Helen Bradley, Alstom’s Chief Human Resources Officer, brings over 25 years of expertise in HR strategy and organizational development. Deeply committed to diversity and inclusion, Helen is dedicated to advancing equitable workplace practices. In this interview, she shares insights into Alstom’s efforts to build a more diverse, equitable and inclusive workforce, and how gender balance contributes to driving innovation, performance, and inclusivity within the rail industry.
How does Alstom approach gender balance, and why is it a priority?
Helen Bradley: Diversity of profiles and in particular having a gender balanced workforce is about creating an environment where different perspectives are both welcomed and actively encouraged. In industries like rail, where innovation is key to developing sustainable solutions, having balanced and diverse teams is crucial. They bring varied viewpoints, which in turn fosters creativity, reduces group think and leads to better decision-making, and stronger problem-solving capabilities. It's not about meeting quotas, but about ensuring that our teams reflect the communities we serve and the customers we work with. Balanced representation allows us to create solutions that genuinely address the diverse needs of society.
Moreover, it’s part of our broader commitment to Environmental, Social, and Governance (ESG) goals, which reflect the growing expectations of our partners and clients. Inclusivity strengthens not just our internal culture, but the entire industry’s ability to innovate and thrive.
How is Alstom fostering a more inclusive work environment and advancing gender balance within its workforce?
We're taking a comprehensive approach to gender balance because we believe a workplace that works for all talents is a better workplace for everyone. Our approach includes flexible working policies, training leaders to recruit, engage and grow blended teams, and having a systematic approach to pay equity reviews to identify and address pay gaps. Retention is as critical as recruiting females, so we offer mentoring programs, role modelling and shadowing opportunities and we partner with employee resource groups like Alstom Women of Excellence, which has a strong presence in the DACH region. These initiatives create a supportive ecosystem that recognises and promotes best practices, while also providing targeted opportunities for women to advance their careers.
One of the things I often emphasize is the collective responsibility we have as women to support and mentor one another. It’s not just about what an organization can do for you—it’s about how we can uplift each other. Creating these networks of support is critical, both within companies like Alstom and across the industry.
What accountability measures does Alstom have in place to ensure gender balance is prioritized?
Nearly 30,000 employees have performance objectives in the Annual Short Term Incentive Scheme tied to gender balance, ensuring that everyone plays a role in meeting our diversity goals. For senior leaders, these targets are embedded in their personal objectives, making them directly accountable for fostering inclusivity. We're also committed to supporting women's career growth, with a goal of at least 30% female participation in all leadership programs. Our “Women in Leadership Levels” (WILL) program pairs high-potential women with Executive Committee members for nine months of mentoring. The match is in line with development and career goals and also increases c-level commitment and sponsorship when it comes to being prepared for future senior leadership roles.
As a female executive, can you see tangible progress towards gender balance in the corporate world?
Yes, I’ve seen progress, but the pace seems glacial at times. There is still work to be done. When I first stepped into a senior leadership role in 2006, I was often the only woman in the room. Today, the representation is improving, but we still have to push for more representation especially in technical, engineering and customer facing roles. The tipping point for true gender balance is often considered to be 30%. At Alstom, we’re approaching that number, but it’s essential to focus on inclusive progress across all levels of the company and all departments, not just top-line metrics. Historically, the rail industry has been male-dominated, which naturally poses a challenge. The lower female representation in STEM directly impacts our talent pipeline, so we need to attract and retain more than our fair share. Furthermore, unconscious bias in hiring and promoting women in leadership roles needs to be tackled. We’ve implemented trainings and policies, such as mandating gender-balanced shortlists for leadership positions, to counteract these biases.
What is “Mind the Glass,” and how will it help achieve Alstom’s diversity goals?
“Mind the Glass" is a global initiative designed to drive gender balance and inclusion across Alstom. The program takes inspiration from “Mind the Gap” and the “Glass Ceiling,” symbolizing the barriers to women’s advancement. Launched in Alstom Italy in 2022, it won the 4Awards4Inclusion prize for Advancing Gender Balance. "Mind the Glass" has proven to be an effective framework for change that is now rolled out globally. The objective of the program is translating our high-level ambitions into actionable, country-specific plans that address the unique challenges at the local level. We work with local leaders to embed initiatives like gender-balanced candidate slates, unconscious bias training, and women’s development programs. Importantly, our employee resource groups—such as Together in Motion and Alstom Women of Excellence—play a critical role in identifying gaps and opportunities for improvement. By focusing on local solutions within a global framework, we’re seeing real, measurable progress. Our targeted efforts aim to break down barriers and create an inclusive environment where gender balance can thrive across all regions of Alstom.
What does the future of inclusivity at Alstom look like?
In the next few years, I envision Alstom reaching our target of 32% women in in our Manager, Engineering and Professional (MEP) roles, with more female representation in engineering and business functions. I also see Alstom becoming an employer of choice for women, showcasing success stories and role models who inspire future generations.
Ultimately, I hope that inclusivity will become second nature at Alstom and the mobility sector, as a whole. We’re not just talking about diversity anymore—we’re living it, and in doing so, we’re paving the way for future generations of women in this industry to innovate and succeed.
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