Global Women Forum - Introducing Missie Hills

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Global Women Forum - Introducing Missie Hills

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Global Women Forum - Introducing Missie Hills
Global Women Forum - Introducing Missie Hills

Missie Hills is an experienced leader in pipeline safety and risk management with over 12 years of dedicated service in the energy sector. Currently serving as the Pipeline Safety Management System (PSMS) Program Manager at Williams in Houston, Texas, Missie is responsible for developing and implementing strategies aligned with API Recommended Practice 1173 to enhance safety across all company assets. Her focus on safety culture, operational controls, and continuous improvement drives the company's commitment to achieving zero incidents. Missie actively collaborates with industry leaders as part of the API joint industry teams and contributes to the company's ESG initiatives, ensuring both safety and sustainability are at the forefront of operations.


1. Why do you believe it is essential to have more women in leadership roles within the pipeline sector, and how can this diversity impact the industry?

Representation is not just a matter of equity; it is essential to the sustainability and progress of the pipeline industry. When young women see others like them in leadership roles, they are more likely to challenge societal norms and pursue their ambitions in fields traditionally dominated by men. This visibility is the catalyst that keeps the flywheel of progress turning, enabling us to build a more inclusive and forward-thinking industry. Women make up half of society, and their perspectives are crucial in shaping a future where energy access, reliability, and safety are optimized for everyone. By ensuring that women have a voice in leadership, we are not only empowering individuals but also enhancing our ability to serve the diverse needs of the communities that rely on our infrastructure.

Moreover, as the world rapidly evolves, so does the talent pool. The energy industry must adapt to these changes to retain and attract top talent, ensuring the security and resilience of our infrastructure. If the industry is perceived as non-progressive, we risk alienating a significant portion of the workforce, which could have long-term consequences for our ability to innovate and remain competitive. Embracing diversity in leadership is not just a moral imperative—it’s a business necessity. Diverse leadership teams bring a broader range of experiences and ideas to the table, leading to more effective problem-solving and decision-making. In a sector as critical as ours, where the stakes are high, we cannot afford to overlook the value that women bring to the table.


2. What initiatives or strategies do you think companies in the pipeline industry can implement to encourage and support more women to enter and thrive in this field?

Promoting work-life balance is essential, not just for women, but for everyone in the workforce. By creating policies that allow more flexibility for all employees, companies can help alleviate the caregiving burdens that often fall disproportionately on women, as well as enabling men to take on more of these responsibilities, sharing the load more equitably. This is particularly important for the millennial generation, many of whom are caught in the difficult position of caring for both young children and aging parents. Organizations must also prioritize mental health for all genders, recognizing that societal norms have placed immense pressure on men to be the sole financial providers, one of the leading factors to alarming rates of male suicide. By fostering environments that support mental health, we can create healthier, more resilient families, which ultimately benefits everyone, including the company.

Beyond work-life balance, there is an urgent need to address the systemic barriers that have historically excluded women from key networking and decision-making circles. For far too long, opportunities have been distributed in rooms where women were not present, forcing them to create their own networks, such as employee resource groups. While these efforts have been instrumental in helping women support one another, they are not enough. Women need access to the top-level circles where critical decisions are made, and they need male allies who will advocate for their inclusion and advancement. This is not just about ticking a diversity box; it’s about fundamentally changing the power dynamics within organizations to create a more equitable and sustainable industry.

Finally, it’s crucial to acknowledge the complexity of this issue. We often try to simplify the conversation around gender diversity, but the reality is that we are challenging and changing hundreds of years of societal norms. This work is complex, sticky, and messy, and it requires us to embrace that complexity rather than shy away from it. We must be brave enough to continue pushing forward, listening to all perspectives, and resisting the urge to reduce these challenges to something black and white. True progress will come from our willingness to engage with the full complexity of these issues and to make changes that reflect that understanding.


3. Can you share the journey of how you began your career in the natural gas industry, and what inspired you to pursue a path in sustainability and operational safety?

My journey into the natural gas industry was somewhat unexpected. While pursuing my engineering degree, I initially worked in a manufacturing plant within the baby food industry. At the time, I envisioned a career in manufacturing, applying my skills to innovate and optimize production processes. However, life had different plans. The manufacturing sector took a significant hit during the recession around the time of my graduation, and I found myself needing to pivot. The first opportunity that came my way was with a local natural gas distribution utility. I took the job, recognizing the stability of the energy sector, thinking, "Energy is something we will always need."

As I immersed myself in the natural gas industry, I quickly realized the critical importance of advocacy within our communities and society at large. Public opposition was becoming a powerful force, often driven by fear and misinformation. It was frustrating to see how this opposition was beginning to shape the direction of the industry, while at the same time, many companies continued to operate as they always had, resistant to change. The urgency for change became even more apparent in the wake of several major pipeline incidents, which were influencing the regulatory landscape in significant ways. I saw a dire need to get ahead of the noise, to address concerns proactively, and to build trust within the communities we serve.

Fortunately, I wasn’t alone in this realization. Many leaders in the industry began to recognize the importance of sustainability and started developing strategies that took a holistic view of the threats to a long-lasting business. This resonated deeply with me, as I knew that my strengths lay in taking those high-level strategies and translating them into actionable plans that could drive real change. My journey into sustainability and operational safety was born out of a desire to not only ensure the safety and reliability of our operations but also to align the industry’s practices with the evolving expectations of society. It’s a path that has allowed me to contribute to the long-term resilience and sustainability of the energy sector, and it’s one that I’m passionate about continuing to pursue.


4. You've been a key figure in driving diversity and inclusion at Williams. What motivated you to join the first D&I Council as a founding member and start the Parents ERG, and what impact have these initiatives had on the company culture?

When I joined the first Diversity & Inclusion (D&I) Council at Williams, I was pregnant with my second child and facing challenges that made me acutely aware of the need for change. After having my first child, I often felt that I was perceived differently than my male counterparts, as though my ambitions and career trajectory would naturally diminish now that I was a mother. This assumption that motherhood would equate to a step back in my career was not only frustrating but also deeply motivating. I saw the D&I Council as an opportunity to influence the company’s culture in a meaningful way, using my lived experiences to drive real change. I wanted to ensure that other women, especially mothers, would not have to face the same struggles I did.

During the COVID-19 pandemic in 2020, these challenges were magnified. I found myself balancing the demands of leading a team of risk professionals while caring for a baby, a toddler, and my aging mother—all from the confines of my home. The experience was overwhelming, and I feared the potential setbacks this juggling act could create in my career. I was fortunate to have a co-parent who shared the load equally, but I knew many of my female colleagues were not in the same position. I began reaching out to other mothers within the company, and what started as a few conversations quickly grew into a network of over 100 mothers supporting one another through that challenging time. We recognized the importance of including fathers in this dialogue to work towards true gender equity, which led to the formal creation of the Parents Employee Resource Group (ERG).

My involvement with the D&I Council also allowed me to contribute to the development of our company’s broader ERG strategy. Alongside a dedicated committee, we established a framework that now includes ten official ERGs, with the Parents ERG being one of the foundational groups. During my tenure on the council, we made significant strides, including launching leadership candid conversations across the company, initiating inclusion training for all formal leaders, and implementing key policy changes like gender-neutral parental leave. Although my time on the council has concluded, I remain committed to advancing our DEI strategy in various ways—whether it's leading efforts for the annual Pride parade or organizing discussions on topics like menopause education. The impact of these initiatives has been profound, creating a more inclusive environment where all employees feel supported and valued, regardless of their gender or caregiving responsibilities.


5. With your extensive involvement in organizations focused on low carbon technologies and preventing childhood abuse, how do you balance these commitments with your professional responsibilities and personal life?

At first glance, my work in low carbon technologies and my commitment to preventing childhood abuse might seem like two separate endeavors. However, I find that they are deeply interconnected through a shared goal: developing a more just and equitable society for all. In my role within organizations dedicated to advancing low carbon technologies, I am focused on ensuring that energy remains reliable, accessible, and safe for every community. It’s crucial that the benefits of the energy industry are distributed equitably and that we don’t unintentionally create disadvantages for specific communities. This extends to considering the broader societal impact of our industry, including the need to protect vulnerable populations, such as children, from the negative consequences that can arise during periods of industry growth or transition.

My involvement in anti-human trafficking efforts is a direct extension of this commitment. In the oil and gas sector, I’ve worked to raise awareness about the connections between modern-day slavery and our industry, advocating for stronger safeguards and ethical practices. The safety and well-being of our children and future generations are at the heart of these efforts. It’s about ensuring that as we push forward with technological advancements and energy innovations, we are also creating safe environments where all individuals, regardless of their background or circumstances, can thrive.

Balancing these commitments with my professional responsibilities and personal life requires careful time management, but I don’t see them as competing priorities. Instead, they all align with a few core values that guide my life: staying curious, staying present, and staying ambitious. My family understands and supports my passion for building a just society, and I am deeply motivated by the legacy I want to leave behind. I often think about how I want to be remembered—by my children, grandchildren, and the communities I serve. This vision drives me to continue my work with unwavering dedication, even when the demands are high. By staying focused on these fundamental values, I can navigate the challenges of my various roles while remaining true to the causes that matter most to me.


6. What advice would you give to young women aspiring to enter the energy and pipeline sectors, particularly those interested in roles related to sustainability and corporate strategy?

My advice to young women entering the energy and pipeline sectors is to be confident in your abilities and to seek out opportunities that align with your strengths. The fields of sustainability and corporate strategy are rapidly evolving, and there is a tremendous need for fresh perspectives and innovative thinking. It’s normal to be afraid to take on challenges and stand up for change, but, as I tell my children often, you can be brave and scared at the same time. Work to build a strong network of mentors and peers who can support you along your journey. And most importantly, don’t let the hard work ahead of you blind you to the joys within each and every day.