From my early days as an intern at ABB to today, leading operations in Argentina, Uruguay and Paraguay, I have confirmed something fundamental: the best teams are those that integrate diverse perspectives and turn them into a competitive advantage.
This is not a theoretical reflection or a politically correct speech. It is something I experience every day and that is reflected in concrete results.
I lead teams made up of people with different technical and cultural backgrounds, with whom we face the growing challenges of diverse markets and industrial sectors in which ABB has operated for more than a century in Argentina. And every time we integrate different viewpoints, the solutions are better, more innovative and more resilient.
The power of perspectives in action
This year, ABB’s global campaign for International Women’s Day is called “The Power of Perspectives.” It is not just an inspiring message. It is an operational conviction backed by data: at ABB we value each and every perspective because they unlock the full potential of our people and, therefore, of the company.
The numbers show it. According to our 2025 Global Sustainability Report, ABB reached 22.6% women in leadership positions worldwide, progressing steadily toward our goal of 25% by 2030. In Argentina, 22% of our staff are women. At our industrial plant in Tucumán — where we manufacture low- and medium-voltage products that are exported globally — 30% of plant operators are women, a significant share relative to the average in Argentina’s industrial sector.
These figures are not accidental. They are the result of concrete policies: workplace flexibility that works in practice, talent development programs in STEM fields, and an organizational culture that values diversity of thought as a strategic asset.
Diversity as a business imperative
In the energy and industrial sector, where ABB operates globally, diversity is not only a matter of social equity. It is a business imperative. The energy transition, the digitalization of industrial processes and the decarbonization of operations are complex challenges that require innovative solutions. Innovation does not emerge from homogeneous teams that think alike.
When decision-making tables include engineers with field experience, technicians with decades of navigating volatile markets, and professionals from different generations and cultural backgrounds, blind spots are reduced, solutions become more robust and risk anticipation becomes more effective.
Globally, ABB reported in 2025 that 34% of its new hires were women, and that 28% of participants in leadership development programs were women. These numbers reflect a diverse talent pipeline that will shape the company’s future leadership.
The Argentine case: progress and challenges
In Argentina, the energy and industrial sector faces particular challenges: volatile markets, complex economic conditions and the need to compete globally with limited resources. In this context, diversity of perspectives is not a luxury, but a necessity.
Our plant in Tucumán is a concrete example. With 30% women in operational roles — technicians, operators and supervisors — we are not only meeting diversity indicators but also improving the quality of our processes. The diversity of approaches on the plant floor translates into continuous improvement, early problem identification and more creative solutions.
The same dynamic is reflected across our regional operations. The 22% of women in our Argentine staff contribute perspectives that enrich everything from project engineering to commercial management, from technological innovation to customer relationships.
Concrete commitments, measurable results
ABB has clear commitments for 2030: reaching 25% women in global leadership positions, maintaining at least 30% women in new hires and ensuring that 30% of participants in development programs are women.
But beyond the numbers, the commitment is cultural. It is about building environments where every voice is heard, where merit is evaluated by results rather than stereotypes, and where workplace flexibility is real rather than rhetorical.
In Argentina, this translates into concrete policies: equitable parental leave, hybrid work arrangements, mentoring programs, recruitment processes with diverse selection panels, and diversity metrics integrated into leadership evaluations.
The future is diverse — or it will not be competitive
Organizations that value and leverage different perspectives have a differential asset that makes them more competitive. With them, problems are solved more effectively, innovation happens faster and companies navigate changing markets more successfully. In a world evolving at exponential speed, this value is essential for business sustainability.
Argentina’s energy sector is undergoing a profound transformation: the transition toward renewable sources, the digitalization of power networks, the electrification of transport and industrial decarbonization. These challenges will not be solved with the same perspectives that built the 20th-century energy system. They require diversity of thought, experience and approaches.
All perspectives generate progress. The future of industry will be diverse — or it will not be competitive. At ABB, we are committed to leading that future.
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Giselle Somale is Country Holding Officer of ABB for Argentina, Uruguay and Paraguay, with more than 30 years at the company. She leads operations alongside the Electrification, Motion and Automation business areas.