The UK transport industry is changing fast.
From electrification and sustainability to smart infrastructure and digital mobility models, what we do and how we move is being reimagined.
Yet a critical question remains too often overlooked - who is building that future? And does our industry reflect the society it serves?
According to the 2025 Women in Transport Equity Index, a national report drawing on data from 100 organisations across the UK transport sector, women now represent just 27% of the overall workforce and hold 36% of leadership roles. Crucially, 36% of those female leaders are not in core transport functions.
Meanwhile, 59% of organisations in the sector report a gender pay gap of 11% or more, significantly higher than the UK average of around 8%. The sector's overall diversity, equity and inclusion (DEI) score has also slipped from 50% in 2023 to 47% in 2025, a clear signal that progress has stalled and, in some cases, reversed.
This needs to be a wake-up call.
A transport system built without a truly inclusive workforce, and without more women shaping its direction risks blind spots in design, delivery and innovation.
The business case is clear that if our customers don't all look the same, our industry shouldn't either. And that means making sure more women are visible, valued and empowered across the sector.
Creating the conditions for change
Real progress doesn't happen by chance.
Organisations that are moving the dial on inclusion take deliberate steps to create the right conditions for women to thrive, particularly in sectors like transport, where they have long been underrepresented.
It starts with inclusive hiring, reviewing job descriptions for bias, training hiring managers in fair recruitment practices and proactively widening candidate pools. Representation won't improve if we keep recruiting in the same ways, from the same places.
Support structures matter too. Mentoring and sponsorship are proven tools for helping women navigate career progression, but they need to be visible, accessible and backed by senior leadership. Creating opportunities for women to connect through peer networks or short-term mentoring partnerships can have a huge impact on confidence and retention.
Leadership development should reflect the realities women face. That means embedding training that supports inclusive behaviours, encourages allyship and fosters teams where diverse perspectives are welcomed.
At Lloyds Banking Group, and particularly in our 1,000 strong Transport team, we are incredibly proud of the progress we've made. We've achieved gender parity (50/50 female-male) and increased the percentage of women in senior roles to nearly two fifths, a figure that continues to rise month on month. We've also increased Black, Asian and Minority Ethnic representation across our team from 6% to 9% in the past year.
However, it's clear that we still have a long way to go, particularly in how we can help more women into leadership roles. Progress will require driving change not just at a structural level but also embedding it in our culture. This takes time, but storytelling and community-building are key. Events that celebrate women's lived experiences and raise awareness of the barriers they still face in transport help create belonging, especially in such a male-dominated sector.
For instance, our Women in Transport network continues to inspire real change through confidence workshops, career companions and peer mentoring. 2025 has been a landmark year for the Women in Transport network. Built to champion gender inclusivity across the sector, the network has grown into a vibrant community offering of mentoring, short-term career companions and confidence-building sessions such as "Navigating Self-Doubt" and "Nurturing the Future."
Of course, no single initiative is enough. What's needed is a holistic approach, one that weaves inclusion into hiring, development, leadership, data and culture, and actively shifts the dial for women across the sector.
A call for transformation
The transport industry will continue to evolve, but whether it evolves well depends on who shapes it.
The research from the Women in Transport Equity Index makes one thing clear that gender inclusion cannot wait. It's not a social "add-on" but a strategic imperative. Diverse businesses are better businesses.
Because a transport system led more visibly by women, will better work for all of us.
