Opinion: Building lasting change in transport: Beyond headlines to real equality

The publication of the Women in Transport Equity Index 2025 - the UK’s leading benchmark for gender equity in the transport sector - is an important moment for our industry. It shines a light on the progress we’ve made, but more importantly, it challenges us all to go further and shows there is still much work to be done.

The 2025 Index reveals that disappointingly, gender equity in the UK transport sector is going backwards. The Index finds that despite our sector’s vital £268.5 billion contribution to the UK economy, progress on inclusion, pay equality and leadership pathways is regressing. The industry’s overall diversity, equity and inclusion (DEI) score has dropped from 50% to 47%, with 59% of organisations still reporting a gender pay gap of 11% or more, and 65% now lacking any plan to address it. Paid parental leave remains limited, and women in leadership are still concentrated outside core transport roles.

However, the report finds some organisations, including First Bus, as well as the likes of the Campaign for Better Transport, are working to create meaningful change, showing this is possible when equity is embedded into culture and policy.

The 2025 Index highlights that we all have work to do. We all have to ensure initiatives aren’t just about grabbing great headlines but make a real difference. That’s why at First Bus, we’ve been deliberate in taking a different path. So how are we tackling gender inequality and what lessons can we share for the wider transport industry?  

Firstly, and fundamentally, we’ve chosen to build firm foundations, to listen to colleagues, and to make changes, both big and small, that will last. And we're starting to get some real movement and momentum in this space which I’m very proud of. For me though, this isn’t just about recognition, though it is genuinely humbling to see First Bus named as the trailblazer for bus and coach, but it’s about continuing to put substance ahead of slogans in the journey towards equity, diversity, and inclusion.

Some of those changes are visible and symbolic. For example, at the end of last year, we redesigned our uniform. Designs were made with all colleagues in mind, seeking feedback from them to help create the new designs. Every detail is based on what our people told us they needed, and we really listened when it came to designs for our female workforce - these include menopause friendly fabrics, as well as redesigning the cut of uniform shirts and the direction of the buttons, so that the shirt opening faces away from the customer when a driver is sitting in their cab. This is more than just clothing. It’s about comfort, confidence and making sure every driver feels good in what they wear. These are details that might sound small but are actually about dignity and representation in everyday working life.

Others, like our period positive workplace programme, go deeper: At First Bus, we talk a lot about creating a workplace where everyone feels respected and supported but sometimes it’s the small, practical things that make the biggest difference. One example is making sure that free, sustainable period products are available in every female and accessible toilet across all our sites in the UK. It means no one has to feel caught out, embarrassed, or unsupported at work.

But what really excites me is that this initiative doesn’t stop at our depot doors. We deliberately partnered with the social enterprise Hey Girls, meaning that for every product we buy, Hey Girls donates one to communities in need through their “buy one, donate one” approach. That means we’re not only looking after our colleagues but also helping to tackle the wider issue of period poverty, which still affects far too many people across the UK. For me, this is what being a responsible employer is all about. It’s not a tick-box exercise, it’s about making sure our people feel valued in the everyday moments, while also using our scale to create a ripple effect of positive change in society. When we talk about equity and inclusion, these are the steps that move the dial.

We’re also tackling the harder, systemic issues like flexible working. As we are all too aware, this is one of the biggest barriers to gender equality in our industry, and we’re very open that it’s not something that can be solved overnight. Union agreements, scheduling models, and operational realities make it complex. But through pilot schemes and open dialogue, we’re starting to see positive change. We’ve had colleagues telling us that, for the first time, they’ve been able to take their children to school or be at home for bedtime. These are life-changing shifts and exactly why it’s worth persevering through the difficult stuff.

Our approach has always been about inclusion first, then diversity. We’ve made simple changes like ensuring our marketing and recruitment features far more female colleagues and shows the variety of roles in our business. This representation matters because it shows women that there are others like them in our business, but it cannot be like a shop window that hides a lack of substance once you step inside. If women enter a workplace that looks diverse but feels unwelcoming or unbalanced, they won’t stay. That’s why we’ve invested in initiatives like reverse mentoring, positive allyship, and our Balance Inclusion Network, chaired by Gary Hitchmough, a male executive board member, alongside females and allies, because men must be part of the solution if we want to shift the balance of power.

It’s also why representation at the top matters. At First Bus, we’re proud that women can look up the leadership spine of the business and see people like them, from local managers, right through to our Managing Director, Janette, and the Chair of First Group, Lena Wilson OBE. In the Index, our rising representation of women in operational and senior roles was highlighted. This isn’t tokenism; it’s a visible sign of a deeper shift that says to every colleague: you belong here, and you can lead here.

And it’s not just internally, we’re also working externally through partnerships and awareness initiatives. We’ve teamed up with Strut Safe, a volunteer-run phone service that offers reassurance and support to anyone walking or traveling home alone, helping people feel safer and more connected when they need it most. To amplify the reach of this vital service, we’re promoting Strut Safe across more than 2,200 buses nationwide and contributing funding to extend its operating hours, ensuring more people can access support during late evenings and weekends.

Alongside this, we are proud to be White Ribbon accredited, a recognition of our ongoing commitment to end violence against women and girls. Through this accreditation, we’re actively training our colleagues to recognise and challenge harmful behaviours, raising awareness among customers and communities, and embedding a culture of respect, accountability, and allyship throughout our workforce. Both these partnerships reflect our wider dedication to creating safer journeys and supporting positive social change, both on and beyond our buses.

Ultimately, the steps we’re taking are about balance and equity, because a balanced business is a better business. It’s about the tiny noticeable things, as much as the big strategic shifts, that add up to a culture where everyone feels valued and included. And it’s about substance, resisting the temptation of short-term headlines in favour of real, sustained change.

Being recognised by Women in Transport through the Equity Index is a privilege, but it’s also a call to action, and that’s for us, and for our sector. We’ve made progress, yes. But the journey towards true equity is far from over. At First Bus, we’re determined to keep going, steadily, purposefully, and with the people who matter most - our colleagues - at the heart of every decision we make.

**This article first appeared in Passenger Transport Magazine in September 2025**