Workplace policies have been a big topic in recent years, with significant backlash against diversity, equity, and inclusion (DEI) initiatives. Despite this resistance, industry bodies continue to support them, though they’ve evolved to adopt more subtle framing in response to political pressures. Yet regardless of terminology, a disconnect persists between these well-intentioned initiatives – which have proven benefits for businesses and bottom lines – and the workplace environments they aim to transform.
While policies are necessary, they often lack the nuance required for specific groups or individuals when applied across multiple teams and disciplines. Vicky Mellor, Director at Charcroft Electronics, believes culture is where true change happens: “Major policy statements are not the most efficient way to empower women to grow and advance in a company. It is the day-to-day culture of the company which is the deep-down bedrock on which empowerment is built.”
According to Mellor, a thriving company culture must be founded on “collaboration, shared responsibility, and a genuine respect for expertise, regardless of the role of each individual.” Building trust takes time, particularly in a traditionally male-dominated industry, where it also requires persistence. “This is not about proving yourself once, but about showing up informed and decisive every single day,” says Mellor.
Trust flows both ways. While women need assurance that the system supports them, “every woman, every person, must be trusted to contribute, develop, and take ownership.” This environment, Mellor explains, doesn’t just attract women to the electronics industry – it enables them to build long-term careers and step into leadership roles.
A face you can trust
Industry bodies regularly spotlight female engineers to challenge outdated perceptions, using awards programmes and outreach campaigns to redefine what engineering leadership looks like. Mellor emphasises the importance of this visibility, noting that visible female leadership changes perceptions of what’s possible. “Expectations are reshaped as women reach beyond support functions and into active involvement in strategic decisions. This clearly shows younger colleagues, new starters, and even partners outside the business, that leadership in the electronics industry does not look just one way.”
Yet representation goes beyond appearances. When building equality, Mellor emphasises that trust remains vital in an industry defined by long-term relationships. “Customers and suppliers work with people they trust, and once established, these relationships are incredibly strong. From a personal perspective, authenticity and reliability matter far more than fitting a traditional industry profile.
Mellor believes that in the technical, high-reliability sector, expertise must be demonstrated consistently through detailed knowledge and thorough preparation.
Make opportunities meaningful
While companies frequently discuss inclusion, genuine progress for women requires creating tangible opportunities. “It is essential to take practical action. Give responsibility early, build confidence in technical environments and make sure voices are heard at all levels of decision-making,” Mellor advises.
She cautions, though, that major policy statements often prioritise box-ticking over meaningful progress. “Inclusion only becomes real when it is built into the everyday running of the business. This means developing people by sharing knowledge, and making leadership feel accessible.”
Mellor finishes by suggesting a simple, but powerful metric to test commitment for building opportunities for women: “Test yourself, and your company, by asking this one question every day, ‘What did we do to offer real opportunity to women today?'”
