How to attract young women into industrial jobs and why it matters – 3 leaders weigh in

When it comes to women’s participation and opportunity in the workforce, we may be about 68.8% of the way to full parity, but representation remains uneven across industries. In supply chains and transportation, and manufacturing, women account for between 30-35% of the workforce, according to the Global Gender Gap Report 2025.

The report further shows that while the share of women in the workforce hovers around 41.2%, they only occupy around 28.8% of top-management roles. These figures are even lower for manufacturing, at less than 25%; for supply chains and transportation, women occupy less than 20% of the sector's top-management roles.

These are among the lowest proportions across industries, with oil, gas and mining, as well as infrastructure, at the bottom.

The pipeline problem begins early – as highlighted in previous Global Gender Gap Reports, the “drop-to-the-top” trend persists where women face steep barriers to reaching senior leadership roles, which is particularly stark in STEM fields.

Women are also systematically underrepresented in STEM employment compared to men.

Manufacturing has 20.3% of women in STEM jobs compared to 33% of men. In terms of gender parity in artificial intelligence (AI) engineering, the manufacturing sector has seen a gradual increase since 2016.

Overall, it is anticipated that the global unfilled positions in manufacturing and supply chains will be about 7.9 million by 2030, so how do we make the sector attractive for young girls and women?

We interviewed three leaders from the 2025 New Generation Industry Leaders Programme to learn more:

Vicky Bruce, Rockwell Automation: The manufacturing industry offers a dynamic and engaging career path for passionate young women curious about how things are made. If you had orange juice today, did it come in a carton or a plastic jug?

How do you think that container was created, how was it filled and how many get made each hour? Automation ensures high quality and consistency.

For me, working in manufacturing is extremely rewarding. The work I do ensures medicine is made correctly, that each package of my favourite cookies tastes the same and that the water coming out of my faucet is clean and drinkable.

If you are exploring a career in manufacturing, I recommend:

Sabah Derkaoui, OCP Group: Step into manufacturing with confidence – this is a space where your ideas, creativity and resilience matter. The industry thrives on innovation and it needs bold thinkers like you.

Stay curious, build technical expertise and leadership skills and surround yourself with mentors who challenge you to rise.

Don’t wait for permission – take up space and lead. Be the one who opens doors for future generations of women. And as you rise, extend a hand to others – be their voice, mentor and advocate. Because when we rise together, we don’t just change the industry – we transform it.

Laura Peiner, Merck KGaA: My advice is to embrace openness and trust your instincts. Take the time to analyse what skills and attributes are vital for the roles that interest you, highlight your matching strengths and position yourself authentically in those areas.

Don’t shy away from being your true self. Dare to be different to other people in similar roles. Remember, the industry needs diverse voices and perspectives, so let yours shine.

Vicky Bruce, Rockwell Automation: One barrier I often face is being the only woman in the room. Although my male colleagues are supportive allies, it still affects the culture.

If more women were aware of the exciting aspects of manufacturing – creating products that enable humankind, working with the latest tech and having a versatile career path – we would have better representation in the workforce.

Sabah Derkaoui, OCP Group: The real barrier is perception, not ability. Too often, I’ve watched brilliant women hold back – not because they lack talent but because they’ve been conditioned to believe they must prove their worth twice over.

The solution? Let your work speak boldly – impact shifts narratives and opens doors. As Michelle Obama wrote in Becoming, “There’s power in allowing yourself to be known and heard, in owning your unique story, in using your authentic voice.”

That’s the key: own your space through action. But it’s also on organizations to evolve, from diversity initiatives to performance-driven inclusion, fostering workplaces where everyone thrives based on what they bring, not who they are expected to be.

Laura Peiner, Merck KGaA: I have not personally faced significant barriers in manufacturing related to being a woman. However, I can imagine that some individuals, particularly those who have been in their roles for many years and have primarily worked with men in the past, may find it challenging to adjust to having women as colleagues or managers.

If this were the case, I think it is important to view the situation as a general change management process that needs to be actively managed. Every individual is unique, regardless of gender and addressing these dynamics openly is crucial.

Being transparent about what is important (skills, not gender) can foster understanding and acceptance, ultimately creating a more inclusive environment for everyone.

Vicky Bruce, Rockwell Automation: Many analytical people are drawn to manufacturing and find satisfaction in creating repeatable processes. However, leading through ambiguity is one of the top skills I look for when hiring. Preparing young women to excel in situations where the outcome or path to success is unknown is essential.

As they gain experience, leading through ambiguity, we can ensure they are ready to tackle the dynamic and ever-changing landscape of manufacturing.

Sabah Derkaoui, OCP Group: Education should be a launchpad for bold action, bridging theory with real-world complexity. Let young women engage directly with the factory floor, solve real problems and experience mentorship.

Leadership training must ignite change-makers, teaching women to lead with courage, influence with vision and embrace risk. What makes women powerful isn’t just their skill; it’s their intuition, collaborative spirit and comfort with complexity.

We must create systems that harness these strengths, recognizing that manufacturing doesn’t just need more women, it requires the leadership only they can bring.

Laura Peiner, Merck KGaA: I would actively encourage young women to pursue this path by providing more exchange forums with women working in the respective fields.

These forums would create opportunities for young women to connect with and learn from potential role models in the industry and allay fears.