The Brief
- Nabrawind has approved its Second Equality Plan for 2026–2030, with 15 specific actions linked to owners, deadlines and monitoring indicators.
- The company says its pay audit found no gender pay gap for equal work.
- Women’s representation is reported to be 10 percentage points above the industry average, while 38.88% of women hold positions of responsibility compared with 37.14% of men.
- The plan covers recruitment, career advancement, equal pay, training, work-life balance, shared responsibility, harassment prevention, inclusive communication and supplier relationships.
- The company’s own data also show that 98.11% of its workforce has permanent contracts, providing the equality discussion with a useful connection to employment stability and retention.
Nabrawind’s Second Equality Plan
A company saying it believes in equality is easy to overlook. But a company that assigns owners, deadlines, and monitoring indicators to the work is more interesting.
Spanish wind-technology company Nabrawind has approved its Second Equality Plan for the 2026–2030 period, setting out 15 measures designed to strengthen equal treatment and opportunity across the organisation. The company says the work follows a detailed internal assessment and pay audit.
The most immediate finding is straightforward: Nabrawind reports no gender pay gap between women and men performing the same work. But the deeper story sits in what the company intends to do next.
Equality is being treated as something to maintain
Nabrawind operates in wind technology and engineering, sectors where women have historically been underrepresented. The company says the proportion of women in its workforce is 10 percentage points above the industry average.
Its latest assessment also found that 38.88% of women in the workforce hold positions of responsibility, compared with 37.14% of men.
That difference is small, but useful. It suggests that female representation is not confined to entry-level or administrative work. Women are present in positions with organisational responsibility at a rate broadly comparable to that of men.
The company had already reported in 2025 that roughly one-third of its staff were women, with a workforce of 68 direct employees.
So the new plan is less about announcing an ambition from scratch and more about protecting and extending an existing position. That is where the story becomes relevant to employers beyond the wind sector.
Equal pay is only one part of retention
For many organisations, gender equality reporting ends with recruitment percentages and pay.
Nabrawind’s plan goes wider.
Its 15 measures cover:
- recruitment and career progression
- equal pay
- training
- work-life balance and shared responsibility
- prevention of sexual and sex-based harassment
- inclusive communication
- supplier and partner relationships
Each action has an identified owner, a deadline and a monitoring mechanism. That structure matters because retention rarely depends on one variable.
A woman can receive equal pay and still leave because the progression path is unclear. She can hold a permanent contract and still leave because work-life expectations are unsustainable. And she can be hired into a technical role and still leave if harassment or workplace culture goes unaddressed.
An equality plan is more useful when it considers the conditions that influence whether people actually stay.
Nabrawind’s own employment data adds another useful indicator: 98.11% of its workforce has permanent contracts.
Employment stability does not automatically create inclusion, but it provides employees with a stronger foundation on which to build long-term careers.
The company is also building implementation capacity
One detail in the plan is especially practical.
Nabrawind has signed a Dual Vocational Training collaboration agreement with the CI Escuela de Educadoras-es / Hezitzaile Eskola II and the Department of Education of Navarre. The arrangement will allow students specialising in equality and social education to undertake professional internships at the company and support implementation of the plan.
That is a small intervention, but it reflects something many corporate equality strategies miss.
Plans require people to execute them. Monitoring requires capacity. And accountability becomes stronger when equality work is treated like any other organisational programme rather than an occasional HR campaign.
What other companies can learn from Nabrawind
Nabrawind is not a huge multinational with thousands of employees. LinkedIn lists the company in the 51–200 employee range, while the company itself reported 68 direct employees in 2025.
That makes the example arguably more useful.
Smaller companies sometimes assume formal equality plans are relevant only to very large employers with dedicated DEI teams. Nabrawind shows another route.
- Start with the data.
- Check pay.
- Look at who holds responsibility.
- Examine stability, training and progression.
- Identify where women may leave.
- Then assign responsibility for fixing the gaps.
There is a broader lesson here for companies that want to improve women’s retention. Measure the conditions that shape a career, not just the moment of hiring.
- That means recruitment numbers matter.
- So do promotions.
- So does pay.
- So do permanent contracts.
- So does work-life design.
- So does whether women see a credible future in the organisation.
Change in Perspective: Equality Needs Maintenance
There is a temptation in corporate inclusion to treat success as an endpoint.
No gender pay gap. Good representation. Women in leadership. Box checked.
Nabrawind’s latest plan takes a more useful position: positive numbers can still require active maintenance. That is especially relevant in industries such as engineering and renewable energy, where the wider talent pool remains heavily male.
An organisation can be doing comparatively well and still ask what might weaken that progress over the next four years.
Retention. Progression. Care responsibilities. Training. Workplace culture. Harassment prevention.
Those questions are less glamorous than announcing a target. They are also where inclusion either lasts or quietly disappears.
Editorial Note & Sources
This Inclusive Companies article is based primarily on Nabrawind’s own published Second Equality Plan announcement and related company information. The figures cited are self-reported by the company and have not been independently audited by Change in Content. The article focuses on the management and retention implications of the plan rather than treating the company’s claims as a universal benchmark for the wind-energy sector.
Sources
- Nabrawind — Second Equality Plan, 2026–2030: Official company announcement covering equal pay, female representation, employment stability and the 15 actions in the new plan.
- Nabrawind — About Us: Background on the company’s wind-technology business and organisational profile.
- Nabrawind — 10th Anniversary and Workforce Growth: Company data on workforce size and women’s representation in 2025.
- Nabrawind — Management Team: Current leadership and people-management structure.
