Gender equity isn’t just about fairness – it’s a business imperative for the future of the energy sector.
At APA Group, diversity, equity and inclusion (DEI) are embedded in the culture, shaping how the company attracts, retains and supports talented women at every level.
We spoke with three senior leaders—Suzanne Shipp, General Manager of Operations and Maintenance; Preeti Arora, General Manager of Power Project Development; and Allyson Woodford, General Manager of Engineering and Planning—about what it takes to succeed as a woman in a male-dominated industry, and how APA is creating real momentum toward lasting change.
Why gender equity matters more than ever
It’s no secret that DEI and gender equity have received mixed press recently. Preeti Arora, General Manager of Power Project Development at APA, believes gender equity is more than fairness.
“Achieving gender equity isn’t just about representation; it’s about creating an environment where all talent can thrive. By integrating equity into hiring, leadership development and workplace culture, we can build a resilient energy sector positioned for long-term success.”
Drawing from personal experience as a woman from a culturally and linguistically diverse background, Preeti has seen how inclusive leadership—where people feel heard, supported and valued—leads to stronger performance, greater ownership and more resilient teams.
For Suzanne Shipp, General Manager of Operations and Maintenance, DEI is directly linked to better business outcomes:
“Diverse thinking helps solve the problems that really matter. It also allows us to tap into the broader population to address resource shortages. The people I work with have clarity of purpose and feel connected to a common goal. Inclusive leadership has helped drive an increase in diverse hiring and improved retention and engagement.”
Allyson Woodford, General Manager of Engineering and Planning, wholeheartedly agrees and believes there’s even more opportunity in the future:
“There are more and more women entering our industry. I want to see more women engineers, tradespersons, and IT analysts and more male HR and call centre operators – having genders represented as you would see them in the community, ensuring women have the same opportunities as men is critical to the long-term success of our company and our country. Women should leave the workforce with the same superannuation as men, and men should take career breaks to care for children. Equity is everything for our future.”
All three leaders are united in their belief that DEI must be embedded at every level—from recruitment and development to everyday team dynamics. They agree that inclusive leadership isn’t just about creating space for different voices; it’s about actively ensuring those voices shape the direction of the business.
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How diversity drives innovation in the energy sector
Diversity and inclusion aren’t just values but catalysts for innovation and competitive advantage. In a complex, fast-evolving industry like energy, solving tough problems demands various perspectives and lived experiences.
At APA, this belief is more than theory. Suzanne Shipp, General Manager of Operations and Maintenance, sees the impact of DEI every day:
“I am proud to be a part of APA’s journey and a leader of our strategy. I have led programs, policies and initiatives that have made a difference. I have developed a team that is creating a culture of belonging that advocates for equitable policies. I encourage and support mentoring to give back and develop emerging leaders for the next generation.”
Preeti Arora, General Manager of Power Project Development, brings her own global perspective to the table, having lived, studied, and worked in India, New Zealand, and Australia. For her, diversity of thought isn’t just a nice-to-have; it’s essential for challenging the status quo and driving progress.
“Diverse experiences and perspectives have shaped my journey. Like many women, I wear multiple hats. Each role adds depth to how I think and lead. These layered experiences shape my approach and help me unlock new ideas that move the business forward.”
The energy sector faces growing challenges—from the shift to renewables to skills shortages. Tapping into a broader range of perspectives helps organisations like APA stay ahead of the curve and foster a culture where innovation thrives.
How APA embeds diversity, equity and inclusion to secure Australia’s energy future
Rather than treating DEI as a single initiative, APA approaches each element—diversity, equity, and inclusion—with tailored strategies that support meaningful, long-term change.
Through various initiatives, policies, and benefits, the company ensures everyone can access support and opportunities that meet their needs. It’s not just about supporting women but about moving towards equality. Many of the policies work to increase equity directly between men and women. Suzanne gives some examples of how APA is closing the gender gap:
“Neutral parental leave policies advance gender equity through shared caregiving, challenging the norms, and attracting and retaining talent. Removing all references to ‘primary’ care for parental leave ensures we support fathers, mothers and same sex couples. Meanwhile, our apprenticeship programs acknowledge the shortage of women in trades and work towards growing the talent.”
Fostering a supportive and inclusive workplace is part of APA’s everyday culture. It’s a shared responsibility across the entire organisation, not just something led by women or senior leaders. This commitment is backed by practical initiatives such as leadership programs, training opportunities, and access to a broad range of employee policies and benefits.
Preeti notes that while many efforts have improved hiring practices at APA, one initiative in particular has driven a noticeable shift in workplace culture: Inclusive Hiring training, now available for all people leaders at APA, is helping build a more open-minded and equitable approach to recruitment:
“APA’s Inclusive Hiring training for leaders is making a tangible impact. Equipping people leaders with the tools to recognise and address their own unconscious bias means we are seeing a more equitable hiring process. This ensures that opportunities are based on talent and capability rather than outdated assumptions, and this directly strengthens the diversity of our teams.”
She adds:
“These initiatives are not just symbolic; they drive real, measurable change in APA’s culture and workforce. The focus on increasing women in apprenticeship and graduate programs right through to leadership has been strong and unwavering. It has created greater visibility for women in senior roles, making it easier for emerging women leaders to see a clear pathway for career progression. This kind of representation was rare a decade ago, but today, we see more women in executive positions, sponsoring others and shaping the company’s direction. That shift is powerful.”
Leading the change for a brighter future in energy
As one of Australia’s leading energy infrastructure providers, APA operates in a rapidly transforming sector. From the energy transition to shifting workforce expectations, staying ahead means building teams that reflect the diversity of the communities they serve.
For Allyson, increasing representation, particularly of women, is not only the right thing to do, but a business imperative:
“Having genders represented as you would see them in the community is critical to the long-term success of our company and our country.”
A visible lack of women role models has long discouraged women from entering male-dominated industries, but APA is helping change that narrative. Allyson shares:
“For the second time in my career, I have a woman leader! Our senior executive team is 50% women, and nearly 40% of our General Management cohort are women. That’s a significant achievement—and it truly shapes our culture.”
All three leaders agree that the future in their sector is looking better than ever, thanks to being part of an organisation that continues to promote gender equity and DEI and constantly asks the question: What could we do better?
Suzanne shares:
“The future is bright. APA has an aggressive growth strategy, and having a diverse team will enable this to happen. My vision is that everyone feels that they can bring their whole self to work and that they can feel like they are respected and belong.”
Each of these leaders brings a unique perspective to the challenges and opportunities facing women in energy. From driving inclusive leadership to breaking down systemic barriers, they’re not only changing the status quo but also helping redefine what leadership in the energy sector looks like.
