In the present article, we analyze a project in a heavy industry plant in Iceland in which the management aims to hire an equal number of women and men and, thereby, to work against the gender segregation of work. For their efforts, called the 50/50 strategy, the plant has received national and international awards. Observations and semi-structured interviews were conducted during five visits to the plant, including 85 interviews with 72 individuals, 49 women and 23 men. We found extensive support for the policy. The managers saw business opportunities in it, but although the employees supported the policy because it was seen as fair and modern, they doubted that achieving equal gender representation would be possible. The main emphasis so far has been on designing work organization and equipment, advertising the policy, presenting job opportunities to women outside the plant, and encouraging both genders to acquire the "right" education. Why the 50/50 target has not been reached lies partly in gender stereotypes outside the plant. Furthermore, our findings suggest that the next steps should be to challenge an alleged male working-culture within the plant. If they fail to do so, their efforts to eliminate horizontal gender segregation are unlikely to succeed and may even become counterproductive.