We are thrilled to present our latest interview with Barbara Jinks on the Pipeline Technology Journal - ptj website. Barbara brings over 35 years of international experience in the gas industry, where she has excelled in managing complex projects and coordinating diverse stakeholders. Her impressive background spans engineering, policy and commercial law. With roles ranging from site-based positions to corporate leadership.

Barbara is dedicated to promoting green gases as essential elements in the transition to a decarbonized energy future. Her award-winning contributions have been globally recognized by companies and gas industry associations, highlighting her role in advancing gas infrastructure and green gases for lower emission energy. 

We are also proud to acknowledge Barbara’s invaluable contributions to the recent Global Women in Pipeline Forum, where her insights significantly shaped the discussions.

1.    In your extensive career spanning natural gas field development to the forefront of the energy transition, what pivotal moments have you witnessed for women in the pipeline industry, and how have these advancements shaped the sector's trajectory?

I am not sure about pivotal moments as I have seen gradual changes that are making things better for women in the pipeline industry. I have witnessed a gradual shift towards more balanced work environment in the pipeline industry, such as a woman being able to take leave to have a baby, travel, study, or to have more flexibility without losing her job. This is the same for men, importantly, but as women still typically have more demands on them, it is more crucial for women in their career that work is getting more supportive of a flexible, varied work-life “balance” – actually I think of it as a finely tuned “work-life imbalance”! 

Pivotal moments for me have been when I have been a good fit for a job, but my family circumstances are such that I cannot undertake the job without a few “tweaks”, and this has been supported. I have seen managers – men and women – offer to accommodate someone’s personal circumstances because they see the value in this. One example is when I was allowed to “commute” to Perth each week from a remote cattle station in the middle of WA (about 1000 km away) to take up work as a senior manager on an offshore pipeline project. I was with that project for 2 years and loved every moment, and commuted till my pregnancy stopped me flying and we moved to Perth. 

Another example is when I was headhunted to be one of the Environmental Inspectors for part of EGP, the onshore pipeline between Sydney and Melbourne, and because my kids were 6 months and 2 years old, I was allocated the section near Sydney where we could rent a house near the construction, rather than me having to stay on the construction camps. This worked well (it was only for around 10 months) and my workdays were no longer than if I had been on a camp.

I see more public pictures of women working with pipelines in advertisements, brochures, annual reports and social media – this is important as it allows younger women to see that they can achieve what they want in the pipeline industry. I hope that seeing a woman on a board, or on site (at any level), on stage or in an office is a “pivotal moment” for a younger woman. 

2.    Transitioning from traditional natural gas projects to emerging sectors like biomethane and green hydrogen, how do you see the role of women evolving in shaping the future of energy infrastructure and technology within the pipeline industry?

I see the role of women as bringing a more holistic perspective to how we should produce and use energy in the future. This is not to say that men don’t, but I believe that women have a keener sense of the value of renewable energy as fitting better with community, family and a cleaner future. I think the vision of working in renewable energy is more appealing to women partly because the green gas sector is distancing itself from the traditional fossil-fuel industry with its more male-dominated, established management who appear to not wholly grasp the need for change.

3.    As someone who has navigated through various roles including project management, government relations, and policy advocacy, what unique perspectives do women bring to these domains within the pipeline sector, and how do these perspectives contribute to better decision-making and innovation?

I believe that woman have to become adept at juggling work, family commitments, a sense of self and a strong identity to work in a male-dominated environment (whether than be the pipeline industry or elsewhere), and that they bring this to their professional work – a sense of the “bigger picture” and the value of what is being done. I certainly did not leave my kids in the morning to go a job unless I felt that it was worth it. Therefore, I feel that when a woman is involved in a meeting, workshop, discussion, she brings a wider perspective – and mostly a more caring, gentler way of communicating.

4.    You've been actively involved with organizations like UNFCCC, GH2, and UNIDO, advocating for sustainable energy practices. How do you believe increasing the representation of women and fostering diversity within the pipeline industry can enhance global efforts towards achieving environmental sustainability and climate resilience?

This is wrapped up in my last 2 answers – that a higher participation of women brings a more balanced, kinder way of working. Increasing the representation of women will bring a more holistic way of working, a natural diversity and a better fit with the aim of producing cleaner, affordable energy. The pipeline industry should be representative of society in general - this includes half the workforce being women.

5.    Reflecting on your journey starting in the 1980s, what challenges have you encountered as a woman in a predominantly male-dominated field, and what strategies have you employed to overcome these barriers and pave the way for future generations of women in the pipeline business?

The biggest challenges early on included being seen as a “token” woman on a pipeline project or not being taken seriously; I had to prove that I loved what I did, was good at it (certainly as good as the men around me, often better!) and that I had as much “right” to be there as the men. Also I had to work hard to avoid at others taking credit for my work. I think this has changed, thankfully, although I know it is still there – the way for orgs to avoid this is to hire more than 1 woman and for leaders to call out wrong behaviour when they see it.

It is a sad fact that as a younger women (I started work at 20 and was often the sole woman on a rig or pipeline barge with up to 300 men) I had to watch out for my own safety, avoid dodgy situations and be careful when I was alone, what I wore and who I talked to etc. It is crucial that orgs offer security and safe work conditions – for example a dedicated vehicle when on remote construction sites and a lockable room. Again, having more than 1 women in the team would assist with this.

I have encountered bullying (90% from men) at various times throughout my career – sadly even recently. My tactic has always been to try and change things through dialogue or involving HR, and when these do not work, I move away from the person if I can or, when I cannot, leave the project/org altogether. Life is too short to be unhappy or abused at work and there are always better places to work.

I hope I have paved the way for other women by staying loyal to wat I love (pipelines!) and making myself available to other women in the workplace, through personal connections or mentor programs. And of course being involved with wonderful initiatives such as the Global Women in Pipelines, Women in Green Hydrogen and the UN mentor scheme.

6.    Collaboration and knowledge-sharing are integral to driving progress in the pipeline sector. How can industry stakeholders and organizations promote inclusivity and diversity to create a more supportive environment for women professionals, fostering their growth and leadership within the pipeline technology landscape?

Please see sage advice for orgs below!

7.    Drawing from your wealth of experience, what advice or tips would you offer to young women aspiring to pursue careers in the pipeline industry, and what strategies can educational institutions and industry players implement to attract and retain more female talent in this field?
My “sage” advice to young women after 40 years is:

• Don’t believe everything people say to you – they often just want to keep you down.
• Stay away from toxic people and workplaces.
• If something or someone feels suspicious or wrong, it usually is!
• Know what you don’t want to be or do, and stay away from that.
• If you want to stay technical, because that is what you love, don’t be pushed into the “traditional” areas for women like HR, accounts and marketing (the same skills are needed for project management and business development). 
• Chase fulfilment, not a career or money for the sake of it. Don’t be scared to say no and take gaps (if you can afford it) to work out what you want to do next. It was during my gaps between projects that I could see things more clearly and work out my next steps.
  … and most importantly, have fun!

To orgs:

• Offer a range of flexibility.  Both newcomers to the pipeline industry, and older people who do not necessarily have to work fulltime anymore, are often looking for flexibility. Flexibility needs also change at different stages of peoples’ careers. 
• Make an effort, instead of relying on old-fashioned ways of working (9 to 5 in the office), which never really suited most women in the first place. COVID showed that this is possible.
• Showcase the women in your orgs to inspire younger women.
• Please look after the women in your organisation – this means mentorship, a safe place to work and adfrressing bullying or aggressive behaviour. 
• Just pay a woman the same as a man for the same level or work – it’s so simple and fair!