For almost twenty years, as a specialist regulatory road transport solicitor, I have had the privilege of working closely with coach operators across the country. I have worked with family businesses steeped in heritage and with major national operators running hundreds of vehicles. Although I am not an operator myself, this is a sector I care deeply about.
I have seen its challenges and frustrations. I have seen the pressures that weigh heavily on operators. But I have also seen its resilience, its innovation and, above all, its people. These are the individuals who hold the sector together, often quietly and without expecting recognition.
Why the Coach Sector Matters
Within the industry, we all know something the outside world often misses. Coach is vital.
We are woven into daily life. We get children to and from school. We connect rural communities that would otherwise be isolated. We support tourism and the wider visitor economy. We step in when the rail network falters or airlines are grounded. We move people to concerts, festivals, weddings and sporting events. We move royalty, celebrities and the military. We support entire industries. Quietly and consistently.
The coach sector is a backbone of UK transport. It provides indispensable services, employs tens of thousands of people and contributes billions to the economy.
The Visibility Problem
Despite this, coach is still too often the Cinderella of public transport. We are overlooked in policy, left out of national conversations and rarely acknowledged in parliamentary debate. Public perception remains stuck in the past.
That lack of visibility has consequences. It affects investment, public understanding and, crucially, our ability to build a strong and sustainable workforce.
A Workforce Under Pressure
Every operator I work with says the same thing: “We don’t have the people we need.”
Our sector faces significant shortages, particularly in driving and engineering roles. At the same time, the workforce remains heavily skewed. In a world striving for inclusivity and gender equality, the coach sector still has a pronounced gender imbalance.
Many women in the industry arrived through birth, marriage or by accident. Very few enter as a deliberate career choice. This is a huge missed opportunity for a sector that needs new talent more than ever.
Diversity Is Not Optional
When people think of sustainability, they picture net zero or vehicle technology. Of course, those things matter, but a sector cannot be sustainable if it cannot staff itself. It cannot be resilient if it depends on a shrinking and homogenous talent pool. And we cannot future proof ourselves unless more people can see a place for themselves here.
A diverse workforce is essential because it:
- expands the talent pool
- strengthens decision-making
- improves business performance
- brings new ideas into operations and strategy
- reflects the communities we serve
- creates long-term resilience
Diversity is not a “nice to have”. It goes to the heart of the sector’s future.
Changing Perceptions
The first step is shifting how the sector is seen, both inside and outside the industry.
We need to be louder and prouder about what coach offers. It provides variety, technical skill, progression, stability and real community impact. There are opportunities not only in driving and engineering but also in operations, leadership, commercial roles and specialist areas like marketing and legal.
This is a sector rich with opportunity. We should say that openly.
Showcasing Role Models
We also need to highlight the women already thriving across the industry. Campaigns like the Women in Bus and Coach Spotlight series show that women succeed in driving, engineering, management and leadership roles every day.
If you can see it, you can be it. Visibility creates possibility. Young women need to see people who look like them to imagine a future in this industry.
Improving Recruitment
We must take an honest look at recruitment practices.
- Are job descriptions using gendered language without realising?
- Are we offering flexibility where it is possible?
- Are roles advertised in places where women will actually see them?
- Are assessments measuring real ability or just familiarity with “how things have always been done”?
- And, most importantly, do we understand why women are not applying?
If we do not understand the barriers, we cannot remove them.
Culture and Retention
Attraction is only half the work. Retention relies on building workplaces where women can thrive.
This requires practical culture change, not superficial gestures. Flexibility must play a part. Some operators are already trialling job shares, part-time driving, innovative rota patterns and shift-swap arrangements. These approaches can work even within a regulated operational environment.
Training, mentoring, development programmes and leadership pathways also matter. Open conversations about maternity, parenting, period positivity and menopause matter too. These are the things that build confidence, loyalty and long-term careers.
Retention is not about keeping people in a seat. It is about giving them a reason to build their future here.
Pride, Progress and the Work Ahead
I am incredibly proud of the coach industry: its resilience, its sense of community, the determination of operators and the women who are blazing a trail, often without realising the impact they are having.
But pride alone will not shape the future. Real change happens when we keep showing up, keep speaking up and keep challenging outdated ways of thinking. We must celebrate progress without losing sight of what still needs to be done.
Three Calls to Action
For women
Be authentically yourself. Believe in your value. Own your achievements. Push yourself beyond your comfort zone. Find people who lift you higher and support the women coming behind you. Aim high. Even if you miss the target, you often land somewhere extraordinary.
For men
Be allies. Create space rather than barriers. Champion and mentor women. Call out bias. Build inclusive workplaces. Pay attention to the blind spots that you might not realise are there.
Building a resilient and representative workforce is not a women’s issue. It is a sector-wide priority. It requires everyone.
For politicians and policymakers
Recognise the strategic importance of the coach sector. Include it in policy. Champion it publicly. Support the creation of a workforce that delivers the connectivity, resilience and social value your communities rely on every day.
A Future Built on People
Unlocking the coach sector starts with unlocking perceptions, perceptions of our industry, our careers and who belongs in this space. If we get that right, we will build a workforce that is sustainable, resilient and truly representative of the communities we serve.
The future of the sector depends on it.
Blog by Laura Hadzik, Director, Women in Bus and Coach
