International Women’s Day 2026 series: Alexandra Cox, WHS Advisor

Can you share a little about your career journey and what first sparked your interest in this industry?

I started working in civil construction in 2010 as a multi-skilled plant operator before moving into a leading hand role on mine site rehabilitation projects. In 2013, I was given the opportunity to train as a shotfirer, in a role that, at the time, women simply weren’t doing. After passing my shotfirer’s exam and being appointed at the mine, I became the first and only female shotfirer in the site’s 20-year history.

Working with explosives and passing my Shotfirer’s exam meant I had to understand legislation, including the Mines and Explosive Act Regulations. While safety was something I was always interested in, losing a colleague in a workplace fatality was the catalyst for me to undertake WHS studies and move into a safety role.

After experiencing firsthand the impact a fatal incident had on our site, it changed the way I saw work completely. It’s one thing to hear about these events happening elsewhere, but when it happens where you work, to people you know, it’s confronting in a way that stays with you. That experience played a significant role in my decision to move into safety. After completing my Certificate IV in WHS, I commenced work as a Safety Officer with Glencore.

After many years working in the mining industry, I was keen to pursue opportunities within the renewable energy sector. In January 2025, I joined Enerven as a WHS Advisor at Eraring BESS, which allowed me to carry forward my experience with high-risk work into an industry focused on the future.

Was there a moment in your career where you realised you were leading by example, whether for yourself or for other women?

I hadn’t really thought about it before, but after reflecting on my career, there have been a few moments along the way.

While subcontracting to a large civil company that had traditionally not hired women, their leadership team approached me about coming to work for them permanently (which I politely declined). During those discussions, they told me they were so happy with me that they had decided to actively recruit and train women as operators. It was the first time I realised that showing up, doing the job well in a traditionally male-dominated space could influence change.

After years working as a shotfirer, I began having female truck operators approach me to ask how they could get into the field. That was probably one of the clearest moments. When other women start seeing a pathway because someone has walked it first.

And then there have been quieter moments, like being the only woman in the room and knowing that just being visible in that space matters.

This year’s International Women’s Day theme focuses on promising that every woman or girl, should be heard and free to shape their own lives. What does that mean to you in our industry?

I think it’s about creating environments where women don’t just have a seat at the table, but where their voice carries weight.

Shaping your own path in operational environments can sometimes feel limited. So, to me, this is about removing those invisible boundaries and ensuring women can step into roles because they’re capable. It’s about normalising women in every space and not being limited by stereotypes.

Have there been times when you’ve had to back yourself? What gave you the confidence to do so?

Absolutely – more times than I can count.

Backing myself hasn’t always felt comfortable, but it’s been necessary. There have been situations where I’ve had to hold my ground in rooms where I was the minority, and challenge decisions that didn’t sit right, or push back on work that carried risk.

I wouldn’t say that confidence developed overnight. It came from doing the work, understanding my job, and the reality on the ground. It also came from perspective. When you’ve seen the impact of serious incidents and loss, you understand that speaking isn’t about ego. It’s not about being the loudest person in the room – it’s about being clear, steady and firm when it matters. Speaking up for the people who weren’t in the room to advocate for their own safety and knowing that doing so could be the difference in whether they went home safely.

Over time, those moments compound. Each time I’ve stepped forward instead of stepping back it’s built confidence and trust in my own judgement.

What makes a workplace feel genuinely inclusive to you?

A genuinely inclusive workplace is one where people feel comfortable being themselves and contributing without feeling like they have to constantly prove they belong. Where capability, effort and character are what define you, not gender, background or assumptions of what role you should fit into. It’s being listened to in meetings, having your input genuinely considered, being trusted with responsibility, receiving equitable pay, and providing space for women to grow and pave the way for others coming through behind them.

How does an inclusive workplace improve performance and safety?

When people feel included, they’re more engaged and more willing to speak up, which is critical in safety. They’re more likely to raise concerns, ask questions or suggest a better way of doing something. Inclusion also strengthens accountability. When people feel genuinely part of the team, they take ownership, look out for each other and focus on the outcome rather than just ticking a box.

Who or what has helped you grow the most in your career?

The biggest contributor to my growth hasn’t been one person, it’s been the environments that challenged me the most.  Fifteen years ago, I was often the only woman on site, and for many of the crews, it was their first time working alongside a woman, especially one operating mobile plant.

It wasn’t smooth sailing, and it wouldn’t be helpful to pretend that it was. There were plenty of moments that were uncomfortable, and at times, isolating and demoralising. Walking into a crib room and feeling every head turn, knowing you were being sized up before you’d even said a word. Having your competence quietly questioned. Being spoken over, or having an idea dismissed, only to hear it accepted moments later when repeated by someone else.

Some days it felt less about the task itself and more about proving you had the right to be there in the first place. I’ve received my share of chauvinistic comments. I’ve been labelled outspoken or bossy for having a voice. I’ve been told women shouldn’t worry about thinking too much or having ideas.

That type of environment either makes you shrink, or grow, and I chose to grow. It forced me to develop credibility early. I had to understand the work inside and out to be taken seriously. I had to learn how to communicate clearly and confidently, how to read a room, how to influence without authority, and how to earn respect through competence.

The industry has shifted over the past decade, which is positive, but some of those dynamics haven’t disappeared entirely. Those early years built resilience, confidence in my judgement, and the ability to lead and hold my ground in challenging environments. There’s not much that rattles me now! Those moments fundamentally shaped my professional growth.

What would you say to young women considering a career in this field?

The industry is evolving – there’s more opportunity, more visibility and more support than there was even a decade ago.

If you’re considering a career in this field, back yourself. Be curious, ask questions and build credibility through action. Technical knowledge builds credibility. People-skills build influence. And when you combine both, you can make a genuine difference, irrespective of gender.

It won’t always be easy, but those moments build resilience and confidence.

What are you most proud of professionally or personally?

Professionally, what I’m most proud of is seeing the growth in the workers I’ve had the privilege to work with.

As a woman in a male-dominated industry, and in a WHS Advisor role (which isn’t always greeted with high-fives) the odds can feel stacked against you. Trust is not assumed; it must be earned. Over time, I’ve worked hard to build genuine relationships on site so that people feel comfortable speaking up, asking questions, and challenging unsafe practices.

What makes me proud is watching that trust turn into growth. Seeing workers who were once resistant or set in their ways step forward as safety leaders or hearing them raise ideas to improve how work is done. Watching them take ownership, mentor others, and influence their crews.

For me, that shift in mindset is the true measure of success. Being part of that change, even in a small way, and witnessing others build confidence, broaden their perspective and lead differently is what I’m most proud of.

What’s something people might not expect about your career path at Enerven?

A lot of people are surprised to learn that I didn’t start my career in safety and that I started in the industry by operating mobile plant, before spending years blowing things up with explosives (as a shotfirer), which is probably not the standard entry pathway for a WHS Advisor.

My operational background has shaped everything about how I approach safety. I understand production pressures; the pace of work and the reality of what crews face because I’ve lived it.

What does leadership look like to you?

Leadership to me is people focused. Because at the end of the day, we are nothing without our people. It’s understanding that outcomes are achieved through teamwork, relationships, trust, and engagement, not just direction.

Good leadership brings people together, involves them in the process, and helps them feel like they’re genuinely part of the outcome rather than just being told what to do. When people feel valued, heard and respected, they take ownership, contribute ideas, and are more willing to speak up or challenge things when needed.

In safety, leadership isn’t about having all the answers. It’s about listening properly and creating space for crews to bring their knowledge to the surface, supporting people to make good decisions, and creating an environment where everyone feels responsible for looking out for each other.

What’s one barrier you’d love to see removed for women in our industry?

One barrier I would love to see removed is the expectation that women need to prove themselves before being taken seriously. It’s something that’s often not deliberate, but in many cases, competence is assumed for others, where women often feel they must demonstrate their capability repeatedly to establish the same level of credibility.

The industry is evolving, which is encouraging. Continuing to focus on skill, experience and contribution rather than outdated assumptions will make a significant difference. When capability is recognised at face value, more women will feel confident stepping into and progressing within the industry.

On International Women’s Day, what message would you like to share with women across our business?

The things that make you different, such as your perspective, your approach, the way you connect with people, are often the things that make you valuable.

Do not shrink to make others comfortable – step into the space and own it. Every woman who steps forward makes it that little bit easier for the next.