Steve Azzopardi

When it comes to gender equity in the automotive industry, Steve Azzopardi believes it's everyone's responsibility - not just the job of a few on a committee. As Manager of Dealer Professional Development at Toyota Motor Corporation Australia, Steve has spent years quietly doing the work: mentoring women through Toyota's Women's Mentoring Program, connecting colleagues across the business, and using his seat at the table to advocate for change.

With 26 years at Toyota behind him, Steve has watched the industry shift - from a manufacturing floor where female tradespeople were a rarity, to a skills competition stage where the finalist split is increasingly close to 50/50. He knows how far the industry has come, and he's clear-eyed about how far it still has to go.

Explain your job to us — what does a Manager of Dealer Professional Development actually do?

No two days are rarely the same. Most of my time is spent supporting my team in the planning of programs, training and events that assist in the development and growth of our network. Managing budgets and my own teams’ development is also a regular activity for me. 

You've spent 26 years at Toyota-starting as a Maintenance Electrician all the way through to your current role. What has kept you here?

One of the main reasons I have remained here for so long is the opportunity to continually learn and grow. Toyota's culture of mutual support and encouragement among teammates, combined with a genuine commitment to personal and professional development, has made this a stable and enjoyable place to work. 

What does a typical work day look like for you right now?

Moving across different parts of the business has helped me appreciate that every part of the business is critical in our success. Having this opportunity as a manager has also helped me understand how my role impacts other areas of the business, allowing me to factor this in when making decisions.

My role as manager today has vastly changed from my days in manufacturing. I like to call myself a people manager rather than my title, as a lot of my focus sits beside my job title. I have a team of highly skilled people who run the day-to-day programs and requests. I dedicate a lot of my time to developing and empowering my team to do their job efficiently and ensure a quality outcome for our customers. 

ALLYSHIP & WHAT IT MEANS

What does male ally in the automotive industry mean to you?

Someone who is willing to support anyone across the wider business, regardless of gender, role, or location in our common purpose.

What personal experiences or motivations have driven you to actively work on the gender gap in our industry?

Spending several years working in People and Culture, I have understood firsthand how challenging this area can be. Real change requires more than a committee or a champion; it requires everyone on board.

In addition, having a daughter and living through some of her challenges in this space inspires me to do whatever I can, no matter how little, to make a change.

What challenges do you face as a male ally?

Using the correct language is very important. What I mean by that is, it’s a common misconception that gender gap initiatives are there to “balance the numbers”, which sometimes can be interpreted as males missing out on opportunities.

What are some of the things you have done — in your current or past workplaces — to be a genuine male ally?

Connecting people who I believe can support and develop each other, whether it be to resolve a challenging issue or progression in their career.

What are some practical ways men can be good allies in the workplace?

Don’t underestimate the capability and potential of our female colleagues. 

You've mentored a female engineer through Toyota's Women's Mentoring Program. What motivated you to put your hand up for that?

I have mentored before and received positive feedback and felt that spending a little of my time to share my experiences from my time at Toyota throughout all of my roles can provide valuable insight to mentees.

What did you actually learn from the experience — from your mentee and from being a mentor?

I learned that many of the challenges faced by those I have mentored come from a lack of confidence and not capability. Most often, the solution to a problem can be found within our organisation, and I have found that building a strong network is the key to finding the support required.

What do you think is the most important thing a mentor can do? And what's one thing well-meaning mentors often get wrong?

As a mentor, I think the most valuable thing you can provide a mentee with is a safe space to talk freely and bounce ideas without any judgment.

What is one thing the automotive industry can do right now to make itself genuinely more appealing to women?

Our career open days are a big hit with both males and females and a great opportunity to understand all of the roles within the automotive industry. 

You spent years working in manufacturing at the Altona plant. What was the culture like for women on the floor — and what has changed?

When I started working in manufacturing, there were only two females in trades among 200+ trades employees. A lot has changed now across the entire industry with many more females taking up technical and trades roles. On more than one occasion, we’ve seen close to 50/50 balance of male and female National Skills finalists and champions across all roles within our dealerships when the employee ratio is heavily tilted to males in most roles.

What's a pivotal moment in your career?

It was at the point when Toyota was ceasing manufacturing, and I was at a crossroads. I was battling with what I should do. Part of me wanted to remain where I was most comfortable, being in the maintenance/manufacturing space; however part of my role at the time consisted of OHS, which I also enjoyed. I was fortunate to have some great leadership at the time who supported and encouraged me to pursue the OHS path. Through the drive program, Toyota sponsored me in achieving my Grad. Diploma in OHS which in turn helped me gain the role as Health and Wellbeing Manager, and many years on here I am still. 😊.

Is work-life balance actually achievable, or is it a bit of a myth?

Work-life balance has come a long way. Especially since COVID, where many of the flexibility ideas we found challenging, we were able to execute because of the restrictions. Most roles nowadays offer some level of flexibility. I use technology more than I have in the past and group my activities for those that need to be in the office v’s what I can do remotely.

Part-time arrangements, whether short or long-term, can significantly support work-life balance throughout someone’s career. Plus, there’s also parental leave. I’m seeing many more teammates take up this option, sharing the responsibility of caring and raising children. I would encourage everyone to discuss what is possible with their manager.

What is your advice to a young person — particularly a young woman — considering a career in the automotive industry today?

Give it a go, you have nothing to lose. The industry is big with many roles. It is not uncommon to start in a role within your skillset and end up in a role within the organisation that you didn’t know existed.