The global conversation around Diversity, Equity, and Inclusion (DEI) has reached a pivotal moment in 2025. While progress has been made—particularly in industries like tech and finance—male-dominated sectors such as mining, construction, and utilities continue to lag. In Australia, women represent just 12% of construction workers and 15% of mining employees, according to the Workplace Gender Equality Agency (WGEA).

These gaps persist despite overwhelming evidence that gender-diverse teams drive innovation, profitability, and employee retention. A 2023 Goldman Sachs report estimates that closing Australia’s gender employment gap could boost GDP by 11%, highlighting the economic urgency of DEI.

However, DEI efforts face growing backlash. The recent rollback of DEI commitments in the US has sparked a global conversation, leading some Australian companies to question their own initiatives. Notwithstanding, Australia’s legal frameworks, including the Workplace Gender Equality Agency (WGEA) and the Sex Discrimination Act, remain strong drivers for accountability and progress (WEF, 2025).[1]

Critics argue initiatives like gender quotas or bias training are divisive or ineffective. In the U.S., companies like Accenture have scaled back DEI goals amid political pressure, raising concerns about spillover effects in Australia. Yet, leaders like Elizabeth Broderick, Australia’s former Sex Discrimination Commissioner, stress that DEI is not a “zero-sum game.” As she noted: “This is not about special treatment for women, but about implementing integrated strategies to unlock talent”

Despite these regulatory commitments, achieving gender balance in construction, mining, utilities, and STEM remains a challenge. Women continue to represent a fraction of the workforce in these industries, often due to entrenched biases, cultural barriers, and structural workplace inequalities (Australian Human Rights Commission, 2013).

Beyond the debate, what is factual is the economic research showing that closing the gender gap could boost Australia’s GDP by up to 11% (Goldman Sachs, 2019, McKinsey, 2023), businesses that ignore DEI risk falling behind economically and competitively. The need for a robust, data-driven approach to improving DEI in male-dominated industries has never been more critical.

This guide explores how businesses can navigate these tensions while advancing gender equity.

The Ongoing Debate: Progress vs. Backlash

The Global and Local Landscape of DEI in 2025

The push for DEI initiatives has gained momentum over the past decade, but not without controversy. Some corporate leaders argue that DEI policies are a distraction from merit-based hiring, leading to a backlash in both the private and public sectors. This tension is particularly evident in Australia, where businesses are balancing legal obligations with public sentiment. However, studies indicate that companies with diverse leadership achieve 25% higher profitability and more innovation-driven growth than those without (McKinsey, 2023).

Internationally, companies that have scaled back their DEI commitments, such as Accenture, have faced reputational damage and increased employee dissatisfaction. In contrast, organizations that maintain strong DEI policies see higher retention and engagement rates, especially among underrepresented groups. Australia’s corporate sector must decide whether to follow the US trend of scaling back DEI or leverage its long-standing legal frameworks to push forward.

The business case for change is clear. Companies in the top quartile for gender diversity are 25% more likely to outperform competitors, per McKinsey. Diverse teams also foster innovation: a 2024 WEF report notes that firms with inclusive cultures saw 22% greater productivity and 39% higher customer satisfaction. Take BHP Billiton, which increased female representation in its workforce to 26% by 2025 through targeted recruitment and leadership development. Their CEO, Mike Henry, credits DEI with driving “safer, more collaborative worksites” .

The Argument Against DEI

DEI initiatives increasingly face pushback. Critics argue programs like all-women leadership training or pronoun policies alienate male employees. A 2024 Forbes survey found that 38% of Australian workers believe DEI efforts “go too far”. This resistance is amplified by U.S. trends—such as the rollback of affirmative action—which some fear could influence Australian boardrooms.

Yet, framing DEI as a collective benefit is key. For instance, Rio Tinto’s “Male Champions of Change” program engages male leaders in mentoring women and advocating for flexible work. CEO Jakob Stausholm notes: “When men see how DEI improves team dynamics, resistance melts away”. Similarly, transparent communication about DEI’s economic impact—like the $25 billion GDP boost tied to closing gender gaps —helps build buy-in.

Examining The Argument: Women in Male-dominated Industries

Male-dominated industries, particularly construction, mining, and manufacturing, have long been resistant to gender diversity efforts. The argument often centers around the notion that hiring quotas or gender-based initiatives undermine meritocracy. However, research debunks this myth, showing that companies with gender-diverse teams perform 15% better financially than their less-diverse counterparts (Harvard Business Review, 2023).

For women, the argument for DEI is purely on representation and equal opportunities. Women remain starkly underrepresented in Australia’s male-dominated sectors. In numbers, Women make up 46% of the Australian workforce, yet their representation in male-dominated industries remains disproportionately low: 12% in construction, 15% in mining, and 23% in utilities (WGEA, 2023). These statistics reflect deep-seated barriers that prevent women from entering and advancing in these sectors. A significant reason for this gap is the lack of role models, targeted recruitment efforts, and workplace policies that support female employees.

Furthermore, WGEA data reveals women hold only 16% of managerial roles in construction and 13% in mining. Structural barriers—like inflexible hours, lack of mentorship, and “macho” workplace cultures—often deter women from entering or staying in these fields. For example, a 2023 survey by the Australian Human Rights Commission found that 70% of women in mining reported experiencing sexual harassment or discrimination. These issues compound the “leaky pipeline” phenomenon, where women exit industries mid-career due to limited advancement opportunities.

What we have found out as the underpinning resistance is from entrenched toxic workplace cultures that, frankly, must change. A 2023 survey found that 45% of women in construction leave the industry within five years, citing reasons such as workplace harassment, lack of flexibility, and limited opportunities for advancement. Addressing these issues requires data-driven approaches that track retention, promotion, and pay equity to ensure meaningful progress.

The case for women in these industries is not just surface-level DEI policies, but that organizations must integrate systemic changes to break down these barriers.

Australia’s Approach to Gender Equality

Australia’s DEI landscape is shaped by legislation, however, the sufficiency of legislation is another kettle of fish. The Workplace Gender Equality Act 2012 mandates that companies with 100+ employees report annually to WGEA on gender pay gaps, leadership representation, and parental leave policies. In 2023, WGEA began naming non-compliant firms publicly—a move that spurred 93% of companies to meet reporting deadlines. The Sex Discrimination Act 1984 further prohibits gender-based bias in hiring, pay, and promotions.

Recent reforms include the 2025 National Strategy for Gender Equality, which sets targets for women’s workforce participation in STEM and trades. However, gaps remain. While WGEA reports that 90% of Australian employers now have gender equity strategies, only 22% link executive pay to DEI outcomes. As a recent article by Women in Male-Dominated Industries emphasizes: “Targets without accountability are just aspirations”.

What Works: DEI Strategies for Attracting, Retaining, and Promoting Women

1. Attraction: Bringing Women Into the Industry

One of the most effective ways to improve gender diversity is through targeted outreach efforts. Organizations like EPIC and NAWIC have successfully launched female-focused apprenticeship programs, mentorship initiatives, and industry campaigns to encourage women to explore careers in construction and mining. Additionally, companies that use gender-inclusive job advertisements and recruitment marketing see higher application rates from women. For example, to counter stereotypes, companies like AGL use job ads featuring women in hard hats and highlight flexible work policies.

In addition, organizations can partner with schools to inspire girls early—e.g., Ausgrid’s “Women in Trades Work Experience Program” introduces female students to electrical careers.

2. Recruitment: Hiring Without Bias

Blind recruitment, structured interviews, and diverse hiring panels are proven methods to eliminate bias in hiring decisions. Leading firms in male-dominated industries have also begun setting internal gender targets and providing bias training for hiring managers, ensuring a fairer recruitment process.

Diverse hiring panels reduce bias. Schneider Electric increased female electrician hires in Brazil from 1.7% to 36% by training recruiters to recognize transferable skills. Similarly, BHP Billiton mandates that 30% of interview shortlists include women.

3. Retention: Creating Inclusive Work Cultures

Companies with strong parental leave policies, mentorship programs, and flexible work arrangements see higher retention rates among women. Case studies from WEF DEI Lighthouses 2025 show that companies prioritizing employee well-being and psychological safety outperform their competitors in workforce stability and innovation.

Flexibility is critical. For instance, Teck Resources reduced female attrition by offering 3-day FIFO shifts for parents. Mental health support—like 24/7 counselling at mine sites—also improves retention.

4. Leadership Development: Breaking the Glass Ceiling

Women remain significantly underrepresented in leadership roles, with only 16% of senior managers in construction being women (WGEA, 2023). Organizations must implement sponsorship programs, leadership training, and equitable promotion policies to ensure women have pathways to executive roles.

Mentorship bridges the leadership gap. LVMH’s “EliesVMH Collective” connects 10,000+ women globally via an AI-powered platform, boosting female CEOs from 0 to 17 since 2007.

Case Studies: Global and Australian Success Stories

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• Accenture: Achieved 11% self-identification by LGBTQ+ employees through allyship training and inclusive benefits.
• Iberdrola: Trained 1,015 women as electricians in Brazil via women-only schools, addressing skill gaps while challenging stereotypes.
• Essential Energy: Offers scholarships and internships for women in STEM, increasing female technicians by 14% since 2020.
• John Holland Group: Hosts “Women in Construction” forums to share career pathways, resulting in 50% female graduate hires in 2024.
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Moving Forward: Action Steps for Businesses & Industry Leaders

Leadership commitment separates performative DEI from meaningful change. Siemens ties 30% of executive bonuses to gender equity KPIs, driving women’s representation in leadership to 33%. Transparency is equally vital. Atlassian publishes annual DEI reports detailing pay gaps and promotion rates, fostering accountability.

Cultural shifts start at the top. As Fortescue Metals CEO Fiona Hicks advises: “Leaders must model inclusive behaviours—like taking parental leave—to normalize flexibility”.

The future of DEI in male-dominated industries depends on measurable action. Companies must commit to data transparency, accountability metrics, and leadership-driven DEI strategies. Policymakers must also reinforce DEI frameworks with stronger compliance measures and reporting standards to ensure progress.

The next frontier is addressing overlapping barriers faced by women of colour, LGBTQ+ individuals, and people with disabilities. Programs like Deloitte’s “Intersectionality Index” help track disparities in pay and promotions. Meanwhile, AI tools are reducing bias in hiring—e.g., Atlassian’s gender-neutral job description scanner increased female applicants by 20%. That signals systemic progress.

Conclusion: Why DEI Matters More Than Ever

Despite ongoing challenges, the case for gender equity in male-dominated industries is stronger than ever. Organizations that invest in diverse leadership, inclusive workplace cultures, and equitable policies will not only drive social change but also see greater economic returns and innovation. The path forward requires collective action from businesses, policymakers, and industry leaders to build a truly inclusive future.

The path to gender equity in male-dominated fields is fraught but navigable. By combining data-driven strategies, leadership accountability, and empathetic policies, businesses can turn DEI from a buzzword into a competitive advantage.  “Equality isn’t a cost—it’s an investment in a sustainable future”.

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References & Additional Resources

• [WGEA Gender Equality Strategy](https://www.wgea.gov.au)
• [Australian Human Rights Commission Toolkit](https://humanrights.gov.au)
• [WEF Diversity Lighthouses 2025 Report](link-to-WEF-PDF)
• WGEA, Gender Workplace Statistics 2023
• Goldman Sachs, Australia’s Hidden Resource (2019)
• Reuters, Accenture Scraps Diversity Goals (2025)
• Women in Male-Dominated Industries Toolkit (2013)
• WEF, Diversity Lighthouses 2025
• Atlassian, DEI Annual Report 2024