This week, Women in Solar+ Europe gives the voice to Marion Bourdais-Massenet, Country Manager France at Viridi Energies Renouvelables. She says true inclusivity comes from everyday practice, allyship and self-reflective leadership, encouraging young women to pursue their potential and confidently contribute to the energy transition.
When I look back at how the renewable energy sector came into being, I am reminded of how much courage and imagination it took. In the late 1990s, the belief that wind and solar power could power the planet was almost revolutionary, a shift away from fossil fuels at a time when few thought it possible. We were building something completely new: new professions, new technologies, new business models and new ways of thinking. In a context like this, diversity became one of our greatest strengths. When the challenge requires long-term vision, creativity and collaborative leadership, having a mix of perspectives is not only valuable, but essential. And as the industry continued to take shape, women could more easily take on strategic roles, push boundaries and open paths that didn’t exist before.
Over time I have learned that the wealth of ideas grows with the diversity of the people around the table: regardless of gender, background, nationality and life experience. Bringing different profiles together is not always easy; true collaboration requires openness, active listening, reflection and sometimes patience. But in the long run it strengthens everyone involved. Teams become more creative and resilient, and collective skills simply expand through the daily work of learning from each other. This benefits the organization and ultimately strengthens the entire energy transition.
When I started my career, my goal was clear: I wanted to contribute to the fight against climate change. That internal motivation gave me confidence and determination, allowing me to overcome systemic barriers that might otherwise have seemed daunting. By speaking openly, remaining authentic and focusing on results, I have been able to build credibility with colleagues, partners and institutions. I have always tried to involve the right expertise in decision-making and to listen carefully to what people needed. These habits built trust and opened doors that might have remained closed.
After seven years in France and nine years in Germany, I have witnessed real progress in gender inclusion. Women are increasingly taking on leadership roles. I’ve seen women get promoted while pregnant, and others lead teams while working part-time, examples that would have been almost unthinkable not so long ago. Those of us who entered the industry fifteen years ago now have the experience and legitimacy to lead. But gender inclusion is not just a sector issue; it is a broader social dimension. Our sector must be a forerunner, demonstrate the impact of inclusive leadership and inspire others to follow.
Navigating prejudice and skepticism was part of the journey. Being French in Germany gave me a useful perspective: in France it is generally accepted for women to work full-time with children, while in Germany this can still provoke criticism. There is even a term, “Rabenmutter,” or “Raven Mother,” used to describe a mother who is perceived as neglecting her child because she returns to work too early. This stereotype carries with it a strong social judgment. By highlighting the contrast between the two cultures, I was able to open conversations with skeptics and sometimes change their thinking.
For me, inclusion should be lived and not announced. In every meeting I make room for all voices, not just the loudest. I pay attention to people’s strengths and treat every contribution fairly. When these behaviors are practiced consistently, week after week, inclusion naturally becomes part of the culture.
Driving DEI at the board level often starts with one courageous step. Women tend to underestimate their abilities, while men often take more risks. We need to help women see and grow in their potential. But true systemic change requires senior leaders to engage in self-reflection and examine how their own behavior shapes the organization.
I have seen the impact of diverse leadership firsthand: richer input, stronger engagement, and deeper ownership of results. One of the defining moments in my career came when a male manager offered me a senior position that I would never have applied for. His belief in my potential opened my eyes to what I could achieve. It was a life-changing moment and a powerful reminder that allyship matters.
To young women entering the sustainable sector, I would say: be honest with yourself. Understand what motivates you and find a position that allows you to express your full potential. Don’t be afraid of mistakes; they are essential for growth. Treat yourself with the respect you expect from others, and never be intimidated by outdated, dominance-based management styles. Keep your goals in mind. This industry needs your voice and your leadership.
Marion Bourdais-Massenet started her career in France in 2008 as a project manager before moving to Germany in 2016 to join ABO Energy’s head office. There she coordinated the work between the French and German teams and ensured the quality of the project portfolio in line with the strategic direction of the company. After 15 years in the sustainable energy sector, she embarked on a new professional challenge in 2023 by founding the French subsidiary of Viridi. Known for her strong analytical skills and sound decision-making, Marion has developed deep expertise in managing complex projects from development to operations. She is recognized as a lateral thinker, open-minded, constantly learning and committed to fostering a healthy work environment based on authentic relationships. Leading cross-functional and multicultural teams is an important source of motivation for her. Marion is driven by a clear goal: contributing to slowing climate change and accelerating the energy transition together with committed teams that share the same values.
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