Caroline Hildreth, Principal of Transport at Netcompany, talks to Grant Powell MBCS about the challenges faced by women in transport and the need for more diverse teams.
As a Transport Client Partner, Caroline leads and manages complex IT and digital transformation projects for public and private sector clients across the transport industry. Initially working as a solicitor before moving into commercial management roles, Caroline’s skills and knowledge enable her to deliver solutions that meet the legal, commercial and operational needs of customers.
Caroline is a member of Women in Transport and passionate about working closely with others to help them achieve their goals. Here she speaks to Grant Powell MBCS about the barriers that many women face when entering the transport industry, and the steps that can be taken to create a more inclusive and diverse sector.
What are some of the strategies for encouraging women to enter the transport industry?
One of the key long-term strategies for encouraging women to consider tech roles within transport, and for increasing female representation across the industry, is to promote the merits of STEM education. Early exposure to science, technology, engineering and mathematics is crucial for fostering an interest in these fields among girls and young women. Schools, parents and industry leaders must work together to challenge stereotypes and provide the tools, resources and encouragement needed for women to succeed in STEM disciplines. Promoting innovation and critical thinking from a young age will also pave the way for a future generation of women who can thrive in the transport and tech industries.
What are the main challenges for women coming into what has been a traditionally male dominated industry?
Gender stereotypes will continue to pose a significant challenge across the transport sector. These stereotypes influence the way skills are perceived in job applications and CVs because the industry still tends to prioritise more technical qualifications, even for those roles where such expertise is not necessary. For women that don’t have a technology or engineering background, this can feel discouraging, limiting their ability to pursue transport-related careers or to advance in their field.
While there are certainly still many traditional roles, and many exciting tech roles, there is a huge lack of visibility into the wider range of career opportunities in today’s modern industry, including roles in finance, legal, marketing, sales and many more. This only serves to hinder attraction to the industry, especially when you also consider that the representation of women in transport is virtually non-existent.
Another challenge is the strive for a reasonable work-life balance — this can be problematic, especially as companies look to move back toward the expectation that people will come into the office. The pandemic demonstrated the benefits of flexible working arrangements, and it’s essential to find a balance that accommodates both professional and personal responsibilities. For women, and indeed for everyone, having the flexibility to manage family life alongside a career is crucial. The growing push for office-based work may unintentionally undermine this flexibility, which has been a major contributor to improved gender balance in the workplace.
How can transport businesses improve recruitment and retention processes, particularly for leadership roles?
Businesses need to ensure more inclusive hiring practices. Gender-neutral job advertisements, non-biased language, and blind CV screenings are important steps toward minimising unconscious bias during recruitment. Women aiming for leadership roles should not feel restricted by rigid job descriptions. Research has shown that women are less likely to apply for a job unless they meet almost all of the listed criteria, while men are more likely to apply even if they meet only half.
Encouraging women to apply for promotions and supporting their professional development through mentorship and leadership training programs is essential for breaking these barriers. And as already touched upon, being able to offer flexible work arrangements, shared parental leave and other family-friendly policies is also vital. Such initiatives benefit not only women, but contribute to a more inclusive and supportive work environment for all employees.
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How can transport businesses improve recruitment and retention processes, particularly for leadership roles?
Businesses need to ensure more inclusive hiring practices. Gender-neutral job advertisements, non-biased language, and blind CV screenings are important steps toward minimising unconscious bias during recruitment. Women aiming for leadership roles should not feel restricted by rigid job descriptions. Research has shown that women are less likely to apply for a job unless they meet almost all of the listed criteria, while men are more likely to apply even if they meet only half.
Encouraging women to apply for promotions and supporting their professional development through mentorship and leadership training programs is essential for breaking these barriers. And as already touched upon, being able to offer flexible work arrangements, shared parental leave and other family-friendly policies is also vital. Such initiatives benefit not only women, but contribute to a more inclusive and supportive work environment for all employees.
What about the impact of workplace culture on gender balance?
A safe and inclusive workplace culture is key. It’s important for organisations to invest in regular equity, diversity and inclusion (EDI) training, as well as to foster a culture where undesirable behaviours are swiftly addressed. Often, inappropriate comments or actions stem from ignorance rather than malice. It’s essential for leaders to call out such behaviours in a way that promotes understanding and accountability, while also ensuring that individuals feel safe to speak up without fear of being negatively labelled.
A significant strategy for creating an inclusive workplace is to encourage equal participation in discussions. Women often face challenges when men dominate the conversation, which can lead to their ideas being overlooked. Leaders can combat this by actively ensuring that everyone has an opportunity to speak. This not only empowers women but also helps create a more collaborative and innovative environment for everyone, where transparent and open dialogue is actively valued.
What initiatives can help to create a more diverse workforce?
Initiatives such as formal mentorship programs allow experienced individuals to guide and support women in their career development. Additionally, sponsorship, where someone advocates for you, helping to ensure visibility and opportunities for growth within the organisation, can be very beneficial.
At a leadership level, it’s important to create a culture that allows everyone, regardless of their role or seniority, to shine. Leaders should make space for others to take the lead in conversations, ensuring that employees with the right skills are empowered to step forward. At Netcompany, mentorship schemes are in place to ensure that employees are supported by both a line manager and a mentor, offering multiple perspectives on career development. Additionally, external mentorship programs, like those offered by Women in Transport, are also extremely valuable for helping expand personal networks, learn about different roles and gain insights into how the wider transport sector operates. Such initiatives not only broaden professional horizons but also promote the sharing of knowledge and experiences, which can be invaluable when navigating the industry and understanding the increasing interoperability of transport and technology.
How can diversity data help to foster an inclusive culture?
Creating a truly inclusive transport sector which values diversity in all its forms will create a more equitable and balanced future for the industry. Transport businesses should look to expand diversity reporting to include all aspects of diversity. By tracking these data points, businesses can identify gaps and set measurable goals for improvement.
Leadership should be accountable for achieving diversity targets, ensuring that progress is not just made but also transparently monitored. Diversity isn’t just about gender — it encompasses various characteristics and experiences that can enrich an organisation. Leaders must be mindful of intersectionality and how different factors such as race, disability or sexual orientation can impact an individual’s experience in the workplace. This broader understanding will help create a far more inclusive transport industry in which everyone’s needs are met.
