By Rachel Michaud
When discussions about gender equity come up in industry, opinions are never in short supply. But as economist Dr Leonora Risse makes clear, this is one area where facts matter more than anecdotes.
Dr Risse, Associate Professor in Economics at Queensland University of Technology and creator of the Gender Equity Evidence Hub, has spent years analysing workforce data on gender gaps, including pay, leadership representation and participation across industries. In transport, the challenge remains obvious. Women account for only a small share of technical trades roles and an even smaller share of truck driving roles, highlighting an imbalance that is still very real.
One of the more persistent myths is that opening more roles to women somehow means lowering the toughness or resilience of the workforce. Dr Risse challenges that idea at its core by asking a simple question: are we focusing on the actual requirements of the job, or are we confusing them with assumptions about personality and gender?
Historically, physical strength played a far bigger role in many jobs. But modern equipment, safer systems and better job design have changed that. That is not a weakness in the workforce. It is progress. In fact, reducing extreme manual strain has been better for workers generally, sparing many from the kind of long-term physical damage that used to be accepted as part of the job.
More importantly, the qualities linked to better business performance are not gendered. Research points to teamwork, communication, collaboration and sound risk assessment as traits that improve productivity, profitability and decision-making. These are the qualities employers should be looking for, rewarding and developing.
Dr Risse also argues that if industry wants more balanced workforces, it cannot stop at headcounts. Encouraging more women into a traditionally male-dominated sector without thinking about the culture they are entering misses the point. Representation matters, but so do voice, experience, recognition and safety. If the workplace culture is not inclusive, the numbers alone will not fix the problem.
That is where data becomes essential. Dr Risse’s advice is to keep the conversation anchored in evidence rather than personal opinion. Gender equity can quickly become emotional or polarised because everyone feels they have lived experience to contribute. But evidence gives organisations a more objective starting point. Data collected through mechanisms such as employer reporting can help businesses understand what is really happening in their own workplaces and where change is needed.
There is also a broader lesson here for industry culture as a whole. Diversity is not about ticking boxes or putting on symbolic gestures. Done properly, it is about getting better outcomes by hearing a wider range of perspectives before decisions are made. Often the quietest person in the room has noticed the thing everyone else missed.
For an industry focused on performance, practical outcomes and resilience, that should resonate. Gender equity is not a side issue. It is part of building stronger teams, better workplaces and more sustainable businesses. The smartest path forward is not slogans or arguments. It is facts, honest reflection and a willingness to improve.
