Progress is being made on gender diversity in Australia’s rail sector. The next challenge is sustaining it.

Australia’s rail industry has a compelling story to tell. It connects communities, supports safe and sustainable transport, and offers careers with purpose across cities, regions, infrastructure, operations, technology and customer service.

It is also changing. Over the past decade, women’s representation in the sector has grown from 17 per cent to 28 per cent – a sign that focused effort can shift the dial.

But progress is not the same as transformation. Like many historically male-dominated industries, rail still faces real challenges in attracting, retaining and advancing women.

In 2024, Diversity Partners undertook industry-wide research to understand the barriers to gender diversity and identify the practices that support lasting inclusion. More than 570 people completed a survey, and we spoke with representatives from several rail organisations to add context to the findings.

The results showed both the scale of the challenge and the opportunity ahead.

The barriers are cultural, practical and systemic

One barrier we found was, ironically, the belief among some people that there are no barriers at all. Some respondents described diversity and inclusion as “PC nonsense”, “social engineering” or a distraction from core business.

“Thankfully my organisation has not succumbed to the DEI agenda. It’s beyond obvious that people are hired for their professional merits.”

“Please stop wasting time and resources on social engineering programs and get back to core business.”

Those views matter because they can minimise the impact of unconscious bias and overlook the experiences of people who face exclusionary behaviours, harassment and discrimination at work.

Another barrier is the perception of rail as a male-dominated industry. That perception can discourage women from considering rail as a career in the first place — and it often starts early.

“(The problem is) attracting females to the industry from a young age – (we need to promote) not just Thomas the Tank Engine but Kathryn the super conductor.”

But this is more than perception. In our survey, women reported significantly more negative experiences of exclusionary behaviours, bias, harassment and discrimination than men. Among women respondents, 56 per cent said they had experienced negative gender bias in the past year, compared with 23 per cent of men.

“[The challenge is] men’s perception of my abilities as a woman. They look at me and think I am young and mustn’t have been in the industry long or have much experience. It takes me quite some time and explaining for them to realise I have more than two decades of experience in signalling. Whereas my experiences of a man meeting another man of the same level is they automatically assume they are experienced and give them immediate respect.”

“Gender stereotyping is a huge challenge. If I share an opinion the older men think I am being emotional.”

“There have been times (particularly earlier on in my career) where unconscious bias has made project members assume I was notetaker/tea maker rather than the workshop facilitator.”

 “As a young, Asian female working in project management, I think it’s difficult to be heard in a room full of older, predominantly Caucasian males. It’s a mix of inexperience but also a way of expression that makes me feel like I need to change the way I present myself to suit the others.”

“It’s not a glass ceiling in the rail industry; it’s a big steel reinforced ceiling.”

Women reported experiencing negative gender bias across all parts of the rail industry, with higher levels in freight, heavy haul and infrastructure contracting – areas where women’s representation is lower.

The research also highlighted practical barriers, including the lack of amenities such as toilets, sanitary bins and private areas for breastfeeding at some work sites.

Together, these findings point to a clear conclusion: improving gender diversity in rail requires practical, sustained action in organisations and across the wider industry.

What is helping drive progress?

The good news is that many organisations are acting. More than 40 rail industry organisations have signed the Rail Gender Equity Charter, led by the Australasian Railway Association.

Several organisations have publicly shared their inclusion action plans and targets for under-represented groups to help accelerate diversity and inclusion progress.

Some organisations are conducting gender impact assessments so that gender is considered in the design of processes, services and facilities. These assessments can identify practical changes that help women and gender diverse people feel safer and more supported at work.

Attraction campaigns are also making a difference. The Work in Rail website promotes the sector’s role in delivering sustainable and accessible transport, connecting communities and offering a wide range of career pathways.

Targeted recruitment campaigns show what is possible. Metro Trains’ campaign to attract women train drivers in Melbourne helped increase women’s representation among drivers from less than five per cent in 2009 to 37 per cent in 2023.

Innovative partnerships are expanding pathways into the industry. John Holland’s partnership with the AFLW Competition, for example, provides career pathways for women athletes through training, mentoring and flexible work arrangements.

Respectful behaviours education is also important. Over the past year, Diversity Partners has partnered with the Australasian Railway Association to deliver Leading Together: Men Supporting Diversity in Rail, a program that helps men talk openly about workplace challenges, hear different perspectives and strengthen respectful team cultures.

Leadership matters too. Our report highlighted the role of CEOs and senior executives as active allies in supporting gender equality. Since then, a Champions of Change Rail Group has been established to drive change at the senior level.

Another promising shift is the move away from assuming that every candidate must already have rail experience. By recognising transferable skills – such as customer service, communication, problem solving and leadership – organisations can broaden the talent pipeline.

Other important steps include more flexible work practices, greater use of parental leave by men, and increased choices in industrial workwear and uniforms.

Sustained leadership is the next test

When survey respondents were asked what would make the greatest difference, “improved leadership on diversity and inclusion in my workplace” was one of the top-rated priorities.

That is the challenge now: to keep going. A sustained focus on diversity and inclusion matters for the industry’s growth. It matters for attracting talent. And it matters so every person working in rail can feel safe, respected and included.

As one survey respondent put it, the opportunity is to “better educate the next three generations about what amazing opportunities there are in rail”, supported by a workforce culture that understands diversity benefits everyone and every business.

There is momentum in Australia’s rail industry. The task now is to turn that momentum into lasting cultural and structural change. To read the full report, visit: https://diversitypartners.com.au/resources/progressing-gender-equality-in-the-australasian-rail-industry/