Driving inclusive growth in UK industry

Women make up nearly half of the UK workforce but hold less than a third of manufacturing roles — and earn 15% less than men. The Women in Manufacturing UK Initiative (WiM UK) is working with industry, policymakers, and researchers to change that, turning evidence and peer support into practical action to embed equity, diversity, and inclusion (EDI) across the sector.

Aligned with the UK’s Modern Industrial Strategy, the Advanced Manufacturing Sector Plan targets 35% female representation by 2035. WiM UK plays an important role in this ambition, helping manufacturers weave EDI into strategy, culture, and operations.

We spoke with Cambridge Industrial Innovation Policy’s Dr Jennifer Castañeda-Navarrete, founding member of WiM UK, about why this shift matters — and the leadership moves manufacturers can take now to make inclusion a reality.

Why is embedding equity, diversity and inclusion into industrial policy so important?

Increasing evidence suggests that diversity within organisations fosters innovation. Teams with varied experiences and perspectives tend to generate more creative solutions and develop resilient strategies.

This issue is particularly pressing now, as manufacturing and industry face global competition. To maintain the UK’s competitiveness, leveraging all available talent and creativity is essential. Also, many sectors are experiencing labour shortages and skills gaps. Ignoring a significant portion of the workforce or neglecting to foster inclusive workplaces limits our potential and competitiveness.

There’s also a moral dimension. Industrial policy doesn’t just shape economic growth; it shapes society. If the UK can show that inclusion and diversity are not weaknesses but strengths, we will set an example internationally and demonstrate that competitiveness and fairness can go hand-in-hand.

Manufacturing has the specific 35-by-35 target. Are similar goals emerging in other UK growth sectors?

Not yet, and that’s one of the reasons manufacturing is such a trailblazer. Among the eight government-identified “growth driving sectors,” Advanced manufacturing is the first to adopt a clear numerical target for women’s participation. Having that target matters because it does two things: it communicates that the government genuinely cares, and it provides a measurable objective. Without a target, it’s very hard to know whether all the well-meaning initiatives are adding up to real change.

Of course, the target needs to be paired with concrete policy instruments and sustained engagement with industry. But it’s a very important starting point — and I think other sectors will eventually follow.

What role has WiM UK played in shaping the government’s strategy?

We’ve been fortunate to have an excellent dialogue with the teams behind the Industrial Strategy and the Advanced Manufacturing Plan. From the outset, they were open to discussions about gender equality and broader inclusion. They were — and still are — genuine champions of this agenda.

Our role has been to bring evidence and practical insight to the table: the data we collect through our annual Women in Manufacturing report, the international comparisons we draw, and the stories from our industrial advisory board. We help policymakers understand not only why diversity matters but also how change can happen on the ground. It’s been a collaborative process, and we’re proud that some of our recommendations are now reflected in national policy.

How does the UK compare globally in terms of EDI? Are we leading or lagging behind?

When we recently analysed nearly 70 national industrial strategies around the world, we found that only about 20 per cent even mentioned gender equality. So in that context, the UK is genuinely setting a benchmark. The decision to embed diversity and inclusion within the Industrial Strategy is a real statement of intent.

Of course, there’s always more to do, especially in translating high-level goals into detailed policy instruments. But the Advanced Manufacturing Plan, with its equality charter and measurable targets, sends a powerful signal to industry. It says: this is not an optional extra; this is a core component of competitiveness and of basic human rights.

You often link diversity not just to business performance but to regional growth. How are these connected?

If you look at a map of UK manufacturing, you see that the bulk of activity is in regions that beyond this sector often lag behind in productivity and innovation.

So there’s a double opportunity. If you expand manufacturing activity and make those workplaces more inclusive, you’re supporting both economic and social development in areas that need it most. Our research also shows that, across different dimensions, gender gaps in these regions tend to be larger, so focusing on inclusion there can have an outsized impact. It’s a very direct way of creating a more regionally balanced economy.

The latest Women in Manufacturing report focuses on Inclusive Leadership. Why choose that theme?

Last year, we created a broad framework for building a more inclusive manufacturing sector and found one factor outweighed all others: leadership. Policies and processes matter, but culture is set at the top. Without leaders who genuinely value fairness and diversity, nothing else sticks. This year’s report digs deeper into what inclusive leadership looks like in practice — how leaders can create workplaces where different experiences, from disability to caregiving, are not just acknowledged but supported.

Which findings in the report struck you as the most powerful or unexpected?

Perhaps not unexpected, but certainly impactful. Seeing the data laid out confirmed many things we might suspect — but the numbers give them real weight. For example, flexible working emerged as a critical factor: disabled people, long-term health conditions, or neurodivergence — and even those who have left manufacturing — place a far higher value on flexible options. By contrast, men as a group valued flexibility the least. That tells employers a lot: without flexible arrangements, you limit the diversity of the talent you attract.

We also found that disabled people and those with long-term conditions care strongly about an employer’s social mission and values, and they look for clear career pathways and open communication with leadership. Many respondents who left manufacturing said they did so because they felt their contributions weren’t recognised. None of this may be shocking on its own, but having the hard data makes it harder to ignore — and, we hope, motivates manufacturers to act.

You identify five principles of inclusive leadership. What are they, and how can leaders put them into practice?

The five principles we highlight are:

1. Fairness, respect and trust — creating a baseline culture where everyone feels valued.
2. Open communication and valuing uniqueness — encouraging dialogue and recognising different perspectives.
3. Equitable career development opportunities — making sure progression isn’t limited to a narrow group.
4. Well-being and life-stage support — acknowledging that people’s needs change over time.
5. Social impact — aligning the business with a sense of purpose beyond profit.

For each principle, we outline practical steps, drawn from interviews with what we call “inclusive leaders.” We feature examples from large multinationals and from very small firms — family businesses with a dozen employees. Those stories are crucial because they show that size is not an excuse. A 15-person company can absolutely implement inclusive practices if the leadership is committed.

Are you noticing any improvements in manufacturing inclusion?

We’re encouraged to see sustained growth in women holding managerial and senior roles — levels are now higher than before the pandemic. We’re also seeing increased participation by women from Asian and Black backgrounds, and a continuing narrowing of the gender pay gap.

Last year, there was concern about a temporary dip in women entering professional technical roles, but the latest figures suggest that was a blip rather than a trend. These improvements show that change is possible when there’s focus and accountability.

What’s next for WiM UK?

We’re working to formalise the initiative so it’s financially and operationally sustainable for the long term. We also see great value in networking and sharing best practices, so we will continue to expand opportunities for manufacturers to learn from each other, including our annual conference.

About WiM UK

The Women in Manufacturing UK Initiative was founded in 2022 to address the gender imbalance in the UK manufacturing sector. Bringing together academics, practitioners, and industry professionals — including founding partners the Institute for Manufacturing (University of Cambridge), the High Value Manufacturing Catapult, and Innovate UK Business Connect — WiM UK works to create inclusive workplace cultures, support career development, and open pathways to leadership. Its mission is to empower women in manufacturing and increase their representation to 35% by 2035.

Women in UK Manufacturing 2025: Leading with Inclusion