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1、Women in Energy 2.0Gender Diversity in the CEE-SEE Energy SectorBoston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities.BCG was the pioneer in business strategy when it was founded in 1963.Today,we work

2、closely with clients to embrace a transformational approach aimed at benefiting all stakeholdersempowering organizations to grow,build sustainable competitive advantage,and drive positive societal impact.Our diverse,global teams bring deep industry and functional expertise and a range of perspective

3、s that question the status quo and spark change.BCG delivers solutions through leading-edge management consulting,technology and design,and corporate and digital ventures.We work in a uniquely collaborative model across the firm and throughout all levels of the client organization,fueled by the goal

4、 of helping our clients thrive and enabling them to make the world a better place.Women in Energy,WoNY,is a non-profit association founded in Budapest in 2017.Its aim is to increase the proportion of women leaders in the energy sector,not only in Hungary,but also in the CEE countries.The objective o

5、f WoNY is to support the growing professional community of women in the field of energy,enable women to reach top decision-making positions and bring womens board mandates to a visible level.BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 3Table of Contents1 Preface 42 Executive Summary

6、53 Context 93.1 The COVID-19 Pandemic 93.2 The Russian Invasion of Ukraine,and the Following Energy Crisis 93.3 The Increasing Importance of the ESG perspective 10Insiders Insight:Claudia Viohl 113.4 Companies With Diverse Leadership Perform Better 124 The Energy Sector in CEE-SEE 134.1 More Women i

7、n Energy Today Than Yesterday Still Far From Enough 134.2 In a Volatile World,Diversity is Taking a Back Seat 154.3FinancialIncentivesCouldAffectPerceivedImportanceofGenderDiversity164.4WomensShareoftheWorkforceStillDecreasesThroughtheRanks165 Attracting Women to the Energy Sector 185.1 Energy is Be

8、coming Less Intimidating but the Image Remains Primarily Masculine 195.2 Reasons for Joining the Industry Have not Changed Security and Success 20Insiders insight:Anita Orbn 215.3 Visibility and Role Models are Key to Changing Minds 22Insiders Insight:Michaela Chaloupkov 235.4 Best Practices for Att

9、racting Women to Energy 245.5 Recommendations 256 Retaining Women in the Energy Sector266.1SecurityandWork-LifeBalanceBecomePivotal266.2OfferedPoliciesarenotAlignedwithEmployeePriorities276.3MenandWomenFaceSimilarObstaclesImpactVaries30Insiders Insight:Judit Haraszti 316.4BestPracticesforRetainingWo

10、menintheEnergySector326.5Recommendations337 Promoting Women to Senior Leadership 347.1PerspectiveontheLackofFemaleLeadershipisAligningBetweenWomenandMen347.1.1Differentviewsonnecessarysupport357.1.2AskingforPromotionsStillComesEasierforMen357.1.3Gender-biasedPromotionProcesses357.1.4TheNumberofQuali

11、fiedWomenIsStillaSourceofConflict367.1.5Gender-BasedFlexibilityBiasPersists367.1.6MenQuestiontheAmbitionofWomenforLeadership377.2AgreementonQualitiesforPromotion38InsidersInsight:KateinaBohuslavov397.3BestPracticesforPromotingWomentoLeadershipRoles407.4Recommendations418 How to Move Forward?429 Appe

12、ndix 43NoteToTheReader431 PrefaceThis report,prepared by Boston Consulting Group and the Women in Energy Association,intends to give an overview of the gender balance in the energy sector in CEE-SEE.The goal of the study is to understand the status,dynamics,and perspective of the female workforce in

13、 this sector through the lens of womens career lifecycle,andtosharebestpracticesandgivespecificrecommendations on how to increase gender diversity.We also intend to review changes in gender diversity(including changes in views and perspectives around gender diversity)compared to our last Women in En

14、ergy Report,published in 2018.Our study is largely based on proprietary research consisting of a survey covering almost 4,000 employees working in 10 countries including Hungary,Slovakia,the Czech Republic,Poland,Serbia,Croatia,Slovenia,Romania,Bulgaria,and Ukraine.The questionnaire included questio

15、ns related to the importance and perception of gender balance and gender diversity in the energy sector,career progression and career tracks,personalpreferences,andexpectationsfrom a workplace,perceived managerial qualities of male and female managers,questions regarding the overall position of wome

16、n in the energy sector,and the impact of COVID on work.Furthermore,we conducted a quantitative and qualitative market research covering 85 energy firmsheadquarteredintheabove10countries,focusing on female participation rates and gender diversity programs.Inthereport,weexaminethethreemajorstagesof fe

17、male careers in the energy sector:channeling women into the sector,providing them with long-term career opportunities,and increasing female participation in senior leadership.Boston Consulting Group and the Women in Energy Association hope that this report will contribute to female empowerment and i

18、ncreased female participation in the energy sector in the CEE-SEE Region.BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 4Since this studys last edition in 2018,extraordinaryeventsandchangeshaveshapedthe world,including the COVID-19 pandemic,Russias invasion of Ukraine and the ensuing en

19、ergy crisis,and a slowdown of economic growth worldwide.Due to the landlocked geography of Central and Eastern Europe(CEE)and Southeastern Europe(SEE),and their physicalproximitytoRussia,theeffectsofthecriseswereamplified.These events have contributed to three key trends that have shaped the energy

20、sector as a whole andhavehadamajorimpactontheroleandposition of women in the industry.Increasing Importance of the ESG Imperative Environmental,social,and governance(ESG)factors have become increasingly important for companies and investors alike.As stakeholders demand greater transparency and accou

21、ntability from businesses,ESG performance has emerged as a key driver of long-term sustainabilityandfinancialsuccess.WithintheESG framework,diversity and inclusion are increasingly recognized as critical components of a companys overall ESG strategy,putting a welcome pressure on companies to priorit

22、ize diversity and inclusion in their hiring and promotion practices.Asfinancialinstitutionsandinvestorshaveincreasingly prioritized diversity and inclusion metrics in ESG assessments,the situation of women in energy has improved overall.Female representation in the workforce increased from26%to28%fr

23、om2018to2022.Moreimportantly,womenaccountedfor27%ofseniormanagement in 2022,a nine percentage-point increase from 2018 levels,and the number of energy company CEOs within the region more thandoubled:from4%to9.5%meanwhile.Despite advancements in overall representation and the diversity topic becoming

24、 a pivotal element of ESG commitments,challenges persist.While ESG reporting and diversity Key Performance Indicators(KPIs)help with getting thenumberstheyneed;thenextchallengeisabout gaining as much as possible from the numbers.As women in energy proceed with their careers,their participation rate

25、still decreases at senior levels.According to our survey,both men andwomenthinktherearenotenoughqualifiedwomen in the industry to be promoted to senior levels.While the masculine image of the sector is changing,the industry still appears to prospective employees as male-dominated.Moreover,companies

26、fail to follow the changing values of their employees and consequently their policyofferingsdonotmatchtheneedsofadiverse workplace.The following gender diversity challenges can beobservedondifferentcareerlevels:fewer women choose a highly technical university education(e.g.,engineering)compared to m

27、en the industry struggles to attract talented femaleemployeesforentryleveljobs(while41%ofSTEM1 graduates are women,only 26%ofnewjoinersintheenergysectorarefemale)companieshaveproblemsofferingtherightbenefitstoretaintheirfemaleemployeesasthey reach mid-career companiesfailtooffercomprehensivepromotio

28、noptionstoqualifiedwomenwhohave ambitions to reach senior leadership positions2 Executive SummaryBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 5 1 Science,Technology,Engineering and MathematicsThe pandemics impact on the way of workingToday,it is clear that the pandemic has dramaticall

29、yupendedthecareertrajectoryofworking women.While both women and men were impacted by the increase in time spent on caregiving duties during the pandemic,the distribution of work within households was found to be unequal.A BCG survey2 found that women carried out an outsized share of the caregiving d

30、uties:roughly44%ofwomencaregiversspentmore than 20 hours a week on these duties,comparedwith33%ofmencaregivers.Naturally,the additional burden of caregiving duties has an impact on careers,both short term via a shift to flexible or reduced working hours and long term via potentially lower promotion

31、opportunities.Contradictory vectors of the energy crisis The energy crisis ensuing in wake of Russias attack of Ukraine can be seen as having initiated two contradictory developments on the role of women in the energy sector.On one hand,in times of crises,diversity topics are tend to be pushed to th

32、e back burner.Understandably,economic pressures do not foster an environment for the industry to keep investing in diversity.BCG research has shown thatintheaftermathofeconomiccrises,progress on diversity&equity initiatives generally stalls.In the 2008 US recession,the share of ethnicminoritiesinman

33、agementfellby11%inindustriesmostaffectedbythedownturn,and theshareofwomeninmanagementfellby4%.Our survey has found that the issue of womens equity and inclusion in the energy sector is already taking a back seat on the industrys agenda.Respondents have indicated that the importance of gender diversi

34、ty is currently secondary both for managers and executives.It has also become secondary for employees since they tend to focus more on their own health and that of their family,as well as on their ability to make ends meet.Historical evidence3,however,shows that companieswithinclusiveworkplacesdefin

35、edas those where key employee groups,women andpeopleofcolorreportedpositiveexperiencesatworkwerefarlessaffectedbytheglobalfinancialcrisis.Forinstance,from2007to2009,theS&P500indexdeclinedbymorethan35%,but the stock price of inclusive companies actuallyincreasedby14%.On the other hand,as companies an

36、d governments grapple with the challenges of transitioning to more sustainable energy sources,diversity and inclusion have emerged as important considerations in the sector.One key focus areas has been the increase of diversity and inclusion in the renewable energy workforce.As the renewable energy

37、sector continues to grow,there is a need for a skilled and diverse workforce to design,build,and maintain renewable energy infrastructure.By prioritizing diversity and inclusion in their hiring and promotion practices,renewable energy companiescanbenefitfromincreasedinnovation,productivity,and bette

38、r decision-making.2 BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 6 2Boston Consulting Group The Pandemics Lasting and Surprising Effects on Women in Tech,2022 3Boston Consulting Group Diversity,Equity,and Inclusion Still Matter in a Pandemic,20201.The proportion of women entering the

39、energy sector is 13 percentage points lower than the proportion of female STEM graduates(41%)in CEE and SEE.The share of women continues to fall for mid-level and senior positions:less than 10%of energy company CEOs are women in CEE.While gender parity at STEM degrees is improving at universities,th

40、e lack of gender diversity at all career stages in the energy sector can be attributed to the persistent low attractiveness of the sector to women and to policies that do not address gender equality issues adequately.2.Energyfirmsneedtopromoteengineeringand STEM degrees to female high school student

41、s to increase the pool of candidates for entryleveljobs.Asconcretemeasures,firmscanofferscholarshipstofemalehighschooland university students,partner with local womens communities and societies in STEM-relatedsubjects,organizeandhostdifferentevents(e.g.,workshops)and competitions.These initiatives w

42、ould strengthen the energy companies brand and reputation and could also decrease the industrys manly image.3.The culture and the image of the energy sector is slowly changing among its own employees.Most sector employees would encourage their daughter to work in the industry,but many still see it a

43、s male-centric(with respondents saying“there are better places for women”or“women have lower chances to succeed in this sector”).Until these perceptions persist in the energy sector,the industry is unlikely to lose its male-dominated image in society.4.To attract more ambitious and talented women,wh

44、ocouldlatergoonandfillpositionsinseniorleadership,energyfirmsneed to make sure that every step of the career cycle can be reached gender-neutrally.If women do not see female role models who demonstrate that it is possible to succeed as a woman in the sector,few ambitious women will choose this caree

45、r track.5.The newest generations to the workforce have startedtoappreciatelong-termjobsecurityand work-life balance as the most valued aspectsoftheirjobforwomenandmenalike,in all age groups in the CEE energy sector.This represents a considerable change for young energy sector employees.Five years ag

46、o theyselectedachallengingandfulfillingworkenvironment,and learning and development opportunities as the most important aspects oftheirjobs.Thischangeinprioritiesismostlikely to have been driven by recent global events such as the COVID-19 pandemic.2 BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN C

47、EE-SEE 2.0 7Key findings of our report:2 BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 86.Most respondents to our survey(40%of women and 53%of men)argue that the key reason behind the lack of gender diversity in leadership positions in the energy industry is the lack of qualified women

48、 in the industry.To solve this issue,more women need to join the industry at the graduate level,so that more qualified women can climb the corporate ladder.In other words,more female students need to choose a career in energy,and the talented women need to be promoted to managerial positions with op

49、portunities to gain experience and develop into senior leaders.7.While progress has been made over the past five years since our first study,the CEE energy sector cannot be satisfied or become complacent with the results.Considering the changes and developments outlined above,building and maintainin

50、g the diversity of talent remain mission-critical for the future of the sector.Being more inclusive towards women is not a matter of choice,but it is a key business imperative in todays world.Companies with diverse boards and C-suitesachievesignificantlybetterfinancialperformance4.On the other hand,

51、diversity within a corporations workforce increases day-to-day KPIs and the overall satisfaction of employees5.8.With strong commitment and presence across all levels of management,real and long-term culture change can be achieved in the energy sector,contributing to the long-term success of the ind

52、ustry.4The CS Gender 3000 in 2021:Broadening the diversity discussion,Credit Suisse,2021 5Internal Talent Mobility Programs Can Advance Gender Equity.Do Yours?,BCG,20223 ContextBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 9Inthecourseofthepastfiveyearssincethestudysprevious2018edition

53、,extraordinaryeventshappened that have shaped the world around us in ways we could not have previously imagined.The key trend-setters were the COVID-19 pandemic,the Russian invasion of Ukraine,the resulting energy crisis,and the ever-growing importance of ESG imperatives.3.1 The COVID-19 PandemicThe

54、pandemichaddifferenteffectsintheshort-and long-term as to the status of women in the workplace as well as to companies attitude toward the ways of working,their policies,and working conditions.As the short-term impact of the pandemic,women became their families main caregiver,carrying out themajorit

55、yofthecaregivingduties,BCGfoundinasurvey.Whileonly33%ofmenindicatedthatthey spent more than 20 hours a week taking care of their family members,this ratio for women were44%.Naturally,aswomenneededextratimefor these duties,their working hours have been reduced,as well as their possibilities for poten

56、tial promotions,orcareertrajectorychanges.In the long-term,since employees were unable to physicallybeintheofficeforwork,buttheirdutiesand productivity did not decrease,companies attitude towards work from home,and other flexibleworkingoptionshavechanged.Thisallowswomen,to be able to focus on their

57、careers,while also being the caregiver of the family,which previously was an indicated reason for not promoting women to senior leadership positions.3.2 The Russian Invasion of Ukraine,and the Following Energy CrisisTheenergycrisishasalsohadcontradictoryeffectsin the short-and long-term as for diver

58、sity at the workplace.As the short term impact of the invasion,focus on diversity took a back seat as people became more concerned about their own and their families lives,health,and livelihood than workplace equality.During times of economic crises,progress on diversity and equality initiatives gen

59、erally stalls,BCG research shows.This became evident during the 2008 recession in the US,when ethnic minorities and womens share in management positions both took a hit.A long-run impact of the invasion,however,is that the ensuing energy crisis and the consequent sanctions on Russian energy products

60、 have pushed a slate of countries to focus on energy transition and speed up the transition process.This brings an increased focus on renewable energy,IT roles,and AI development,requiring moretechnicalandsoftskillsthatarelessmaledominated,than traditional energy industry roles that required some fo

61、rm of heavy physical work.3 BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 10 8(The World Bank,2021)3.3 The Increasing Importance of the ESG perspectiveEnvironmental,social,and governance,or ESG,investment has been around since 2004.Its importance increased during 2012-2013 in the U.S.a

62、nd gained momentum during 2018-2023 in CEE.Pushing these standards have both negative and positiveeffectsonwomenintheenergysector.On the upside,setting standards for equal opportunities has increased womens share in the workforce and resulted in women gaining leadershippositions.Thispositiveeffectha

63、sbeenachieved through regulation and hard-set quotas.On the downside,pushing a cause for 20 years withsomebutnotextraordinaryresultscanleaveabadtasteinpeoplesmouth.Forexample,setting hard quotas could mean promotions are notnecessarilymerit-basedafteracertainpoint,especially if the pool of women can

64、didates is small.Also,introducing regulations without actual follow-through measures leaves an impression that theeffortsdonotmatteranyway.BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 11ClaudiaViohlisanexperiencedexecutivewithanextensivebackgroundintheenergyindustry.Sheobtained an MBA

65、 degree from the University of Oldenburgin1997andstartedhercareerinconsulting.Later,she held various leadership positions at Ruhrgas andE.ON,includingVicePresident(HeadofCorporateOffice)andSeniorVicePresident(ChiefProcurementOfficer/SupplyChain).In2021,shewasappointedasCEOandChairpersonoftheBoardatE

66、.ONCzech Republic.She also serves as a member of the SupervisoryBoardsofE.ONEnergieDeutschlandGmbH(Germany),E.DIS AG(Germany),EG.D,a.s.(Czech Republic)and koEnergo,s.r.o.(Czech Republic).Furthermore,Claudia is member of the Board of the German-Czech Chamber of Industry and Commerce.Claudia ViohlCEO&

67、Chairperson of the Board atE.ONCzechRepublic“Q1.Did you have a role model available to you during your career?Noandyes.Ihavebeenaprofessionalformorethan25yearsnow,andformorethan20ofthoseyearsIhaveworkedintheenergyindustryanindustrythathasexperiencedandisstillexperiencingmajorchanges.Thus,during this

68、 time full of change,of course,I have got to know many impressive personalities who had outstanding skills and strengths but certainly also some of the“weaknesses”that sometimes accompany such strengths.For this reason,I have always tried to orient myself on the positive characteristics of these per

69、sonalities and to adopt someoftheminmyownleadershipbehavior.Afterall,everyoneshouldtreateveryonethesamewaytheywouldlike to be treated themselves.I am deeply convinced that we can be successful only if our employees also believe in what we want to achieve as top leaders and see in us a role model.For

70、 me,being a role model means above all being personally prepared to work on yourself again and again and to learn a bit more every day.Especially in thesefast-changingtimesfullofcomplexity,thisisindispensable.Q2.How do you approach your responsibility to provide a positive role model of womens leade

71、rship in Energy?Well,firstofall,Iremainfaithfultomyselfasawoman.Justbecausetheenergyindustryisstillverymuchdominatedbymen,weaswomenshouldnottendtoadaptunreflectivetomalebehavior.Ourstrengthliesinourselves,afterall.Forthisreason,Ihavealsodecidedtobeveryactiveintheexchangeandtoactasarolemodel.Thatswhy

72、Ihelpotherwomenforexampletofindtheirpreferredwaysoflivingandworkingbybeingamentor,sparringpartner,challenger,andbridgebuilder/dooropener,whateverisneeded.Ontop,ofcourse,Ialwaysworkclosely and open-minded,together with my male colleagues and try,whenever there is an opportunity,to have a constructive

73、butcriticaldialogueaboutthedifferentperspectivesofmenandwomenandthevaluesbehindthem.Ihopethatifeachofuscontributesalittleeverysingledayandseesdiversityassomethingpositiveandexciting,the discussion on the role of women will no longer be needed.Insiders Insight:Claudia Viohl 3 BOSTON CONSULTING GROUP-

74、WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 12 6(Credit Suisse,2021)7(Zenger&Folkman,2020)3.4 Companies With Diverse Leadership Perform BetterThe push for diversity cannot stop as it is important for both social causes and as it also helps the companies bottom line.Studies show that having gender diverse le

75、adership has multiple benefits.Duringnormalcircumstances,companieswith gender diverse leadership have a higher EBITDA margin than companies where senior leadership is dominated by men6.During economic hardships,a diverse leadership helps the company recover quicker than their counterparties homogeno

76、us leadership.This is shownonExhibit1,whereemployeesratedfemaleleaders better than their male counterparts,and thedifferencegotbiggerduringthepandemic7.The reasoning behind this is that people with similar backgrounds have likely faced similar obstacles,thustheywillmostlikelyoffersimilarsolutions.Th

77、ey make similar decisions,and have similar levels of risk aversity.Meanwhile,having aleadershipmadeupofpeoplewithdifferentbackgrounds likely come up with a wider range of options as possible solutions due to their experiencewithhavingfacedawiderangeofproblems in their lives.4.1 More Women in Energy

78、Today Than Yesterday Still Far From Enough4 The Energy Sector in CEE-SEEDespite the growing pressure on companies to advance gender diversity and create inclusive workplace cultures,the CEE region still lags Western Europe.According to the Global Gender GapIndex8,which ranks countries based on gende

79、r-based gaps in access to resources and opportunities,only one CEE country(Serbia)made it to the top 20 list in terms of gender equalitywhiletherestfinishedinthemiddleofthe pack,with Hungary ranking last from the CEE region at in 99th place.BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0

80、 138(World Economic Forum,2021)Nevertheless,growingdemandforESGreportingand accountability has prompted companies to prioritize gender diversity and inclusivity.This shiftisreflectedinvariousaspectsofcorporatelife,including communications that highlight ESGobjectivesandtargetsthembothinternallyandex

81、ternally.Furthermore,transparencyaboutthejourneytowardsachievingESGgoalsisincreasingly common in regular sustainability reports.Companies are also aligning the incentive systemsofC-suiteexecutiveswithESGtargetstoreinforce their commitment to advancing gender equality and inclusivity.Exhibit 2Womens

82、share of the workforce declined in primary sectors such as agriculture and construction,but increased in services 4 BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 14 9 ESG database,202210(The World Bank,2021)The adoption of ESG incentives varies widely by region and industry sectors glo

83、bally.The largest penetration,however,can be observed in Energy,likely driven by regulatory requirements.AccordingtotheRefinitivdatabase9,48%ofthe945 companies observed in the energy sector have adopted ESG incentives,while the Industrial sector is in second place with its adoption rate of only 35%.

84、Thepublicsectorisinthelastplacewitha17%adoptionrate.However,the apparent strong push for ESG in energyhasnotsofarresultedinsignificantlyimproved female workforce participation rates in the sector.Globally,the share of female employees within the oil and gas sectors workforce remained ataconstantleve

85、lof22%whiletheoverallshare of women across all sectors increased by 2percentagepointsfrom38%to40%10 in the pastfiveyears.Othersectorsoftheeconomyexperiencedamoresignificantincrease,mostnotably in healthcare,education,and public administration,with over 10 percentage-point increases.CEE energy compan

86、ies increased their share of female employees by only 2 percentage points,to28%.More worryingly,the share of women in board positions has decreased in the region.The share of female board members at CEE energy companies decreased in eight out of the 10 countries examined,andincreasedonlyinCzechiaand

87、Bulgaria.A positive development is that compared to 2018,women have achieved a higher representation in seniormanagementpositions(23%vs14%)intheCEE energy space,indicating some advancement on diversity in management as well as a growing poolofpotentialfutureexperiencedexecutivewomen in the making.BO

88、STON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 1511Results from the market research conducted by BCG for this study4.2 In a Volatile World,Diversity is Taking a Back SeatGender diversity is still perceived as an important issue.Due to recent events,however,its importance has declined in t

89、he overall priority list.In the face of the COVID pandemic,Russias invasion of Ukraine,the recent economic turmoil and energy crisis,participants of the survey prioritize issues closer to home,such as their own andtheirfamilyshealthandfinancialstability.114 Women care more about gender diversity on

90、a personal level,and they perceive gender diversity to be somewhat less important to their managers and CEOs.Men tend to consider gender diversity as less important on a personal level than women,and perceive it as more important to their managers and CEOs than to them.This suggests a fundamental mi

91、smatch in the perceptionandperhapsintheexperienceofmen and women.Women do not actually feel that gender diversity is a priority topic at their companies,whereas men see it as topic a more importantfortheirexecutivesthanforthemselves.This could mean that the previous years trend of promoting ESG targ

92、ets from the top down is yet to be translated and embedded into the fabric of corporate culture.Exhibit 4Both men and women feel that gender diversity is less important than 5 years agoBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 164.3 Financial Incentives Could Affect Perceived Impor

93、tance of Gender DiversityAsshownonExhibit5,employeesinmoresenior positions on the corporate ladder place an increasing importance on gender diversity,withmaleboardmembersanexceptiontothisgeneraltrend.SimilartothefindingsfromExhibit4,the self-reported importance of gender diversity has decreased comp

94、ared to 2018 at every level,suggestingthatinthetumultuousglobalcontext,womens position in the workplace takes a back seatinagendasregardlessofseniorityandsex.12Theonlyexceptiontothistrendisattheexecutivelevel.Thiscouldbeexplainedbythefactthat,as ESG has become a requirement rather than an option to

95、most investors,more and more companiestieC-levelexecutivescompensationand bonuses to D&I metrics.While this guarantees that womens issues are spearheaded by top management,it does not in itself ensure the engagement of the companys employees.4 12Results from the survey conducted by BCG for this stud

96、y 13(Boston Consulting Group and the Women in Energy Association,2018)14Results from the market research conducted by BCG for this studyFemale participation rates are low and still decreasing at every stage of the career lifecycle ascanbeseeninExhibit6.Eventhoughwomenhave higher representation in se

97、nior management andCEOpositionscomparedto2018(23%vs14%and10%vs4%respectively13),the share of women occupying these positions is still decreasing through the ranks14.4.4 Womens Share of the Workforce Still Decreases Through the RanksExhibit 5BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0

98、 174 Atdifferentcareerlevels,employersfacedifferentchallenges,namely:attracting young women to theenergysector,retainingexperiencedworkers,and promoting women to senior leadership roles.We will dive into each of these challenges in the following chapters.As the data show,the retention of women is fa

99、irly strong in the energy sector in the CEE region:their representation falls only 1 percentage point when it comes to management positions versus their representation in the total workforce.This tends to roll over to senior management positions too,with a decrease of 4 percentage points.However,the

100、re is a problem with female employee attractionintheenergysector.Eventhough41%ofSTEMprogramgraduatesarefemale,only28%ofthe total workforce in the energy sector are female,representingaserious,13%decline.Aspositionsbecomeevenmoreinfluential,suchas board membership and CEO roles,the share of womencont

101、inuestodecrease.While23%ofseniormanagement positions are held by women,only 10%oftheCEEenergycompaniesareheadedbyone.There is a small fraction of CEE energy companies that have women in their CEO roles.These companies include Veolia,Lotos,EMS,Energa,Petrol,E.ONCzechRepublic,Petrom,andElectrica.Women

102、s share of the workforce still decreases through the ranksExhibit 65 Attracting Women to the Energy SectorBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 18Diversity in any sector starts in the classrooms and at entry level roles.To ensure there is gender balanceacrossalllevels,companies

103、firstneedto ensure a balanced intake of male and female applicants.To achieve this,three key challenges need to be tackled:the manly image of the industry,the overall low attractiveness of the energy sector to women,and the ratio of women taking part in engineering programs.While the masculine image

104、 of the sector is changing,there is slow development in the number of female STEM graduates and entry level employees in the sector.Due to the urgent need to transition to a more sustainable energy system,several new skills and expertisewillbeneededintheenergysector,which are traditionally considere

105、d less male-dominated,such as data analytics,cybersecurity,energyefficiency,andpolicy®ulation.Theneedto reach new talent pools could provide a further impetus to double-down on womens recruitment.5 BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 195.1 Energy is Becoming Less Intimidat

106、ing but the Image Remains Primarily MasculineThe image of the energy sector is changing the perception is becoming more accommodating to gender diversity.Today,both men and women are more likely encourage their daughter to work in the energy sector as the overall image of the industry has become les

107、s masculine in recent years at least for thosewithfirst-handexperience.Approximately90%15 of survey respondents would encourage their daughters to work in the energy comparedtoonly80%in201816.Energy companies therefore need to broaden their recruitment base and attempt to reach also the young women

108、who do not have a direct connection to the sector.The respondents who would not support their kids in pursuing a career in energy mentioned several reasons:Skills or interest mismatch:“there are more suitable opportunities for her”Lack of overall diversity and opportunities “this is a man-dominated

109、industry”Work-life balance“when she saw how many weekendsIspentintheofficeIcouldntconvince her”15Results from the survey conducted by BCG for this study 16(Boston Consulting Group and the Women in Energy Association,2018)Exhibit 7More men and women would encourage their daughter to work in the energ

110、y industry5 BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 205.2 Reasons for Joining the Industry Have not Changed Security and Success Weaskedrecentjoinerstotellusaboutthereasonsfor their decision to choose the energy sector over otherindustries.AscanbeseenfromExhibit8,themostdecisivef

111、actorsforrecentjoiners(bothmenandwomen)werelong-termjobsecurity,themotivation to become part of a successful company and the training and learning&development opportunitiesoffered.Agoodwork-lifebalance,anddoingexcitingandfulfillingworkareaspectsslightlymoreimportantfor women,while men value a high s

112、alary and a high-tech environment to a larger degree,as shown onExhibit8.Exhibit 8Reasons for joining the energy industry are similar across gendersInsiders insight:Anita OrbnBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 21AnitaOrbnisaseniorexecutivewithexperienceintheenergysector,aswe

113、llaspublicandexternalaffairs,whohas an academic background in international relations.She served as the Ambassador-at-Large for Energy Security and as the Chairwoman for Regional Energy Cooperation of the Danube Countries in the Hungarian Ministry of ForeignAffairsbetween2010and2015.Shealsoworkedas

114、Chief Advisor to Cheniere Marketing and Supply from 2015to2017,andthenastheVPofInternationalAffairsatTellurianIncfrom2017to2020.Since2021,shehasbeenworkingatVodafoneHungary,asDirectorofExternalAffairsuntilJanuary2023andcurrentlyasGrouplevelDirectorofPublicAffairs.Since2022,shehasalsobeenaNon-Executi

115、veDirectorattheCzechchemicalscompanyDraslovska,now serving as Chairwoman of the HR and Remuneration Committee.Anita OrbnDirectorofPublicAffairsatVodafoneGroup“Why did you join the energy industry?How does it compare with the other industries you have worked in?Ijoinedtheenergyindustrybecauseofitsstr

116、ategicnature.AsIdidmyPhDininternationalrelations,thegeo-political implications of energy supplies have always fascinated me.I work in the telecommunications industry now which is similarly complicated and also involves a lot of strategic and geopolitical considerations.Without myyearsinenergyIwouldf

117、inditreallydifficulttonavigateinthetelecommunicationssector.What expectations did you have before joining the sector?How did those expectations hold up,were there any surprises that you have encountered?I had heard before that the energy sector is considered as one of the most complicated industries

118、,nonetheless itscomplexitysurprisedme.Whatwasalsoapleasantsurprisethatthissectorischanginganddevelopingwithincredible pace which always presents new opportunities to grow.I think never a dull moment in the energy industry!Q2.Q1.5 BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 225.3 Visi

119、bility and Role Models are Key to Changing MindsTo attract young professionals to energy companies,theindustryfirstneedsfemaleengineeringgraduatesthatarefittostepintotherequiredroles.For women,one of the key reasons of not pursuing an education in engineering is the lack of representation.Femaleexec

120、utivesserveasthemostvisible advocates,highlighting gender diversity in the sector and the career possibilities within.Without a clear perspective ahead showing that it is indeed possibleforwomentoexcelinthissectorintoppositions,engineering programs are not even on the list of options for many young

121、women.Seeing successful role models increases the willingness to participate in engineering programs.OuranalysisinExhibit9showsthatthereisacorrelationof57%betweenthechangeintheshare of female board members and the change in womens participation in engineering degrees at universities across the 10 CE

122、E and SEE countries assessed.Theexplanatorypower(R-squared)oftherelationshipis33%,inotherwords,thevisibilityoffemale role models is an important driving factor behind womens decision to attend engineering majorsatuniversity.Successful role models increase the willingness of women to take part in eng

123、ineering programs,increasing the talent pool of women for technical roles and leadership positions at a later stage.Therefore,it was a main driver for us to seek out current female leaders in the energy industry,include their spectacular life stories as well as their takeondifferenttopicsintheapplic

124、ablesectionsthroughout this study.Exhibit 9The more female role models there are,the more women choose to study engineering at universityInsiders Insight:Michaela ChaloupkovBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 23Michaela Chaloupkov is a Czech businesswoman with a doctorate in

125、law and an MBA from the University of Pittsburghs Katz Graduate School of Business.She has held various positions at CEZ Group,currently serving as Chief Administration OfficerandaMemberoftheBoardofDirectors.Her responsibilities and achievements include introducing centralized purchasing,managing hu

126、man resources on group level and driving the implementationofdiversityandflexibilityprinciples.She has been actively involved in sustainable entrepreneurship and corporate responsibility since holding a former position of Sustainable Development Leader at CEZ.Michaela ChaloupkovaMemberofBoardofDirec

127、torsatEZ“Q1:Do you agree that it is mainly the lack of support and lack of confidence in their qualifications and the lack of flexibility that hinders women in progressing their career further in the energy sector?What is your personal experience?I believe women representation in higher-level positi

128、ons in the energy sector in the Czech Republic is a much morecomplexissue.Apartfromtheabovementioned,itcanalsobethelackofnetworkingopportunities,whichmay lead to their invisibility when it comes to career advancement.That is why I support our internal programs designedspecificallytoaddresswomensneed

129、sandrequirements.Notonlydotheyhelpustosustainwomenintheworkplaceandempowerthem,buttheyalsohelpcreatethenetworkingpossibilitiesthatareextremelyimportant in such a male-dominant environment.Frommypersonalexperience,Ifinditcrucialtoencouragementobepartofthegenderequalitydiscussion.Gender equality can n

130、ever be reached without their active participation and better understanding.This can be the way to eliminate hostility that women are more likely to face in the energy sector.Q2:What is your advice for women who would want to progress in their career,but feel that they do not have enough credibility

131、 and/or support and/or confidence in their qualifications?My advice would be to be yourself,reach out and present your qualities,work on your visibility.Dont wait for the opportunitytocome,becuriousandactiveandfindone.Itcanalsobehelpfultotaketheadvantageofthetoolsandplatformsalreadyinplacedesignedto

132、reinforceequalityincompanies.Alwayslookaroundandyoumayfindyour role models,as a source of inspiration and courage.55.4 Best Practices for Attracting Women to EnergyThefollowingcompanies,bothregionalandglobal,mayserveasanexampleforattractingwomentothe sector.Enelinvestssignificantlyindirecting the ta

133、lent of women towards the STEM world,with initiativesinthelastsixyears,involving over 20,000 female students.In Italy for instance,Enel continued the“Tech Talk”cycle of inspirational digital meetings with domestically and internationally renowned female role models from the world of science,culture

134、and entrepreneurship.In Brazil,Enel continued the volunteer program“MujeresdeEnergia”aimedatfemale university,high school and technical students,and in Spain the STEM workshops“Orienta-T”and“Ella te cuenta”were held aimed at young people17.CEZ ensures that men and women are equally represented durin

135、g recruitment on both sides,whenever this can be implemented.Asanexample,CEZaimsforgender balance in the group of candidates for a position,and also in the selection and evaluation committees in all rounds of the selection process18.MOL Group and its operating companies actively collaborate with17un

136、iversities,26vocationaland secondary schools,and 50 elementary schools to attract more candidates and have adopted atargetofaminimum40%ratio of female graduate hires.Furthermore,MOLdefineditsEVPas community,career,stability,which was launched in 2021 and has been utilized in recruitment campaigns19.

137、Similarly to CEZ,MOL also targets the participation of female interviewers at all stages of the selection processes.In 2021,a female interviewer was present in morethan95%ofthecases.17Enel Group Sustainability Report 202118CEZ Sustainability Report 202119MOL Group Annual Report 2021Lets have a close

138、r look at some of these companies:5BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 255.5 RecommendationsTochannelmorewomenintoentryleveljobsandhence increase the share of women in the total workforce,companies could either promote the energy industry,or increase their own visibility and

139、attract women to the corporate brand.Organizing Events to Promote the Energy SectorThe most important task is to raise awareness ofthejobopportunitiesintheenergysectorandshow potential candidates what it is like to work in the industry.This could help reduce the manly image that many still associate

140、 with the energy industry.Showcasing the positive reasons behind newjoinerschoicetoworkinenergycouldalsoencourage more female candidates to pursue a career in the sector.Targeting Schools With EventsBy organizing various events in schools,young women could be steered toward choosing engineering as a

141、 career,increasing the candidate pool for energy companies in the future,which,in turn,could lead to a higher share of women in new joiners,thetotalworkforceandinmanagementpositions as female hires progress in their careers.Sending female presenters to these events would put a role model in front of

142、 high school girls,help diminish societal biases they may have about the role of women in the workplace,or the types of careers that a woman should have and could,therefore,open new horizons for them with career options they never considered.Energy companies could independently organize such events

143、to guide girls and young women on their future education and career decisions,while building their brands and reputation.Alternatively,industry associations,or government agencies could also organize such events to increase the share of women studying and then pursuing a careerinthetechnicalfields.R

144、ecruiting TargetsSome companies use recruiting targets to try to increase the share of female workers in their organization.This has some drawbacks but could help eliminate negative bias towards women when hiring.Some companies which have already been using this technique include Shell,which hasatar

145、getofatleast50%ofcollegegraduateshired to be women,or MOL,which has a target ofminimum40%fortheshareoffemalegraduate hires.Widening Recruiting PoolsIn the face of industry disruptions and changes,companies in the energy sector must broaden their recruitment strategies to maintain and enhance their m

146、arket position.This strategic shiftpresentsanopportunitytoimprovegenderdiversity within the organization,provided it is approachedwithproperproceduresandobjectives.Diversifying the recruitment pool can yield several advantages,including increased diversity among employees,positive cultural transform

147、ation,and improved employee satisfaction.Moreover,this approach can facilitate access to new markets and technologies,providing a potential competitive advantage.Highlighting the diversity of skills requiredIn todays dynamic business landscape,employees diverse skills and qualities are critical to d

148、riving organizational success.Hiring professionalsfromdifferentindustriescanenrichthe skillset diversity and provide a competitive edgetoemployers.Adiversifiedskillsetamongemployees can foster collaboration across teams,enhance overall productivity and quality of products and services,and bring fres

149、h perspectives and innovative ideas to the company.Such initiatives can help organizations stay ahead of the curve in a constantly evolving market.6 Retaining Women in the Energy SectorBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 26Aftertheapplicationprocess,thenextchallengefor increa

150、sing the share of women in the industry is to retain the women that are already part of theworkforce.Companiesneedtofindtherightmeasures for implementation as the priorities of bothmenandwomenareshifting.The impact of the Covid-19 pandemic on women has been most relevant on retention.There is no dou

151、bt that the overall workload has increased for women due to additional caregiving responsibilities.Several studies show that it was generally women who took the lions share of the new tasks.However,the degree to which womens careers have been impacted by the pandemic largely depends on company polic

152、ies,the work environment,and corporate culture.Having learned from the pandemic,it is now time to reshape the future of work in the energy industrywiththespecificaimoffosteringanenvironment that also helps women thrive.6.1 Security and Work-Life Balance Become Pivotal 20(Boston Consulting Group and

153、the Women in Energy Association,2018)21Results from the survey conducted by BCG for this studyPreviously younger men and women mostly valued achallengingbutfulfillingworkenvironment,training/learning&development,havingexcitingandfulfillingwork,andbeingpartofasuccessfulcompany as the most important a

154、spects of their job20.Responses on the most important aspects of the jobhavechangedmarkedlyinourcurrentstudy,likely driven in part by the impact of the pandemic on peoples work,lives,and priorities.Men and women in all age groups,including the younger generations,nowrankwork-lifebalanceandjobsecurit

155、y as the most valued aspects of their work,asshowninExhibit1021.Therearesomedifferencesbetweentheothertop priorities for men and women(ranked 3rd place and below).Women value training and developmentopportunities,andhavingexcitingandfulfillingwork,whereasmen,especiallyyounger men,prioritize high sal

156、aries and working for a successful company.6 BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 27Source:Women in Energy BCG Study 2022The survey responses show that the most importantaspectsofthejobforwomenhavechanged since 2018.Work-life balance has become the most important aspect for th

157、e younger generations,while that used to carry a higher importance for the older generations.This is most likely an outcome of the pandemic as it has shown employeesthatflexibleworkingoptionsaremoresustainable in the long-term.Also,long-termjobsecurityhasnotevenbeen in the top 3 as the most importan

158、t aspect for the younger generations.In 2022,that has climbed to the 2nd placeonthelist.Apossibleexplanationcould be the energy crisis,which has led to economichardships,peoplelosingtheirjobs,and hiring freezes,making employees appreciate jobsecurity.Companiesofferanincreasingnumberofpoliciesaimed a

159、t promoting gender diversity.Most companiesapplytheseselectively,oftenexcludingkeyelements.Themostfrequentlyofferedpoliciesare equal opportunity,maternity and paternity leave,and equal pay policies which are in most countries a norm,or even a legal requirement.Theseareofferedtomorethan50%oftheemploy

160、eeswesurveyed(to67%,65%,60%and57%ofemployeesforequalopportunity,maternityleave,paternity leave and equal pay,respectively).But policies that could improve diversity such as job-sharingprograms,womensnetworks,LGBTQnetworks,andombudspersonsareofferedonlyto7%,11%,3%and15%oftheemployeessurveyed,respecti

161、vely.Interestingly,the penetration of some of the benefitsgenerallylaudedasthegreatestcontributions of the pandemic to the workplace suchaspart-andflex-timeprogramsorleaveof absence opportunities,is relatively low,even though these can greatly contribute to a better work-life balance for both women

162、and men since it allows them to periodically balance the responsibilitiesbetweenworkandfamily.OfferingflexibleworkoptionsmorewidelycouldallowCEEenergycompaniestoretaintheirexperiencedstaffmore easily.6.2 Offered Policies are not Aligned with Employee Priorities6 BOSTON CONSULTING GROUP-WONY|WOMEN IN

163、 ENERGY IN CEE-SEE 2.0 28Exhibit 11Most policies that promote gender equality are not offered at the majority of companiesBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 29In addition to the mismatch between the policies offeredandemployeespriorities,akeyproblemis that employees do not m

164、ake use of the policies that are already available to them.Of those BCG surveyed,57%ofthewomenand58%ofthemensaidthattheyhaveneverusedthepoliciesofferedorhaveonlyusedthemafewtimes(seeExhibit12).Only13%ofthewomenand11%ofthemensaid that they make full use of all the policies offered22.Mostrespondents(6

165、2%ofthewomenand71%of the men)said that they have not used such policies as they felt they did not need them23.This suggests that companies need to better tailor theirpoliciesonoffertofitthewishesandneeds of their employees.Moreover,companies need to be aware that the use of policies depends on compa

166、ny culture and the attitudeandexampleoftheleadershipteam.Thefamous“Norulesrules”ethosofNetflixscompanyculture rests on the responsibility of the companys leadership in role-modeling desired behaviors.Their unlimited vacation policy only works if senior managementsetsanexampleoftakingleaveandthus cre

167、ates an environment where employees feel comfortablewithtakingtimeoff.22Results from the survey conducted by BCG for this study 23Results from the survey conducted by BCG for this studyExhibit 12BasedonExhibit12,itseemsthatCEEenergycompanies did not draw the consequences of the pandemicforthenewwayo

168、fworking.Theyofferpoliciesthatdonotpromoteflexiblework,eventhough one of the biggest lessons of the pandemic regarding the future of work was that people prefer flexibilityintheirwayofworking.Theywouldloveto see their companies trusting them with getting thejobdonewhilehavingbiggerfreedomintheirsche

169、dules or place of work when possible.A lot of energy companies still stick to a strict,at least4-dayminimumtobespentintheoffice.Obviously,some technical roles cannot allow work from home structures,but these policies could be custom-madebyjobtitles,andresponsibilities.57%of women and 58%of men do no

170、t regularly use company policies offered6BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 306.3 Men and Women Face Similar Obstacles Impact VariesEmployees perception of the obstacles that they face during their career advancement looks the same for men and women,including asanexamplealac

171、koftechnicalexperienceorknowledge(selectedby19%and12%respectively),or lack of support from senior leaders(12%formenand15%forwomen),though this has become less important since 201824.While women and men both state that a lack of visibility into available opportunities is their biggest obstacle,women

172、see this as a greater obstacle thanmen(27%ofwomenselecteditasakeyobstaclecomparedto19%ofmen).In fact,a greater share of women face each obstacle during their career progression than men,the results have shown.This indicates that while women and men face similar obstacles in their career progression,

173、women face obstacles to a greater extent than men.24Results from the survey conducted by BCG for this studyExhibit 13Women and men see the obstacles they face similar in natureInsiders Insight:Judit HarasztiBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 31JuditHarasztiisaHungarianexecut

174、ivewithextensiveexperienceinenergy,finance,andcustomerrelations.She earned a degree in Land Surveying Engineering from the Forestry and Wood Sciences University and an Engineering Economics degree from the Finance and Accounting College in Hungary.Judit started her careerinutilitiesin1994,andjoinedE

175、.ONHungaryin2002,where she held several management positions inE.ONssupplyanddistributionbusinesses,including Head of Accounting,Head of Billing,and Head of Customer Contact Center.She is currently theCEOofE.ONDSZ(electricityDSOinHungary)andthedeputyCEOofseveralofE.ONsHungariandistribution network s

176、ubsidiaries).Judit HarasztiCEOofE.ONDistributionSystemOperator(DSO)“Q1:How are you responding to the change in employees values and needs over the past years?Do you see different requirements between men and women?Inthepastyearsweallexperiencedhowaworldwidecrisiscouldchangeourlifefromonedaytotheothe

177、r.Wesuccessfully managed work,school,and every life event of the whole family from home.So now it is natural that afterthis,everyoneofusislookingforbalanceindependentlyfromourgender.Wealsoseethatinfamilieswithlittle children fathers take more part in the daily logistics and the so-called invisible w

178、ork.I think it is now more importantthaneverthatcompaniesprovideflexibleworkopportunitiesformenandwomenaswellbecausehonestly,Idonotthinkthatthisbasicneedwouldbesomuchdifferent.Q2:Which have been the most successful policies implemented to promote women in energy in your experience?WeatE.ONdonotbelie

179、veinprogramsfocusingspecificallyonwomen,webelieveintalent.Mypersonalopinionis that the most successful approach is to create diversity in talent programs and leadership teams so that the participants-maytheybemenorwomen,ordifferentinanyotherhumancharacteristics-canbenefitfromtheircollaboration,and s

180、o create an open and inclusive mindset within the company.6.4 Best Practices for Retaining Women in the Energy SectorHerearesomebest-practiceexamplesofretainingskilledfemaleemployees.Unipetrol established the position of the Ombudsperson to whom people can report inappropriate behavior of colleagues

181、,various forms of harassment and bullying,corrupt behavior or any other acts causing harm to the company and its employees.The Ombudsperson also deals with violations of corporate values and acts as a mediator25.E.ON introduced the promotion of co-leadership,in which two part-time managers share a l

182、eadership position,giving them greaterflexibilityinbalancingtheirprofessional and private lives26.25Unipetrol CSR Report 202126E.ON Romania Sustainability Report 202127CEZ Sustainability Report 2021BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 32 CEZ Group offersflexibleworkinghours,co

183、mpany kindergartens,and day camps for children,and maintains contact with employees onparentalleaveandoffersthemsupport when they return to work.They can keep in touch with the company and take advantage of workshops and courses while on parentalleaveandafterreturningto work27.6 6BOSTON CONSULTING G

184、ROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 336.5 RecommendationsKeep in Touch With Changing TrendsEmployers need to stay up to date regarding the changing values of their employees.For instance,peoplenowappreciatelong-termjobsecurityandwork-life balance more than before,likely due to theinstabilitythe

185、yexperienceintheworldaroundthem.Companies need to track these changes and adjusttheirbehavioraccordinglytoretaintheiremployees.Companiesthatexcelintheseareasmight also be able to snatch employees from competitors.Survey Employees About Their NeedsCompaniesofferawidevarietyofpoliciesasatooltoretainth

186、eiremployees.But,ifabout60%of the employees of both genders are not using these policies,then there is a misalignment in what the employers versus the employees think is important.Companies should ask their employees whattheythinkareimportantandofferpoliciesaccordingly to retain them.Make the Availa

187、ble Policies More VisibleSome employees may not be using the policies offeredbecausethepoliciesarenotvisibleenough to them,in other words,if employees do not know about the policies,they will not be able to use them.Making unit managers more educated about the policies so they can actively recommend

188、 it to employees could help increase engagement.Such a decentralized approach could also lower costs e.g.,by reducing the number of company-wide campaigns needed to raise awareness.Moreover,the company culture and theattitudeandexamplesetbyleadershipshouldreassure employees that they can take advant

189、age of policies,without any adverse impact on their careers.Ensure That Mentorship Programs are Visible and Available to All Prospective ParticipantsSome respondents answered that career progressionprogramsareonlyofferedtowomenwho are already part of the leadership team.It appears that some companie

190、s have attempted to take steps in the right direction but started with the women whose opinions were already heard.Making these programs visible and available to women at lower levels of the company hierarchy could help these women progress at the company faster and provide them with the opportunity

191、 to develop their leadership skills and advance to senior leadership roles in the future.28Results from the survey conducted by BCG for this study7 Promoting Women to Senior LeadershipBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 34Women who stay with a company for a long timearejustas

192、likelytohaveadesiretobecomeexecutivesasmen,yetwomenmakeupatinyfraction of senior leadership positions,such as top management,C-level,or board members.Their representation in these positions is also lower than the share of women in the sectors workforce or in mid-management.Finding the reasons behind

193、 this requires a deeper dive into the employees perceptionofthesituation,andthedifferencesinwhat women and men see as the main reasons for the lack of women in leadership positions.7.1 Perspective on the Lack of Female Leadership is Aligning Between Women and Men 29(Boston Consulting Group and the W

194、omen in Energy Association,2018)30Results from the survey conducted by BCG for this studyTheopinionofwomenandmendifferonthemain reasons behind the lack of women in senior leadership roles.Their views,however,are slowly aligningthedifferencesoftheirviewsdecreasedcomparedtothe2018survey,asshownonExhib

195、it14.In2018,68%ofmenthoughtthemainreasonfor the lack of female leadership was that there werenotenoughqualifiedwomenintheindustry,while women cited less support to women comparedtomenasthemainreason(46%chosethis option)29.In 2022,men and women both thought the main reason was the lack of qualified w

196、omen,but the ratio of men who cited this reason decreased by 15 percentage points to 53%compared to the 2018 survey(and for women it increased from 36%to 40%).30Exhibit 14The perception gap behind the lack of female leadership is narrowing7BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0

197、35There are five areas where the perception of women and men differ substantially(10%+difference).Thesedifferentviewsandbeliefscould create frictions which could hinder women in succeeding in their career paths and securing potential promotions.Women receive less support (32%ofwomenvs.7%ofmen)Womena

198、renotconfidentenoughtoaskforpromotions(25%ofwomenand6%ofmen)7.1.1 Different views on necessary supportThe lack of support for female leaders remains a contentious issue,according to recent survey data.In2018,46%ofwomenidentifiedthelackof support as the primary reason for the lack of womeninseniorpos

199、itions,butonly15%ofthemenwho shared this view.The disagreement remains in 2022as32%ofwomenbutonly7%ofmenconsiderthe lack of support as the critical issue.Thesefindingssuggestthattheremaybeinsufficienteducationandawareness-raisingeffortsin leadership circles to promote diversity and inclusivity.Addit

200、ionally,women might attach greater importance to support from colleagues and leaders than men do.Women are overlooked for promotions (19%ofwomenand2%ofmen)Therearenotenoughqualifiedwomenintheindustry(40%ofwomenvs.53%ofmen)Womenarenotflexibleenoughtotakeonchallenging assignments,e.g.,that require rel

201、ocation(18%ofwomenand6%ofmen)Weexploreeachofthesefiveareasinturnbelow.7.1.2 Asking for Promotions Still Comes Easier for MenThefindingssuggestthatfemaleemployeesarelessconfidentthantheirmalecounterpartswhenit comes to seeking promotions,according to the majorityofwomensurveyed.Thistrendpersistedover

202、thepastfiveyears,with23%selectingthisoptionin2018and25%in2022.However,menappeartohaveadifferentperception,withonly9%identifyingthisasanissuefiveyearsagoand6%inthemostrecentsurvey.Theresultsimplythat there may be a need for greater support and encouragement from colleagues and employers to empower wo

203、men to advance in their careers.This may be particularly relevant in industries that are believed to be male dominated such as the energy industry.7.1.3 Gender-biased Promotion ProcessesGender bias in promotion processes remains a contentiousissue,with44%ofwomenin2018and19%in2022citingthefailuretoco

204、nsiderwomenfor promotions as a key reason for the lack of femaleleaders,comparedtoonly13%ofmenin2018and2%in2022.Whilethedecreaseinbothgenders perception indicates progress,there is still an underlying gender bias in the workplace that needstobeaddressed.Thesignificantdecreaseinmens perception of the

205、 issue could prolong this gender bias due to the continued lack of awareness regarding the potential barriers women face when it comes to promotions.7BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 367.1.4 The Number of Qualified Women Is Still a Source of ConflictWhilefewermennowcitethe

206、lackofqualifiedwomen as the key reason for the lack of female leaders(53%nowvs.68%in2019),mostmencontinue to cite this as the primary reason.This suggests that men may have the potential underlying bias or perception that women are less qualifiedthanmen.Conversely,womensperceptionhasshiftedtowardsag

207、reaterfocusonthelackofqualifiedwomen,withthepercentageincreasingfrom36%in2018to40%in2022,makingtheprimaryreasoncitedbyfor female respondents.This could indicate a lack ofconfidenceintheirownskills,knowledge,andachievements compared to male colleagues.7.1.5 Gender-Based Flexibility Bias PersistsExhib

208、it 15Employeesthinkthatbeingflexiblehelpsmovingonescareerforwardandbeinginflexibleduetofamily-related duties is mostly associated with women.Ofthosepolled,18%offemaleand6%ofmaleresponders said that one of the key reasons for the lack of women in senior leadership is thatwomenarenotflexibleenoughinta

209、kingchallenging assignments.However,based on our detailed survey,women proved to be more willingtochangeandadjusttheirbehaviorinall evaluated dimensions,ranging from family-related sacrifices to taking on different roles in the company than men.Women are more willing to change and adjust their behav

210、ior than men in all evaluated dimensions7BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 377.1.6 Men Question the Ambition of Women for LeadershipMen tend to think that women do not want to be in leadership positions.However,our survey showed that women and men have almost identical aspi

211、rationsintermsofbecomingexecutives(seeExhibit16).Combinedwithourfindingsonperceptions around women getting less support than men,and women being overlooked for promotions,thisfindingsuggeststhatthere is a fundamental mismatch in the perception of men and women about womens level of ambition,intentio

212、ns,and promotion opportunities in the workplace.Exhibit 16Women and men have similar ambitions to become executives7BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 387.2 Agreement on Qualities for PromotionDespitehavingdifferentviewsaboutthecausesbehind the lack of women in senior leader

213、ship positions,women and men agree on the key qualities needed to be promoted to senior positions:havingtechnicalexpertise,beinganextremelyhighperformingindividual,andhavingfieldexperiencearethethreemostimportantqualities according to both men and women.For men,being an engineer or having similar te

214、chnical education is higher on the priority list.Women highlight the importance of having sponsors in higher-up levels,suggesting that women may need more support from leadership to land promotions than men31.Theperceptionofhavingsponsors/endorsersin higher-up levels is the one that changed the most

215、 since 2018.From being the most important quality according to women and the second most importantoneaccordingtomen,itfellsignificantlyin the eyes of both women and men32.Havingfieldexperiencewasnotinthetopfivequalities for women or men in 2018 but has emerged as one of the most important factors in

216、 ourcurrentsurvey.However,fieldor“offshore”experienceistypicallyonlyrelevanttotechnicaljobs,andpreviousyearsstudieshaveshownwomenaresignificantlyunderrepresentedinthese roles.If this is in fact an important quality for promotion,as respondents suggest,this may present another hurdle to women in land

217、ing leadership roles.31 Results from the survey conducted by BCG for this study32(Boston Consulting Group and the Women in Energy Association,2018)33(Boston Consulting Group and the Women in Energy Association,2018);(Boston Consulting Group and the World Petroleum Council,2017)Exhibit 17Women and me

218、n agree on the Top 3 qualities to be promoted to senior levelInsiders Insight:Kateina BohuslavovBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 39KateinaBohuslavovisaCzechbusinesswomanandChiefSustainabilityOfficeratCEZ,thelargestenergycompany in the Czech Republic.She leads the ESG Offic

219、e,whereshepromotesdata-drivenandscience-based approach to tackling sustainability issues.She representsCEZGroupintheExecutiveCommitteeofthe Corporate Responsibility&Sustainability Council oftheConferenceBoard,aglobalnonprofitthinktank,andintheExpertTeamforSustainabilityof the Confederation of Indust

220、ry of the Czech Republic.She also serves as the Vice President of the Czech Business Council for Sustainable Development.ShewasawardedtheESGOfficeroftheYearduring2022/2023WomeninGovernance,RiskandComplianceAwards.KateinagraduatedfromOxfordUniversityandCharlesUniversityinPrague.ShejoinedCEZGroupin202

221、1.Kateina BohuslavovChiefSustainabilityOfficerandtheHead ofESGOfficeofEZGroup“Q1.How do you view the impact of ESG on women in energy net positive or neutral?ESG promotes measurable targets and outcomes.So,we can look at Sustainability Reports of energy companies and see hard data.We can ask:Do comp

222、anies have diversity targets?What percentage of women work in the sector,and how many hold managerial positions?ESG does not allow companies to shy away from these questions;on the contrary,it shines light on these topics.In this respect,I view the impact of ESG as positive.But that does not mean th

223、at I like what I see.The numbers for women in energy are low,and we still have a long way to go.Q2.Given the decline observed in the importance of women topics in recent years,what measures could help keep diversity high on the agenda for both CEOs and employees?With talent scarce,it would be unwise

224、 to ignore half of the population when looking for prospective employees.Unfortunately,women with technical backgrounds are still rare.So,we need to make STEM disciplines more attractive for women,and we must start at a young age.I believe that educational programs for girls are crucial.CEZ Groups p

225、ortal The Word of Energy provides resources for all ages from preschoolers to university students,andourSummerUniversityinnuclearpowerplantsattractsabout20%offemalestudents.Weknowthatsustainability matters to women and sustainable energy is key for the future.Changes wont happen overnight,so lets st

226、art now to create a positive momentum for future generations.7.3 Best Practices for Promoting Women to Leadership RolesWebelievethefollowingcompanieshaveimplementedexemplarpoliciesforpromotingwomentoleadership roles.7 At INA,the career and succession management procedure is carried out for all manag

227、erial positions and sinceitisanobjectiveandunbiasedsystem,it ensures representation of allimportantcompetencies/areasofactivitiesneededtoachieveefficientand professional performance of successors in the applicants future managerial roles.Using the mentioned Procedure for Managers,and for employees o

228、f operative companies,“Employee Performance Management SysteminINAGroup”,asystemforidentifying and developing talents,is carried out both for managers and other employees.This tool also helps ensuregenderdiversityinexecutive,management,and supervisory bodies.The ratio of promotions and the ratio of

229、talents by gender is in line with the ratio of employees gender34.CEZ Group launched launched new programs for women to develop their managerial skills in addition to their alreadyexistingprograms.Womenin Focus is a development program for women in management positions and focuses on their personal

230、and professional growth35.At OMV Petrom,the Cross Company Mentoring Program(7th edition)creates learning opportunities,knowledge sharing,skills development for employees withdifferentbackgroundsandlevelofexperienceanditdevelopsnewsupport networks36acrossdifferentfunctional areas of the company,empow

231、ering both women and men to step into their highest leadership potential.Inthisprogram,57%ofthementees are women.4034INA Annual Report 202135CEZ Sustainability Report 202136 OMW Petrom Sustainability Report 2021Lets deep dive into some of these policies:BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY I

232、N CEE-SEE 2.0 417.4 RecommendationsBuild on Existing Programs and Assist Women in Setting Their AmbitionDifferencesinmenandwomensperceptionofthereasons for the lack of women in leadership have decreasedinthelastfiveyears,whichshowsthatcompanies are on the right track.While men have become less biase

233、d towards women,it seems that the gap is closing because women do not face the same obstacles as much as before.For instance,fewer women cite the failure to consider women for promotions or the lack of support for women as key reasons for the lack of female leaders.Provide Learning and Mentorship Op

234、portunitiesWhen companies provide learning opportunities to their employees,those with a greater need for these learning opportunities tend to participate.For instance,OMV Petroms mentoring program isopentoallstaff,yetwomen,whofacemoreobstacles in landing promotions,make up the majorityoftheparticip

235、ants.Hence,evenwithouttargetingspecificgroups,such as women,launching learning and mentorship programswillstillbenefitwomenandfostergenderdiversity over time.Focus on Giving Women an Equal Chance to Acquire Field ExperienceAsbothmenandwomenmentionedfieldoroffshoreexperienceasanimportantquality for p

236、romotion to senior positions,both genders should have equal opportunities in acquiring them.However,women are underrepresented in thetechnicalrolesthatprovidefieldexperience,makingitmoredifficulttowomentogetpromotedto senior leadership positions.Short-term rotation programsandimmersionexperiencescou

237、ldequalizeaccesstofieldexperienceandleveltheplayingfieldbetweenthegenders.Companiesshould be aware of this issue of the imbalance in fieldexperienceandshouldsetgoalstoreducethisobstacle for women,either by reducing the need for fieldexperiencetofillseniorpositions,orbyactivelysupportingwomeninobtain

238、ingfieldexperience.Engage Men in Senior Leadership RolesIdentifying the key opinion leaders is key to implementing any form of change.Lasting change canbeachievedbyengagingnotjustthewomen,but also men in senior leadership positions,as much of the company looks to these men for guidance.Establishing

239、ownership at this level mustbeapriority,asthesemenhaveinfluence on all stages(attraction,retention,promotion)of advancing gender equality in the workplace.7 AndreaIstenesSoltiisaHungarianexecutive,with20+yearsofinternationalleadershipexperienceand7+yearsofboardexperience.She has graduated with a mas

240、terss degree in International Business from Corvinus University in Budapest in 1992.She has broad experienceinmergers&acquisition,outsourcing,offshoringandin managing emergency response.As Country Chair she is driving the business development in energy transition and activities that grow the reputat

241、ion.She is an employee-centric leader,manager of international teams and team leads with high engagement level,and passionate about developing talents,mentoring and developing diverse and inclusive workplace.Andrea is an active supporter of social responsibility,she is the President of the Hungarian

242、 Business Leaders Forum,member of the Women in Energy Association,and Member of the Advisory Board of the Institute of Directors Hungary.Andrea Istenes SoltiCountry Chair,President of the board at Shell Hungary8 How to Move Forward?BOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 42What s

243、hould companies key priorities be to move closer towards gender equality?In 2022,the main threat is the growing disinterest of both employees and leaders,a result of external factors such as the Covid-19 pandemic and the energy crisis,and of internal aspects such as a loss of credibility due to cons

244、tant pressure without significant achievements.To address the growing disinterest towards gender equality,companies need to move from high-level promises to day-to-day actions.Involve employees for better-tailored solutions Set measurable action plans to implement changes Ensure ownership is present

245、 on all levelsThe key to advancing gender equality in the workplace is to continue to implement the measures and global best practices set out by various studies and past research,but at the same time move towards a more actionable phase of this implementation.To ensure that all employees get the su

246、pport they require,make it a priority to communicate transparently and involve employees ofalllevelsinsettingouttailorednextsteps.Theincreased engagement of employees is also crucial asbothexternalandinternalfactorscontributedtothe loss of ownership in recent years.As the quotes below show37,even if

247、 a growing number of policies are in place at many companies to promote gender diversity,the trust in these policiesisfalling.Companiesfirstneedtoregaintrust and restore credibility to create ownership of gender diversity topics at all levels of the organization.To create ownership on all levels,com

248、panies need to restore credibility Ensure that policies are implemented and followed-“The company is referred to as a family-friendlyworkplace,butafterthreeyearsof maternity leave,I did not get back my original position.”Make possibilities available and visible to all-“In the company,the female ment

249、or program only applies to women who are already in a leading position.”Ensure credibility at all occasions “I was on a“womens”career program where three men talked about the situation of women.”Engage male employees “Unfortunately,in myexperience,maleandfemalecolleaguesarenot treated as equal partn

250、ers at this company.Some men almost never allow women into a communication“cigar room”.”Engage young women early on-“This will not be done by forcing quotas for women.It would bemoreexpedientifgirlsweregivenmoresupport in the education system to move toward the natural sciences.“Thefirststepismoving

251、awayfromhigh-levelpromises to day-to-day actions in favor of gender diversity to ensure that policies are both implemented and followed through.A key measure here is the involvement of at least one member of the senior leadership team to ensure that the implementation of policies become and remain a

252、 priority.Making policies and opportunities available and visible to all is crucial in reaching a growing share of employees,while ensuring credibility is essential to retaining their continued engagement.The key to achieving lasting and visible change lieswithinfocusingonmorethanjustfemaleemployees

253、.Engaging the men in the organization facilitates more open and diverse discussions,while italsoadvancesequalityinthefamily.Forexample,offeringparentalleaveopportunitiesregardlessof gender creates a safer and more balanced environmentthatenablesretainingexperiencedprofessionals.Energy companies also

254、 need to look outside of their organization and start engaging young professionals and students early on.Providing more support to encourage women to study engineering and other technicalfieldsatuniversitywillovertimeenableamorediverseandconsistentinflowofyoungprofessionals,which is crucial to achie

255、ve lasting change.37Results from the survey conducted by BCG for this study9 AppendixBOSTON CONSULTING GROUP-WONY|WOMEN IN ENERGY IN CEE-SEE 2.0 43Survey MethodologyThe survey questionnaire consisted of questions related to the importance and perception of gender balance and gender diversity in the

256、energy sector,career progression and career tracks,personal preferences,andexpectationsofaworkplace,perceived managerial qualities of male and female managers,questions regarding the overall position of women in the energy sector and the impact of COVIDonwork.Theonlinesurveywasfilledoutbyover 3,900

257、respondents working in 10 countries.Market Research Methodology The market research for the study covered 10 Central and Eastern European countries:Hungary,Poland,Czech Republic,Slovakia,Serbia,Croatia,Slovenia,Romania,Bulgaria,and Ukraine.Company dataof85largeenergyfirmsoperatinginthisregionwas col

258、lected,including the female FTE percentage,female management and senior management FTE percentage,and female board membership ratio.Qualitativeanalysiswasalsoconductedregardinggender equality,gender balance,and gender diversityprogramsofthefirms.List of External SourcesBoston Consulting Group and th

259、e Women in Energy Association.(2018).Women in Energy:Gender Diversity in the CEE-SEE Energy Sector.Budapest:Boston Consulting Group.Boston Consulting Group and the World Petroleum Council.(2017).UntappedReserves:PromotingGender Balance in Oil and Gas.Boston:Boston Consulting Group.Boston Consulting

260、Group and the World Petroleum Council.(2021).Untapped Reserves 2.0.Boston Consulting Group.Eurostat.(2022).Education Database.OECD.(2022).Education Database.The World Bank.(2021).Labor force,female.RetrievedfromTheWorldBank:https:/data.worldbank.org/indicator/SL.TLF.TOTL.FE.ZSUNESCO.(2022).Education

261、Database.World Economic Forum.(2021).Global Gender Gap Report.Geneva:World Economic Forum.Regional Energy Companies Annual ReportsRegional Energy Companies Sustainability ReportsNote To The ReaderAbout the AuthorsZsfia Beck is a Managing Director and Partner at the Budapest officeofBostonConsultingG

262、roup.She is leading BCGs Energy and Climate&Sustainability Practices in CEE,and a core member of BCGs Global Energy Practice with majorfocusonelectricityandgasutilities,strategy,and operational development.Andrea Pnczl is the founder and Chair of the Women in Energy Association.She has tremendous me

263、diaexperienceandhasbeenthecommunication director at some of the largest energy companies in CEE.AcknowledgementsThe authors would like to thank theapproximately4,000industryprofessionals who responded to the survey,and the senior industry executivesandmarketexpertswhom they interviewed.We also acknowledge the contributions of BCGs Pter Holoda,Csilla Szalay,Anna Jvorka,Patrik Szll,Ambrus Brny,Fruzsina Tth,LszlGer,MargitFehr,Zsuzsanna Gerencsr.For Further ContactIf you would like to discuss the report,please contact:Zsfia BeckBCG Budapest +Andrea PnczlWomen in Energy Association+