Meaningful inclusion requires practical action, honest conversations, and opportunities for all says Caitlin Richardson, EDI Manager at Young Rail Professionals.
When people hear ‘Equality, Diversity and Inclusion’ (EDI), there are usually a few reactions. Some people think of corporate buzzwords, lanyards, awareness weeks, and stock images of suspiciously cheerful people. Some are already passionate and engaged. Others are interested but worried about saying the wrong thing or unsure what EDI actually looks like once you move past the acronym.
That range of reactions matters. It shows that EDI already has people’s attention. The opportunity now is to turn that attention into something positive – better understanding, better conversations, and practical action people can use.
For me, EDI cannot only live in policies, bid responses, tender documents, or PR activity. Those things have their place, but they only mean something if they are followed through in day-to-day decisions. EDI is how we recruit, train, communicate, support people, create opportunities, and help them progress. It also means being realistic. EDI will not land the same way in every room. The message can be consistent, but the way we deliver it must make sense to the people in front of us.
We want the kind of EDI that helps someone understand why a young woman in a room full of men might second-guess whether she is being underestimated. The kind that recognises a neurodivergent person can be brilliant at their job and still find certain systems exhausting. The kind that shows someone without a planned career path, university background, or industry connections that there is still a place for them in rail. It is useful for managers too, because most people are not setting out to exclude anyone. Often, people simply do not know what they do not know.
Good EDI should give people the tools and confidence to do better, not leave them worried about getting it wrong. This year, as EDI manager for Young Rail Professionals (YRP), I am keen to avoid making EDI feel like a side quest or bolt-on. It should be part of how we build good teams, develop people, retain skills, and create safer, better workplaces.
We work in an environment where safety matters, detail matters and people need to know what they are doing. EDI does not change that. What it can do is help to make expectations clearer, access fairer, and progression more visible, so capable people are not held back by unnecessary barriers or a lack of information. That is why I want YRP’s EDI work to focus on practical conversations. Not just marking awareness dates because the calendar says we should but using those moments to create discussions that help people take something away.
Over the next year, I hope to develop a programme of free or sponsored seminars, panels, and conversations for members. I would like us to hear from senior leaders, apprentices, career changers, trainers, project staff, operational teams, and people who have built careers through less obvious routes. The aim is for those sessions to feel honest and usable, not vague or performative.
It is helpful to see someone doing well. It is even more helpful when they are willing to say, “this bit was hard”, “this is what helped” and “this is what I wish someone had told me sooner.” Actual conversations. Actual tools. Actual people. The ability to ask questions in a safe environment.
The railway cannot afford to waste talent. We talk constantly about skills gaps, recruitment challenges, retention, and the need to bring new people into the industry. People are more likely to stay where they can grow, understand the path ahead, and feel valued for what they bring.
Good inclusion does not mean soft workplaces or being afraid of challenge. It is about making the challenge fair and recognising that different people may need different support to get there. We will not pretend to have all the answers, but I would rather help build something useful and imperfect than something polished and pointless.
YRP creates spaces where people feel more confident, better informed, and more connected to the industry. If we can help someone think “actually, there might be a place for me here,” or “I’ll stay here because I am valued and supported,” then it is worth doing, because EDI in rail should not be about ticking boxes.
It should be about opening doors, keeping them open, and making sure people are not left standing outside wondering whether they were ever really invited in.
Image credit: YRP
