When data shows where equality is stalling

The energy sector is struggling with an old pattern: too few women in leadership. But how much change is needed to achieve equality? Axpo uses data-driven simulation rather than gut feel. The simulation shows where targeted measures deliver impact – and where good intentions fall short.

Innovation happens when diverse perspectives meet. With data-driven workforce planning, Axpo harnesses this potential in everyday life and measurably promotes diversity and equal opportunities. But despite ambitious goals, progress is not happening at the same pace everywhere. Axpo uses insights in a targeted manner to make adjustments where progress is slower.

The energy transition is not purely a technology project; it needs teams to shape it. What matters are people with diverse, complementary skills and perspectives. Demand for highly qualified professionals is strong and, given the skilled‑labor shortage, hard to meet. All the more important, the energy sector must consider the full talent pool — in specialist roles as well as in leadership. Axpo creates the conditions for this: a culture that enables responsibility and cooperation attracts talent and empowers employees to make an impact. Culture is a success factor; data provides direction and priority. Together, these translate ambitions into results.

As part of this approach, Axpo sets a 30% target for women across all levels. It is not a numbers game: diversity broadens the talent base and strengthens innovation. To ensure that it does not remain a mere good intention, the goal is now operationally embedded.

In collaboration with Thriving Talent, Axpo has developed a simulation-based planning model based on real workforce data. The aim is to move away from abstract forecasts and towards a practical decision-making and control tool: Scenarios by business area show how recruitment, promotions, staff turnover, upcoming retirements and projected growth shape the target path – and the timeframe to achieve it. Derived insights feed into management meetings and quarterly reviews, with clear accountability and measurable milestones.

Every organisational unit follows its own dynamics. Axpo combines this context with a data-driven approach and links clear, realistic DE&I target paths for all areas. For example, one department is focusing on a new, individualised recruitment process that strategically targets more female talent for pre-identified key roles in STEM functions – such as software and data engineering, analytics and technical roles in the energy sector. Another area is placing greater emphasis on educating girls and parents before they choose a career, with the aim of giving individual job profiles greater visibility in collaboration with associations.

The focus is on real and historical personnel data that provide a consistent picture. On this basis, Axpo simulates scenarios over defined periods of time and identifies which combinations of recruitment, internal development and succession planning most effectively accelerate the achievement of goals. The result is comprehensible target paths for each area.

Simulation as a navigation aid

The simulation models are designed for operational control. They show upcoming stages, realistic time frames and relevant sensitivities. On this basis, HR and business units define responsibilities, prioritise measures and determine the next steps for recruitment, development and succession. The departments implement these steps in their respective planning cycles and feed the results back into the quarterly reviews. Based on this feedback, the measures are continuously improved and refined, creating a robust cycle of planning, implementation, review and adjustment.

"We are at a turning point," says Dr Nicole Kalindaga, DE&I Lead at Axpo. "DE&I is evolving at Axpo from a reactive to a predictive discipline. The question is no longer 'How do we achieve diversity?', but 'What data-based conditions allow it to emerge and strengthen organically?'." These findings underpin the focus on area- and level-specific target paths and prioritised levers.

The latest benchmarks support this approach and show that the proportion of women decreases with each higher level and also grows more slowly. At the same time, women are often underrepresented in promotions to the next level. This is exactly where the course for the future is set, yet progress is lacking. Against this backdrop, Axpo is defining division- and level-specific target paths. In doing so, Axpo is prioritising the most effective levers, from hiring targets to clear promotion criteria.

This is being implemented at Axpo in concrete terms:

• Clear hiring targets are set for each business unit, and candidates are proactively engaged to build robust applicant pools.
• A re-entry programme is launched for people returning after career breaks.
• Quarterly talent and progress reviews are conducted; clear promotion criteria and unconscious bias training make development steps visible and planable.

Culture x Data

Culture creates space for responsibility, cooperation and decisive action. Data provides direction and priority. DE&I has a strong impact in this interplay: goals are translated into work rhythms, learning experiences are used strategically and fed back into planning, allowing successful approaches to be scaled up. Metrics that make behaviour visible and guide decisions are particularly helpful. These include the ratio of internal to external hires per function level, relevant recruiting metrics, the promotion rate, and time-to-hire in relation to the quality of the applicant pool. These metrics make causal pathways visible and help teams guide next steps.

With realistic hiring targets and tailored insights, Axpo is promoting a new dialogue and improved planning throughout the company. The approach focuses on fact-based action plans. Sustainable progress begins with a realistic understanding of the starting conditions for each business area.

Axpo is improving data quality, further developing models and consistently integrating DE&I with strategic workforce and financial planning. The key is that this creates opportunities for employees and promotes careers that actively shape the energy industry. Only when diversity shapes everyday working life does it become a real success factor.

Recognised as a best practice by Advance, this approach serves as a practical model for organisations seeking to integrate DE&I into workforce planning with clear, measurable outcomes. Find curated best-practice insights in the Advance & HSG Gender Intelligence Report.

Find out more about working at Axpo and Axpo’s commitment to diversity, equality and inclusion here.