Executive General Manager Policy & Corporate Affairs Violette Mouchaileh, 10 September 2025
Good afternoon everyone,
It’s a true privilege to be here with you today at the Women in Energy & Renewables Summit.
I’d like to acknowledge the Gadigal people of the Eora Nation as the Traditional Owners of this land, and to recognise their continuing connection to country and culture.
It is on the lands of First Nations people that our industry works to provide energy for Australian consumers.
I acknowledge all First Nations people, and pay my respects to Elders past and present.
Let me begin by acknowledging the incredible talent in this room -- leaders, innovators, and changemakers from across the energy sector.
Your presence here reflects a shared commitment to shaping the future of energy in Australia.
And what an exciting sector to be in…
…a sector that is critical to people’s lives, modern society and the economy…and one that needs strong and emerging leaders to navigate the exciting transition underway in Australia.
It’s one of the reasons why I continue to work in this sector – its complexity, its fast pace, and its potential…and why I still work at the Australian Energy Market Operator…the independent system and market operator, charged with operating the energy system and markets, and enabling the energy transition through its system planning and reform work.
Today, I’m not speaking to you as a technical expert in leadership theory, nor am I covering the technical challenges and opportunities facing us as we navigate the energy transition, which is a massive passion of mine.
I’m here today as a female leader working to navigate this industry while learning from others, and trying to pay it forward.
In my 25 years in the energy sector, I have held various roles spanning operational, policy and reform, and transformation program delivery.
Reflecting on my career, the most defining moments were those opportunities that challenged me to grow, to adapt and to sharpen my skills. Each one added a new layer to my toolkit, and I’m grateful for every opportunity that shaped the leader I am today.
I want to share what mentorship and sponsorship have meant in my journey, and how they can help us as women in energy and renewables build a legacy that lasts.
My journey still continues…what have I learned so far?
When I first entered the industry, I was often the only woman in the room.But not just only the only woman, but someone who had studied economics and accounting…among a field of engineers…so you can image how intimidating it was…
But among the people in that room – probably like in this room today – sat people who would play a defining role in my career and my path as a leader and mentor.
I quickly learnt these encounters are not ones to be fearful of but a great opportunity to meet people and build your network and open a door.
I remember the pressure to prove myself, and the quiet hope that someone would see potential in me and help me grow. And they did.
Over the course of my career, I had several mentors and sponsors who helped me learn a lot about myself and what defines success, which I find myself constantly applying in my current role at AEMO, and reminding others of…
- You have a voice and shadow of influence – use it wisely.
- Mental strength, thoughtfulness and kindness is really important!
- Never take anything personally or make it personal.
- Don’t let others define who you are. Only you can.
- Being kind is not being weak.
- The need to work with and through others to achieve outcomes...no matter how good you are, you can’t do it by yourself. And if you could, it’s not fun celebrating on your own!
- If you fall, pick yourself up and move forward. There is always another door to open.
- Leadership is not just achieving personal or team success, it’s about lifting others.
That’s why I’m passionate about mentorship and sponsorship—because I know firsthand how transformative it can be for the people I work with, but also for me.
Mentorship: Guidance and Development
Let’s start with mentorship. At its core, mentorship is about connection. It’s about creating a safe space where someone can ask questions, share doubts, and explore possibilities. It’s about listening without judgment and guiding without ego.
In my own journey, I’ve been fortunate to have mentors who have challenged me, believed in me, and helped me see beyond my own limitations. These really helped in me trying to solve complex organisational issues, energy market challenges, or tackle complex transformation or change programs of work.
They didn’t always have all the answers—but they asked the right questions. They helped me build confidence, navigate complexity, and stay grounded in my values – key ingredients to navigate this energy transition.
Mentoring came in many forms for me, from mentoring individuals to groups. They could take formal or informal structures.
To be an effective mentor required me to cultivate several skills…which not only helped with mentoring individuals but became key to building and leading teams …
- Active listening...focusing on truly hearing and understanding the mentee, and I found paying attention to verbal and non-verbal cues was key…
- Asking questions...instead of answering directly, which I used to do quite a lot at the start, asking open-ended questions to encourage the mentee to uncover their own solution which works for them, not you…
- Providing feedback…truthful and constructive in a way that motivates them. I often find using stories as helpful and powerful…
- Sharing knowledge...and experience to give life and perspective.
- Goal setting…setting clear, measurable and achievable goals. This in itself sometimes helps unlock what they are truly looking for. It can take several goes.
- Connecting them with others…someone in your network directly, or to an event or to a meeting.
When I saw myself as a mentor, this was a critical turning point in shifting from being a manager to a leader, and with this a shift in mindset from managing peoples’ tasks and activities to investing in others, the environment they work within and the culture you create.
At AEMO, we’ve seen the power of mentorship through our internal programs. We realised that investing in people is investing in AEMO, and by investing in AEMO investing in the energy sector itself. We have several programs aimed at building leaders and fostering mentorship.
- On leadership development – our key programs have seen in excess of 600 people participate since their inception in 2023/2024. We have four initiatives that look to build leadership capability; build coaching skills and habits; building enterprise-level leadership skills; and accelerate leadership growth and impact in rising talent.
- Mentoring program – and one I am very proud of as I was part of the team who initially founded it – is a career and personal growth program, which connect emerging talent with leaders to support career development, build networks, and personal impact.
These initiatives connect emerging talent with experienced leaders, fostering cross-functional learning and building a culture of trust and collaboration. The outcomes?
Stronger teams, faster development, and a deeper sense of belonging.
Let me ask you: Who mentored you? And who are you mentoring now?
If you haven’t yet stepped into that role, I encourage you to start. You don’t need to be perfect—you just need to be present.
Mentorship doesn’t require perfection—it requires intention. It’s about showing up, asking questions, and offering perspective. It’s about helping someone see what’s possible.
Sponsorship: Advocacy and Opportunity
Now let’s talk about sponsorship. While mentorship is about guidance, sponsorship is about advocacy. It’s about using your influence to create opportunities for others. It’s about saying, “I see your potential—and I’m going to help you get there.”
Sponsorship is powerful because it shifts the dynamic. It’s not just about supporting someone behind the scenes—it’s about putting your name behind theirs. It’s about nominating them for a stretch assignment, recommending them for a promotion, or inviting them into rooms they might not otherwise access.
At AEMO, we’re embedding sponsorship into our leadership culture. We’re encouraging senior leaders to actively champion emerging talent—especially women and underrepresented groups. Because we know that when people feel seen and supported, they rise.
We’ve seen how sponsorship can elevate emerging talent, diversify leadership, and drive innovation. It’s not just about giving someone a seat at the table—it’s about helping them shape the conversation.
So I ask you: Who are you sponsoring?
And if the answer is “no one yet,” consider this your invitation to start.
Building a Leadership Legacy
Leadership is not just about what you achieve—it’s about what you leave behind. In the context of Australia’s energy transition, we need leaders who think long-term, act with purpose, and invest in people.
Australia’s energy transition is one of the most significant transformations of our time. It demands bold thinking, collaborative leadership, and a workforce that reflects the diversity of our communities. Women have a critical role to play—not just as participants, but as leaders.
I have seen several programs across the sector aimed at building the pipeline of talent.
These include the:
- Champions of Change to advance gender equity
- The joint AEMO/Clean Energy Council Chloe Monroe Scholarship for rising and mid-level women leaders in energy
- The Australian Power Institute work to build the pipeline of talent for the sector and build professional and career networks, just to name a few…
More women enter the energy sector, and more women rise into leadership.
At AEMO, female leaders make up 60% of our Board, half of our executive team and more than half (58%) of our graduates.
But we still have work to do.
When I think about leaders I admire – whether in a professional or personal capacity – they are remembered not just for their results, but for their impact.
What stands out for me is their ability to set a vision, create a culture, a set of values, and build a team that lives beyond to continue to strive with purpose.
Closing: Lead with Purpose, Elevate Others
As we look ahead, let’s commit to leading with purpose. Let’s invest in others, advocate for those with potential, and create a culture where everyone can thrive.
Your leadership legacy isn’t defined by your title or your achievements—it’s defined by the lives you touch, the doors you open, and the values you uphold.
Now, I invite you to reflect: What’s one concrete step you can take this month? Could you offer mentoring time? Nominate someone for a new challenge? Sponsor a rising star?
These actions may seem small—but they are powerful. They shape careers, cultures, and futures.
Thank you.