In the field of engineering, female presence is growing significantly in Italy. In 2010, the number of women who obtained a master’s degree in engineering was 3,140; in 2021, it rose to 8,267. In 2010, female master’s graduates in engineering accounted for 23% of the total engineering graduates, while in 2021, they reached 30.8%. These are the figures from the National Council of Engineers.
These data set the stage for the discussion titled “Beyond Equality: Stereotypes, Paradoxes, and Opportunities,” organized by ESA engineering, endorsed by OICE, and sponsored by WIDE Group.
Alfredo Ingletti, Chairman of 3TI Progetti and Vice President of FIDIC & OICE, initiated the debate by outlining an overview: “In general, women in the engineering sector number around 270,000, constituting 25% of the total, although the percentage varies greatly depending on the specialty. The data is encouraging, depicting a path forward that will see the next step as an increase in women in leadership positions. This aspect is inexorably linked to a generational factor, as well as dynamics related to skills, culture, and abilities, which carry more weight in our sector compared to other societal contexts.”
Will the passage of time or a generational shift be sufficient to bring the numbers into parity?
Francesca Federzoni, CEO of Politecnica Ingegneria e Architettura and Vice President of OICE, responds to the question: “The growth of figures within an organized society depends on those who determine its growth. In this sense, special attention to leadership roles is imperative.”
Drawing on her experience at the historic firm Politecnica, Eng. Federzoni further emphasized that the increase in the female percentage within design groups has contributed to the achievement of better design products. “Today, we have clear evidence of how having workgroups with diverse gender representation adds real value to the project.”
Competence comes before anything else. A competent professional is such regardless of gender identity.
“Rewarding competence, acknowledging it as paramount, is a principle we uphold, seeking to grasp the added value of individuals already during the interview process,” added Elenia Gori, Human Resources Director at ESA engineering. “Regarding gender differences, engaging in dialogue with female professionals about their experiences yields insights and provides a starting point for working on new initiatives. Concrete actions of support and awareness are needed.”
Assertiveness and ambition are not traits commonly found in many female professionals. The ability to assert oneself in economic negotiations, for example, is traditionally seen as a masculine trait. “Women don’t believe in themselves enough.”
Natural stereotypes persist across generations. Recognizing them means taking a step forward, but not necessarily overcoming them. In our work environments, we need new female role models to create more attractive contexts and enable young female professionals to achieve their goals. Here, we’re not talking about achieving parity but creating career paths tailored to women’s specificities, rather than models forged by a male tradition.
“Having a woman in charge isn’t enough if she doesn’t lower the elevator to the ground floor to allow others to rise.”
Ilaria Li Vigni Marino, lawyer, gender policy scholar, freelance journalist, and writer, poses a provocation and a call-to-action to the audience. “A lone woman in power isn’t sufficient anymore; we need critical mass, intelligent cross-pollination between men and women.”
We’re surrounded by women who don’t value themselves, who hesitate to ask, who can’t rely on the same self-esteem as men. In this context, the Legislature must intervene where culture is not yet ready to change, providing the propulsive push it needs. “Much progress has already been made, but we must forge ahead. Merit is what matters and should be the compass.”
How can we create more inclusive spaces/paths?
On some issues, it’s necessary to invest energy, make further efforts, devise alternative paths, and change some rules. It’s time to question whether the approach we’ve learned is truly the only one possible.
The recipe for creating a new environment, one that is finally accessible to all and fosters the emergence of talents, cannot be uniform, but one thing is certain: the power to change is acquired when one reaches the position of decision-making.
“The advice for the new generations is to choose a profession they truly believe in and let themselves be guided by a way of doing and being that isn’t the same as ours, born of a male culture.”
The issue of gender will lose relevance when it’s no longer at the center of attention. When skills take precedence and gender is considered secondary, it will finally become a relative problem.
