – not from what you tell them, but from what you show them. We can talk about diversity and inclusion all day, but what really changes mindsets is how we behave.
That change in mentality must start from within
I have been heavily involved in mentoring initiatives to support women for years. What I see very clearly is that everything starts with the mentality – how we as women look at reality and define our own potential.
Internal beliefs have a huge impact on the career path we build. You can change many things around you, but you have to start with yourself and be able to stand up for yourself.
Walking into a room where everyone expects you to fail is a tough test of courage, but it’s one worth taking – and no one will take it for you.
Fortunately, the sector itself is also developing.
A sector in transition – and increasingly inclusive
The energy sector is still a male-dominated sector, but it is changing. Over the years, I have observed significant shifts in gender inclusion in leadership. More and more women and people from various minority groups are being included in leadership roles.
In Central and Eastern Europe this change was particularly significant. Historically, the region’s energy sector was a state-owned enterprise, and many experienced professionals – especially men – had spent most of their careers in a very different system.
The transition to a commercial and competitive market required a major change in mentality throughout the sector. As the market and thinking rapidly evolved, the door naturally opened to a wider range of people in leadership.
Today, Central and Eastern Europe are one of the most dynamic markets in the energy sector, especially in the field of renewable energy sources. This transformation goes hand in hand with a more inclusive approach.
And that inclusivity isn’t just a cultural shift – it also has real business implications.
Diversity as a driver for better decisions
Diversity and inclusion are important in every sector, but they are even more important in the energy sector. The sector is of strategic importance and the decisions we make have far-reaching consequences. Bringing different perspectives to the table leads to better, socially acceptable solutions.
But diversity is also a real growth engine. I see this clearly with R.Power. Company success isn’t just about capital or technology – it’s about having the right people and leaders who empower them. When a company embraces diversity and inclusion in practice, it creates real, tangible value.
This is especially important with renewable energy sources. It is still a relatively young sector and the talent pool is not unlimited. Skills should be a priority. Creating an inclusive environment is not separate from business performance – it is a prerequisite for it.
Therefore, the real challenge begins at the executive level.
Translating inclusion into business value
At management level, the conversations naturally revolve around figures. If we want leadership teams to truly care about diversity and inclusion, we need to translate this into business language – into metrics, performance, risk and long-term value.
At the same time, we should not forget that behind every number there is a person. Financial logic and the human dimension must go hand in hand.
One of the biggest challenges is that DEI is often seen as secondary – something ‘nice to have’ rather than business critical. In reality, it has a significant impact on results, even if that impact is not always immediately measurable.
Building environments where talent can thrive
For organizations looking to retain and develop diverse talent, two priorities stand out: skills and regular monitoring.
Companies must invest in real development and create space for people to grow. But competence will not flourish in an unhealthy environment. Companies need to regularly keep an eye on the pulse of the organization – understanding the atmosphere, culture and dynamics within teams.
Is this an environment in which talent can actually emerge? And if not, why?
The ‘soft’ dimension of leadership, although often underestimated, is actually one of the most strategic elements of business performance. Nothing grows on poor soil.
People only deliver strong results in an environment where they can reach their full potential, where they do not feel limited and where different perspectives are truly valued.
When inclusion becomes reality
I have several examples of how inclusive leadership has helped break down barriers in my own career, but one is particularly meaningful to me.
When I was considered for a major industry recognition, the CEOs of the companies I’ve worked with – my current company, R.Power, and my previous company, BNP Paribas – immediately agreed to make recommendations.
They spoke about my work and achievements in a very generous and thoughtful way, and their support really mattered. These recommendations contributed to my inclusion on the Forbes Top 25 Female Lawyers in Business list.
For me, that was a clear example of inclusive leadership in practice. It wasn’t about explanations – it was about someone willing to hold the ladder while I climbed up.
Speaking the language of the industry
Of course, creating an inclusive environment is one thing. But every woman who makes progress in the energy sector must also take action herself.
The energy sector requires in-depth technical knowledge. Even as a lawyer, I quickly realized that to advise effectively, I needed to understand the technical context and use the correct technical terms, bridging the gap between legal advice and business acumen.
For any woman entering the industry, overcoming these barriers means two things. First, challenging stereotypes – showing that women can be as tech-savvy as they are capable of understanding complex systems. Secondly, adapting to the realities of the sector by learning to speak the language used by people in the sector.
For me this was essential. Without this I would not be able to provide meaningful guidance.
Advice for the next generation
For young women entering the solar and renewable energy industries today, my advice is simple: become so good they can’t ignore you.
Believe in your abilities. Respect yourself. Do what you like. And don’t let prejudices or the assumptions of others shape your way of thinking. Just do your job.
If you end up becoming a top specialist in your field, the company that doesn’t hire you will miss out.
Sabina is General Counsel at R.Power Group and board member of R.Power Investment BV, with more than 20 years of experience in leading legal departments in international organizations. She oversees legal teams across Europe and manages strategic renewable energy projects (PV, wind and BESS) and complex mergers and acquisitions, ensuring that the legal strategy supports dynamic growth and disciplined risk management. Previously, she led legal functions at major financial institutions, including BNP Paribas Poland, where she built a reputation for combining strong legal expertise with business pragmatism and effective leadership. She was recognized by Forbes as one of the “Top 25 Women Lawyers in Business” and actively participates in pro bono and mentoring initiatives supporting diversity and inclusion.
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