Karen De Lathouder
AMP'23
Dutch
From being one of nine women in a class of 100 to leading major energy operations across the globe, my journey has been about reaching for what's possible.
I hold a PhD in chemical engineering and began my career as a unit engineer at Shell’s largest refinery.
Senior leaders play a crucial two-fold role; how they authentically show up as leaders, sponsors, and allies, and the policies they establish.
I quickly became the first female and academically trained asset manager for four High Vacuum Distillation Units, leading a team of 50 at a young age.
My international career took me to diverse and challenging roles across Europe and attending the Advanced Management Programme at INSEAD in 2023 was a transformative experience.
What role do senior leaders play in fostering an inclusive environment that empowers women?
Senior leaders play a crucial two-fold role; how they authentically show up as leaders, sponsors, and allies, and the policies they establish.
At Eneco, we believe that diverse organisations outperform in the long run, but achieving diversity is not just about hiring—it requires fostering equity, inclusivity, and truly listening to create meaningful outcomes.
Leaders must model inclusivity and take accountability for creating a workplace where everyone feels valued. At Eneco, our 50% female board reflects the strength of our DE&I strategy. Additionally, with six active Business Resource Groups and a DE&I board chaired by our CEO, we are driving real, sustainable change.
How have you used your influence to support other women in achieving more in their careers?
Throughout my career, I have actively volunteered, allied with, or sponsored DE&I initiatives. I strive to be my authentic self in every role, something that I find key to driving these initiatives. It has always resonated deeply in me to be involved in Business Resource Groups (BRGs) and diversity initiatives, engaging actively in mentorship programmes and advocating for equal opportunities.
At both Shell and bp, we implemented female talent pools and reciprocal mentoring with top management. In every role I’ve held, I’ve actively promoted women and taken risks by placing them in growth positions.
In Oman, I promoted a female engineer to an operational lead role, overcoming initial resistance by tailoring solutions to support her success—and she excelled. Earlier in my career, I promoted a female operator to maintenance coordinator, later supporting her rise to become the first and only female shift leader at that refinery. I also prioritise amplifying women’s voices in meetings and decision-making.
Leadership isn’t just about talking the talk—it’s about showing action and providing the support needed for individuals to thrive.
What tangible steps can organisations take to create a culture of equality at the leadership level?
At Eneco, we view diversity as a strength that drives innovation, enhances decision-making, and boosts performance. Beyond our 50% female board, we have an active women’s network and a governance framework led by our CEO. We also prioritise gender equality through workshops, training sessions, and a mentorship programme that supports women in leadership roles.
Creating an inclusive culture isn’t just about policies; it’s about embedding inclusion in daily decision-making.
What advice would you give to those looking to champion women’s leadership in their organisations?
Having been raised with the mindset that I could achieve anything I set my mind to, I was fortunate to have a career where I consistently found sponsors and allies, rarely feeling constrained by the “glass ceiling.”
However, in hindsight, I had few female role models. Today, I make a conscious effort to surround myself with diverse leaders and serve as a role model for others.
What has inspired me most is seeing senior leaders—both men and women—actively champion female leadership.
Listening to women’s experiences and advocating for their needs is crucial. At BP, we created a forum where female leaders, male allies, and sponsors came together to discuss challenges and implement small interventions—an initiative that had a significant impact.
It is also essential to create opportunities for women to lead. Formal talent development and succession planning for women can drive lasting change. Leaders must challenge stereotypes, celebrate women’s achievements, and foster an inclusive workplace culture.
Finally, involving men as allies and sponsors is key.
Engaging them—whether as mentors, sponsors, or part of a BRG—helps make the effort something everyone cares about. When men see gender equality as a strategic advantage, we unlock the full potential of our teams, strengthening our company and improving performance. By making inclusivity a shared responsibility, we build workplaces where everyone can thrive.
More information about the programme Karen attended:
INSEAD's Advanced Management Programme is a comprehensive General Management programme designed to help senior executives like C-Suite leaders and Heads of Division build exceptional levels of strategic, high-performance and self-aware leadership skills.
Programme benefits
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