ACWA Power’s Olga Pak: Leadership Is Not Gendered — But System Still Is

Can workplace policies close the gender gap in energy? Olga Pak, Head of People and Culture at ACWA Power, shared with Kursiv Uzbekistan how the company is designing practical solutions — from part-time roles for women on leave to gender-focused community outreach.

Designing Flexible Roles for Women on Leave

— In sectors like energy, where male representation still dominates, support for women can easily be undermined without structure. What initiatives do companies like ACWA Power implement to help women stay engaged and maintain qualifications during extended maternity leave or caregiving breaks?

At ACWA Power, we recognise that the energy sector remains highly male-dominated, and we are actively working to change this dynamic. Currently, female representation in our workforce stands at around 18%, and we are prioritising efforts to increase this figure, especially in leadership roles.

One initiative we launched this year focuses on women taking extended maternity leave. Given that Uzbekistan allows up to two or three years of leave, returning to a fast-paced industry can be difficult. To support a smoother reintegration, we now offer part-time project work during maternity leave. These roles come with defined scope and compensation, allowing women to stay professionally active, retain their skills, and remain connected to the company.

Participation is voluntary, but having this option has proven to be a meaningful step toward long-term inclusion and retention.

A Dual Strategy for Inclusive Work Environments

— You have worked in HR for many years. What are the key strategies, in your experience, to ensure anti-discrimination and effective gender equality programs?

As I mentioned earlier, our goal is to increase the number of women in various roles — technical, leadership, and beyond. But to do that effectively, the first step is to create a safe and inclusive environment.

So, what are we doing at ACWA Power?

First, in December of last year, we launched a formal Gender-Based Violence and Harassment (GBVH) Policy. Along with this policy, we initiated a large-scale internal awareness campaign to ensure people understand what GBVH is and how to address it.

We conducted training sessions for about 500 people — not just our internal employees, but also contractors who work on our remote sites. These remote locations often carry higher risks, so it’s crucial to include everyone in this awareness effort. We want our staff and partners to know both their rights and the grievance mechanisms available to them.

Second, we have started working on sustainability beyond the company. We want to raise awareness about human rights, domestic violence, and GBVH in the broader communities where we operate. For this, we have partnered with local NGOs that are experts in issues like human trafficking, labor rights, and domestic abuse.

Through these partnerships, we offer legal and psychological support to those affected — though we don’t refer to them as victims, but as survivors. This external outreach is just as important as internal policies. It reflects our belief that supporting inclusion means engaging with the entire ecosystem, not just our own staff.

So, in short, we are taking a two-pronged approach:

• Internal: creating safe, inclusive workplaces with strong grievance systems.
• External: helping to build community awareness and provide real support where it’s most needed.

Barriers to Advancement in a Digital Sector

— What are the key challenges women face in advancing to leadership roles in the energy sector, especially in the digital era?

The most significant challenges are both technical and systemic. First, women often face a skills gap, particularly in technical disciplines that are underrepresented in female education pipelines. This includes engineering, energy systems, and increasingly, digital tools and data platforms.

Second, digital fluency is now fundamental to leadership. The sector is evolving rapidly — with automation, AI, and energy informatics transforming traditional processes. Women who lack early exposure or access to these tools risk falling behind, not due to ability, but due to opportunity gaps.

Lastly, there is the issue of perception — leadership roles in high-stakes industries like energy are still culturally coded as male. Changing that narrative requires long-term investment in both policy and mentorship.

Breaking Stereotypes Through Example

— What initially motivated you to pursue a leadership role in such a male-dominated industry?

Entering the energy sector was a deliberate decision. I was motivated by the need to challenge the assumption that leadership in this field must come from men. I have always believed that capability is not defined by gender — and I wanted to set that precedent not only for myself, but also for other women professionals. Demonstrating that women can lead complex, technical organisations is important for expanding what’s considered possible — both in terms of individual ambition and corporate inclusion.

ACWA Power’s approach, led by Olga Pak, shows that gender inclusion in the energy sector requires more than intent — it demands structured policies, practical flexibility, and long-term investment in people.