Energy lies at the core of today’s most pressing global issues, from the critical need for climate change adaptation to reducing greenhouse gas emissions and closing the gap in technology access. As a driving force behind sustainable development, it plays a crucial role in shaping the future of societies worldwide. The rapid expansion of the energy sector brings it into critical intersections with social, economic, and environmental spheres. Yet, despite its growing importance, a clear gender gap persists in participation and decision-making processes. According to a 2023 International Energy Agency (IEA) report, despite making up 39% of the global labor force, women only account for 16% of the traditional energy sector. The disparity is stark—151 women in energy leadership roles compared to 404 men, a nearly 1:3 gap. For Thailand does its public energy sector break from this global pattern, or does it merely echo the same old story? This SDG Insights explores these questions through a conversation with Apiradee Thammanomai, Director of the Strategy and Planning Division at the Department of Alternative Energy Development and Efficiency (DEDE). Apiradee sheds light on roles in the public energy sector and discusses opportunities to foster greater inclusivity.
From biomedical engineering graduate to director of strategic planning
For Apiradee Thammanomai, the journey into the energy sector began a PhD in Biomedical Engineering from Boston University, USA. She participated in Thailand’s Office of the Civil Service Commission’s Young Executive Development Programme, aimed at nurturing future civil service leaders, which opened new windows of opportunity for her. Over nearly two years, she was assigned to various regions and sectors, both in Thailand and internationally, gaining diverse experiences that would shape her career. At the end of this intensive programme, Apiradee had the chance to choose a department that aligned with her passion and expertise.
For Apiradee, this moment was pivotal. She chose the Biofuel Development Division at the Department of Alternative Energy Development and Efficiency (DEDE), where she was driving Thailand’s ethanol and biodiesel initiatives. This division was about developing energy and reshaping Thailand’s future. From there, she moved to the Energy Research Division, further expanding her knowledge and skill set. Then came the role of Director of the Technology Dissemination and Promotion Division, where she led efforts to bring sustainable energy solutions to local communities.
Today, as Director of Strategy and Planning at DEDE, Apiradee has stepped into a leadership role. Her journey showcases how far determination and expertise can take you. Her work spans three critical areas:
- Budget Management: She ensures that financial resources across the department are used effectively to support national priorities.
- International Collaboration: Leading initiatives that connect Thailand’s energy sector to global goals, such as the Sustainable Development Goals (SDGs) and carbon reduction efforts.
- Policy and Strategy Development: She designs policies that promote renewable energy and pave the way for a low-carbon future.
Being in the Energy Sector: A Challenge or the Norm?
With over 15 years of experience in the energy sector, Apiradee’s career is a powerful reflection of the growing presence of women in leadership roles. In just four years, she has directed two divisions, pushing back against the traditional view that leadership in this industry is a male-dominated space. Apiradee’s rise in the sector illustrates how women are increasingly shaping decision-making in an area where their voices have historically been underrepresented.
However, as Apiradee acknowledges, challenges still exist. While the number of women in the public sector has grown, certain tasks, particularly those requiring extensive fieldwork, can still be more difficult for women. When overseeing a team of ten male subordinates in the Technology Dissemination Division, Apiradee found that participating in informal social activities outside of work, which can build camaraderie, was sometimes harder to navigate. Despite these hindrances, she noted that respect and collaboration transcended gender, emphasising that in leadership, expertise and competence carry more weight than gender ever could.
For Apiradee, it is not gender but the academic background and relevant expertise that determine leadership roles. In a field dominated by male engineering graduates, she sees the tide slowly turning, with more women entering the sector and narrowing the gender gap. In her own Strategy and Planning Division, women now outnumber men. However, in more technical divisions, such as those focusing on civil and mechanical engineering, the historical gender imbalance remains more pronounced.
“Balancing Family Life and Public Service: The Case for Flexible Working Hours”
Apiradee illustrates the evolution of women’s roles by sharing her own experience. When she started working, despite the increase in female colleagues, the directors were still all men. Now, out of 11 directors in her department, four are women. While the numbers are not yet equal, the progress is undeniable. Today, women are being recognised and promoted into leadership and decision-making roles more than ever before.
However, Apiradee points out a fundamental challenge: many women are forced to choose between career advancement and family responsibilities. Often, women lean toward prioritising family because of the expectations that fall on them. Conversely, men may feel different pressure to choose work over childcare responsibilities.
Apiradee also recognises that while the official workday may end at 4:30 PM, in reality, many tasks extend late into the evening, sometimes as late as 10:00 PM. The rise of urgent work requests via messaging apps like “Line” further blurs the lines of work-life balance, creating time constraints that are particularly challenging for women with families.
To better support women in the workplace, Apiradee suggests that flexible working policies are crucial. She envisions policies that allow working mothers to start earlier in the day, avoid traffic, and finish work earlier, giving them more time for family. Additionally, she proposes allowing women to take short leave by the hour instead of the current half-day or full-day leave structure. Sometimes, a woman needs an hour or two to manage personal responsibilities before returning to work, without taking a whole day off.
“Energy, Transition, and Justice: A Practitioner’s Perspective”
For Apiradee, the fair and just energy transition extends beyond gender equality and equity. It is about ensuring that everyone has fair and equal access to energy. In her perspective, achieving a just energy transition requires carefully balancing social, economic, and environmental dimensions, ensuring that no group, regardless of gender, background, or status, is excluded. While gender equality is crucial, Apiradee stresses that the overarching goal is comprehensive fairness in energy access, making certain that the benefits of the energy transition are shared by all members of society.
“Building Public Understanding of Energy: A Critical Mission for the Public Sector”
Apiradee believes that public understanding is crucial to achieving Sustainable Development Goals (SDGs) and its targets related to energy. Misunderstandings and misinformation can lead to distrust and resistance toward government initiatives. To address this, transparency is essential in showcasing the tangible benefits and trade-offs of energy policies for different groups.
Public mistrust often stems from perceptions of corruption or favouritism towards large corporations. Apiradee emphasises that the Ministry of Energy must tackle these concerns by fostering new narratives that build trust and encourage meaningful public participation. By closing the gap in understanding, the public can be aligned with energy reforms that benefit society as a whole.
Apiradee insights reflect the changing roles of individuals in Thailand’s public energy sector. In her experience gender is no longer a significant barrier, and collaboration among all genders is key to driving progress. She adds that proposals for more flexible working conditions can further promote inclusivity, enabling individuals to balance both professional and personal responsibilities.
Overall, Apiradee’s message is clear: for the energy sector to truly thrive, it must be inclusive, transparent and accessible. Only then can it achieve its full potential, shaping a more sustainable and equitable future for everyone.
This article is part of the ‘Women in Energy: Navigating Roles and Equality in Thailand’ project, a collaboration between the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) and the Centre for SDG Research and Support (SDG Move), Faculty of Economics, Thammasat University.
