For decades, flying was a symbol of progress, innovation and breakage – even when it comes to gender diversity, the industry itself appears to be stuck in a decade style. Women have repeatedly demonstrated that they can fly, drive and innovate, as well as their male counterparts. So why are they only formed a small part of the flight roles in flying? Menzies recently reached an important teacher – female representation by 25 percent in the roles of the high command, a major goal of the International Air Transport Association (IATA) 25BY2025 initiative.
For Juliet Thompson, the chief employee of the people at Menzies Aviation, this is not only related to meeting the shares – it is related to making a meaningful change: “We are incredibly proud to reach our goal of 25 percent of women in upper leadership roles. But this is not the finish line. We are committed to continuing.
Empowering women to drive
The main program of this progress was the Menzies’ Thrive, Women In Leadership, which has supported more than 125 employees since its launch in 2022. More than just a training course, enhances a network of support and guidance.
“It is about creating the appropriate conditions for success,” Thompson explained.
“The societal side of the program is decisive. It provides a network of encouragement, various perspectives, and cooperative learning opportunities.”
While progress in the top leadership is encouraging, Menzies goes beyond the executive roles to ensure gender diversity at each level. The company has already made progress in achieving its next goal: reaching 40 percent of females in medium -level leadership roles by 2033.
Tomson said: “Our commitment to diversity in all areas of work. Whether it is through guidance, driving training or ensuring that diversity is integrated into our talent review operations, we focus on empowering employees at every level,” Tomson said.
In addition to the gender diversity, Menzies also adhered to the employment of refugees, with the aim of making them make up 1 percent of its global operating power by 2026, in partnership with organizations such as the United Nations High Commissioner for Refugees (UNHCR) and the tent for refugees.
Despite these successes, the way to achieve gender balance was not without obstacles. One of the biggest challenges is to increase female representation in the traditionally dominated operational roles.
Tomson said: “Acting is important. Overcoming historical representation not only requires employing more women, but ensuring that they have the tools, guidance and support they need to progress,” Tomson said.
“It is not only a matter of putting women in leadership roles. It is about ensuring that they have the resources needed for prosperity, leadership confidence, and support the culture of the workplace that slows down its inclusion,” says Thompson.
The effect of diversity works
Besides ethical necessity, Menzies has witnessed the benefits of tangible business from its diversity initiatives. “Owning more women in driving – especially in operational roles – is a real difference in forming our business,” Tomson notes.
“Their views lead innovation, enhance our teams, and set new standards for excellence.” Aviation industry research has constantly showed that the various teams lead to stronger financial performance, improve problem solution, and employee satisfaction. Menzies’s progress reflects this trend, which enhances the working status of inclusiveness. Access to the 25BY2025 teacher is a great achievement, but Menzies does not stop there.
The company put its attention on the long -term change, ensuring that the gender diversity is very included in the culture and processes of companies.
Tomson said: “Our journey has not ended yet. We are committed to breaking barriers, creating growth paths, and ensuring that the actress groups are an incomplete representation of a seat on the table.” “The diversity is not the right thing to do only – it is necessary to flourish the industry.”
