Let’s be direct. The water industry has a diversity problem.
For decades, it has been built, led, and operated largely by men, particularly in engineering, infrastructure, and leadership roles. While that is starting to shift, progress has been slow, uneven, and in some cases, more visible in strategy documents than in reality.
At the same time, the industry is being asked to solve some of the most complex challenges it has ever faced. Climate pressure, aging infrastructure, regulatory scrutiny, and increasing demand are all converging at once.
And yet, it is still drawing from a relatively narrow talent pool.
That is not just a diversity issue. It is a capability issue.
The roots of the problem are structural. Water, like many infrastructure-heavy sectors, evolved from engineering disciplines that were historically male-dominated. For years, the talent pipeline reflected this, reinforced by limited visibility, outdated perceptions, and a lack of clear entry points for women.
Latest statistics from UNESCO indicate that women represent only 17.7% in water utilities globally (United Nations). In technical roles, that number is often even lower.
This is not unique to water. Industries like construction, energy, and utilities have faced similar challenges. The difference is that many of those sectors are now moving faster.
Tech, for example, despite its own well-documented issues, has made diversity a central part of its talent strategy. Renewable energy has positioned itself as purpose-driven and inclusive, attracting a broader and younger workforce. The water sector, by comparison, is still catching up.
The Industry Talks About Diversity. Talent Is Watching What It Does.
There is no shortage of statements about diversity.
Most companies in the water sector now include inclusion and gender balance within their ESG frameworks. Many have targets, initiatives, and internal programs designed to improve representation. But candidates are not evaluating statements. They are evaluating reality.
They are asking:
As the International Water Association highlights:
“You cannot build resilient water systems without diverse perspectives at every level of decision-making.”
That gap between intent and execution is where many companies are losing credibility.
The argument for diversity has been made, and it is backed by data.
Reports from McKinsey shows us that companies in the top quartile for gender diversity are 25 percent more likely to outperform financially. Diverse teams also make better decisions more consistently, which matters in an industry where decisions carry long-term environmental, financial, and public impact.
But here is the more immediate issue: The water sector is facing a growing talent shortage. The increasing workforce gaps across the sector, driven by aging infrastructure, demographic shifts, and demand for new capabilities.
If half the potential workforce is underrepresented or leaving mid-career, the industry is actively limiting its own ability to solve its biggest challenges.
Getting more women into the industry is only part of the solution – keeping them there is the real challenge.
Across STEM fields, women are significantly more likely to leave mid-career, often due to a combination of limited progression opportunities, lack of flexibility, and workplace culture challenges, as highlighted in UNESCO research.
This creates a cycle where fewer women progress into senior roles, meaning fewer role models exist and ultimately – fewer new entrants see a clear path forward.
And the pattern repeats.
This Is Now an Employer Brand Issue
The shift in candidate behavior is clear.
Top talent is no longer just looking for a job. They are looking for alignment.
They want to work for companies that:
If a company’s leadership team does not reflect diversity, or if its culture does not support it, candidates notice.
And increasingly, they walk away.
This is also being reinforced by investor expectations. PwC highlights that more than 80 percent of investors now consider ESG factors, including diversity, in decision-making.
While progress across the sector is inconsistent, there are clear examples of companies taking a more deliberate approach.
Firms like Xylem and Veolia have made visible commitments to diversity, linking it directly to innovation and long-term performance. They are not positioning diversity as a side initiative, but as part of how they operate and grow.
Industry bodies such as the International Water Association are also actively promoting gender equity through global programs and leadership initiatives.
These efforts matter.
Because they signal to the market that change is possible and that the industry is capable of evolving.
For leadership teams, this is no longer a passive issue. Failing to address gender diversity carries real consequences:
In short, it limits growth.
Progress will not come from statements alone – it requires deliberate, visible action.
That means:
It also requires accountability, because the industry does not lack awareness – but it does lack pace.
The water industry is being asked to do more than ever before.
Solve climate challenges.
Modernize infrastructure.
Maintain public trust.
It cannot do that effectively while drawing from a limited talent pool.
Gender diversity is not a side conversation. It is central to whether the industry can meet the demands placed on it.
The question is no longer whether change is needed.
It is how quickly companies are prepared to make it happen.
Hiring in the water sector?
TSC helps companies access high-quality, diverse talent across global markets in the water and wastewater sectors.
