On the occasion of International Women’s Day, the CEO of Enaon, Ms. Barbara Morgante participated in energypress.gr’s tribute to “Women in Energy.”
You can read the interview below:
«Gender equality is not just a matter of social justice; it is also a strategic necessity in this era of energy transition, and it requires diverse perspectives, multidisciplinary thinking, and collaborative leadership. We have a responsibility to ensure that this change is structural and irreversible” says Barbara Morgante, CEO of Enaon.
What steps led you professionally into the energy sector? Was it a clear choice from the beginning, or did it emerge along the way?
My professional journey into the energy sector was not the result of a childhood dream, but rather the outcome of curiosity, opportunities, and a growing fascination with a sector that sits at the intersection of technology, economics, geopolitics, and sustainability. What began as a professional step gradually turned into a conscious choice. Energy is not just an industry — it is infrastructure, strategy, and increasingly, responsibility toward future generations. Being part of such a transformation has been both challenging and motivating.
There are relatively few women in positions of responsibility in the energy sector. What do you think this is due to?
The energy sector has traditionally been male-dominated, particularly in technical and leadership roles. This imbalance is rooted in structural factors: fewer women historically entering STEM fields, cultural stereotypes about leadership models, and a professional environment that for many years was designed around predominantly male career patterns. These dynamics inevitably influenced representation at senior levels.
Does gender play a role in professional advancement, and what was a characteristic moment when you became aware of this?
Is it more difficult for a woman to stand out? In some contexts, yes — not necessarily because of explicit discrimination, but due to unconscious biases and entrenched expectations about authority, negotiation style, or availability. Early in my career, I became aware that I sometimes had to demonstrate competence more explicitly than male colleagues in comparable roles. It was not always overt, but it was perceptible. That awareness, however, also became a source of strength and determination.
Do you feel there has been improvement regarding gender equality in the workplace? Could you share a relevant personal experience?
At the same time, meaningful progress is undeniable. Corporate governance frameworks increasingly integrate ESG criteria, diversity metrics are monitored, and inclusive leadership is openly discussed. More importantly, there is a generational shift in mindset. Younger professionals — men and women alike — approach questions of identity, balance, and meritocracy with a different sensitivity. This cultural evolution is perhaps the most promising driver of change.
Within the Italgas Group, these themes are not treated as formal commitments, but as strategic priorities. Diversity and inclusion are embedded in governance processes, leadership development, and talent management policies. Concrete actions — from transparent selection criteria to mentorship initiatives and flexible working models — demonstrate that equality is considered a driver of performance and innovation, not merely a compliance requirement. Experiencing this commitment firsthand has reinforced my conviction that inclusive cultures are not only fairer, but also more competitive and forward-looking.
Still, equality of opportunity cannot be assumed; it must be actively cultivated. Mentorship, transparent evaluation criteria, flexible work models, and visible female role models in leadership positions all make a tangible difference. I have personally experienced how supportive leadership and inclusive corporate cultures can accelerate growth and create space for authentic professional expression.
The goal is not to create advantages for women, but to remove barriers — subtle or structural — so that talent, competence, and commitment remain the true determinants of professional advancement. The energy transition we are living through requires diverse perspectives, multidisciplinary thinking, and collaborative leadership. In this sense, gender equality is not only a social objective; it is a strategic necessity.
Things are indeed changing. The responsibility now is to ensure that this change becomes structural and irreversible.
Source: energypress.gr