Gender equity must be more than a corporate principle; it is a leadership responsibility that defines culture, drives performance, and builds trust.

As CEOs, we set the tone for our organisations. The decisions we make and the culture we build determine whether people feel valued, respected, and empowered to succeed.
For me, supporting gender equity is about fairness and opportunity, and building a stronger, more innovative business. When diverse voices are at the table, we make better decisions, solve problems faster, and create solutions that reflect the world we operate in.

Today, women at TLEA make up 24.8% of our workforce and 27.6% of leadership positions. Our median gender pay gap is 21.7%, and in some departments, the gap is wider because there are fewer women in those teams. These numbers tell a story we need to change. Seeing those figures was confronting, but if we don’t acknowledge the challenge, we can’t fix it.

Our first steps have focused on laying the foundations for change. We’ve introduced unconscious bias and inclusive leadership training for our leaders because change starts at the top. We’ve reviewed recruitment and progression processes to reduce bias and ensure fairness. We’ve implemented flexible work standards to support diverse needs, because flexibility is key to attracting and retaining talent. And we’ve committed to transparent reporting so everyone can see our progress and hold us accountable.

I’m pleased to say we’ve seen some movement over the past 12 months. Female representation in senior roles increased slightly, and we’ve started to close gaps in departments. These are small steps, but they show that when we focus on the right actions, change happens.

Our aim is for year-on-year progress on representation, to materially reduce pay gaps within departments, and embed flexible work as a standard practice. The goal is not to favour one group over another, but to address systemic barriers and ensure fair access to opportunities, progression, and rewards so that everyone, regardless of gender, can succeed on merit.

We’re building a clear attraction and retention strategy to bring in and keep diverse talent. And we’ve joined initiatives like CEOs for Gender Equity because this isn’t just about TLEA, it is about contributing to a broader movement for change across our industry.

On a personal note, this commitment matters deeply to me. I’ve seen teams thrive when equity is real, not just promised. Removing barriers isn’t about chasing perfection overnight; it’s about steady, measurable progress and creating a workplace where fairness is intrinsic in how we operate every day.

When we look back in two, three, five years, I want us to be able to say: we didn’t just talk about gender equity, we made it happen. We closed gaps. We opened doors. We built a culture where fairness and respect are lived experiences for every person at TLEA. That’s the culture that drives innovation, resilience, and success. And that’s the culture we’re committed to building together.