Women in Aerospace & Aviation - Striking the Balance

I am a woman in aerospace and aviation.

There are not many women like me.

I want to change that.

OFF BALANCE

I have always known that I am one of a very small number of women who has chosen to make a career in aerospace and aviation. I have become used to being able to count on one hand the number of women at meetings or industry events. Despite the fantastic work of dedicated organisations around the globe, such as Women in Aviation International (WAI) and the International Aviation Women’s Association (IAWA), improvements in the gender balance of the industry are happening at a glacial pace.

In order to make real and tangible change, we need to know where we are starting from. What are the numbers? How many of us are there? If you thought that these simple questions would have simple answers, you would be wrong. As well as there being very few women in the industry, there are also very few numbers.

Despite having worked in the industry for over 25 years, even I am shocked by the stark findings that an exploration of the available data reveals. The aerospace and aviation gender balance is very much off balance.

Globally, 5.11% of airline pilots are female, with only 1.15% achieving the level of captain (and these figures may be overstated due to the nature of the data collection) (ISWAP, 2019). In both the UK and the US, the figures are even lower – 4.6% and 4.4% respectively (UK CAA, 2016; FAA, 2018). In the field of aircraft maintenance, the situation is even worse. FAA data reports that only 2.4% of mechanics are female (FAA, 2018). UK CAA data does not even provide a gender breakdown, indicating that the numbers are too small to warrant highlighting. At a senior level, only 3% of airline chief executives are female (Airline Business survey as cited in Financial Times, 2018). One role where the numbers of women are higher and growing is that of aircraft dispatcher – 19% in 2018 (FAA, 2018). We should also acknowledge that the gender gap with respect to flight attendants is reversed, with 79% being female and 21% male (FAA, 2018).

When it comes to aerospace engineering and manufacturing, finding any recent and specific data has been an impossible task. In the US in 2012, it is claimed that 16% of the aircraft, spacecraft and manufacturing workforce was female but that only 10% were aerospace engineers or computer network architects (Forbes, 2014). The conclusion drawn was that the more technical the role, the less females there were. For the UK, it is necessary to look at proxy measures from the wider engineering and STEM context to get a sense of the likely gender balance in aerospace.

Engineering UK (2018) provides a very enlightening gender breakdown based on 2016 workforce figures:

Females in the UK workforce 47%

Females in the Engineering sector - any role 21%

Females in the Engineering workforce – outside the Engineering sector 19%

Females in the Engineering workforce – any sector 12%

Females in the Engineering workforce – in the Engineering sector 9%

This is complemented by statistics from WISE and WES (2018) which show a similar pattern:

Females in the STEM workforce 22%

Females in the Manufacturing sector 20%

Females in STEM management 13%

Females in professional Engineering occupations 12%

Females in skilled trades 8%

Female registered engineers 5%

WISE statistics also highlight that in 2018, only 15% of engineering and technology graduates were female and only 7% of those completing engineering and manufacturing apprenticeships were female. One glimmer of hope is that 17% of those completing Higher Apprenticeships were female.

Based on the above, a reasonable estimate of female participation in the UK aerospace engineering and manufacturing industry is 10-15%, possibly higher with respect to non-technical roles and lower with respect to technical roles. Airbus figures in the public domain indicate that 17% of its workforce is female and the company intends to increase the number of women recruited to 30% (Aviation Benefits, 2019).

Finding information on the number of senior female executive in the aerospace sector is also challenging. In the US, the Centre for Strategic and International Studies compiled a list of 227 senior female executives in aerospace, defence and electronics in 2016. However, given that it is estimated that 2.4m people are employed in the US aerospace and defence industry and its supply chain (AIA, 2018), these numbers are microscopic. Anecdotally, in the UK aerospace sector, there is also serious under-representation of women at senior levels. Analysis from WISE (2018) indicates that 40% of STEM companies in the FTSE100 have met the target for 33% of women on boards; however, only 9% of women on STEM company boards are in executive positions.

But why does it matter that there are so few of us and what difference will improving the gender balance make? As we will see, the potential for women to transform aviation and aerospace is enormous and offers a win-win for all involved.

WINNING WITH WOMEN

There is now significant evidence from around the globe that the benefits of gender equality and diversity - for individual organisations and the wider economy - are tangible and substantial. The aerospace and aviation industries have been slow to embrace these concepts but there is every reason to believe that they can also reap the rewards. Indeed, the business and economic benefits of increasing female participation in the workforce align closely with the ambitions of the recently published Aerospace Sector Deal (HM Government, 2018) and Aviation 2050, which is currently being developed (UK Department for Transport, 2018).

The benefits for individual companies fall into three main categories:

·        Skills and Talent – the aerospace and aviation sectors are facing significant skills shortages and skills gaps, as well as being characterised by an ageing workforce. Boeing(2018) forecasts that globally there is a requirement for an additional 790,000 civil aviation pilots, 754,000 maintenance technicians and 890,000 cabin crew over the next 20 years. In the UK, Engineering UK (2018) predicts that there is an annual shortfall of 37,000-59,000 people to meet Level 3+ core engineering skills, with 124,000 engineers of this calibre required per year. The Royal Academy of Engineering (2015) indicates that 96% of employers see skills shortages as the most important business case for diversity. It also makes it clear that the most diverse companies are better able to attract and retain top talent, as well as having lower staff turnover rates. Where employees believe that their organisations are not committed to diversity, they are three times more likely to leave within three years (BCG, 2019).

·        Innovation – the success of the aerospace and aviation sectors is driven by innovation in technologies, services and business models. Radical transformation is being driven by digitalisation, electrification, autonomy and urban air mobility concepts (ATI, 2016; Aerospace Sector Deal, HM Government, 2018). There is clear evidence that improving the gender balance and creating mixed gender teams increases innovative capacity. Bringing together employees with different perspectives and experiences, from different backgrounds and cultures, has been shown to increase creativity, improve problem-solving, enhance decision-making and ultimately lead to better outcomes. A Forbes study of 321 large global enterprises found that 85% agreed or strongly agreed that diversity is crucial to fostering innovation (Forbes, 2011). This is reinforced by the Royal Academy of Engineering Diversity and Inclusion Toolkit which highlights that 83% of engineering organisations see “enhancing capacity for innovation and creativity” as one of the top factors driving diversity and inclusion (RAEng, 2015).

·        Financial Performance – a strong relationship between diversity and financial performance has been found to exist over time (McKinsey, 2015, 2018). The latest study shows that companies in the top quartile for gender diversity in executive teams are 21% more likely to achieve above average profitability (McKinsey, 2018). Conversely, for those in the bottom quartile, they are 29% less likely to achieve above average profitability. For companies focused on innovation, it has also been shown that firms can add up to US$44m to their market value by increasing female representation in senior management (Denzo and Ross, 2012).

But the rewards go well beyond individual companies. The research also shows that they extend to the wider economy, driving increases in productivity, competitiveness and economic growth. The World Economic Forum found a correlation between closing the gender gap and increased competitiveness and higher GDP per capita (2015). A Deloitte study also showed that the more women in the workforce, the more income per capita rises (2011). More recently, research by KPMG on behalf of the Australian Government’s Workplace Gender Equality Agency forecast that if the labour force participation gap between men and women was halved, Australian annual GDP would increase by A$60bn over a 20 year period (2018).

The findings of these studies provide a powerful motivator for companies and governments to adopt strategies and policies aimed at increasing female participation and achieving a better gender balance within their organisations. So with such an appealing prize to be won, what action is being taken in aviation and aerospace?

INSPIRING ACTION

Inspirational women all around the world are working tirelessly to improve the gender balance and increase the numbers of women in aerospace and aviation. Women in the UK are playing a leading role in this effort. In 2009, the Royal Aeronautical Society’s Women in Aerospace and Aviation Committee published its ground-breaking report – The Future of Women in Aviation and Aerospace – which highlighted the under-representation of women, as well as the challenges of attracting them into the industry (RAeS, 2009). Since that time, women’s networks within major companies based in the UK, such as Airbus, Rolls-Royce, Collins Aerospace, GE Aviation and Virgin Atlantic, have gathered momentum, along with programmes to encourage women to join the industry, e.g. FlyBe’s FlyShe initiative. In the last couple of years, the topic of women in aerospace and aviation has really grabbed the imagination of the media, with positive coverage of industry initiatives and profiles of role models increasing dramatically.

In part, this is due to the fact that the issue of gender equality in aerospace and aviation has gained attention at the very highest levels, with support from both industry and government. Here I will focus on two strategic industry-wide initiatives which are making a genuine difference in the UK:

·        Women in Aviation and Aerospace Charter – formally launched at the Farnborough Air Show 2018 and explicitly incorporated in the Aerospace Sector Deal, the Women in Aviation and Aerospace Charter is achieving fantastic results in its first year, with 120 organisations now committed to improving their gender balance and diversity and to publicly reporting on progress. The Charter recognises the business benefits of proactively encouraging a more balanced and fair industry, in particular emphasising the need to support the progression of women into senior roles.

·        Alta Mentoring – complementing the Charter is the unique alta mentoring initiative, the first of its kind in the industry, designed by women for women. Following a pilot scheme piloted by Airbus, Royal Air Force (RAF), the University of the West of England (UWE) and the Royal Aeronautical Society (RAeS), the on-line alta mentoring platform is now available right across the aviation and aerospace community. Hosted by the RAeS, alta’s structured mentoring approach underpinned by robust research and evidence is being warmly welcomed by mentors and mentees alike.

ACCELERATING CHANGE

Whatever way we look at it, the gender balance in aviation and aerospace is off kilter. There are small numbers of women, particularly in technical and senior roles. There is also a distinct lack of data about women in the industry and in specific sub-sectors. The available data shows that change is not happening fast enough. However, there is huge potential for aviation and aerospace to benefit from increasing female participation in the workforce, improving the gender balance and embracing diversity and inclusion. The rewards will be good for all – individuals, both men and women, companies and the wider economy. The fact that industry, government and a wide range of aviation and aerospace stakeholders are championing the issue and actively committing to take action is hugely encouraging. Aviation and aerospace need women of all ages, from all backgrounds, at all levels, in all roles to remain at the forefront of technological change and innovation. Any steps that will help to achieve this goal are very welcome.

I am a woman in aerospace and aviation.

There are more of us every day.

Together we can change the world of aerospace and aviation.

REFERENCES

Aerospace Industries Association (AIA), 2018 Facts and Figures: the US Aerospace and Defence Industry

Aerospace Technology Institute (ATI) (2016), Raising Ambition: Technology Strategy and Portfolio Update

Airline Business Survey (2017) as cited in Financial Times (June 2018), Women’s Struggle to Gain Altitude in Aviation Industry

Australian Government, Workplace Gender Equality Agency (November 2018), The Business Case for Gender Equality

Aviation Benefits (2019), Case Study: Promoting Gender Equality at Airbus [https://aviation benefits.org.case-studies/promoting-gender-equality-at-airbus]

BCG (2019), Why Your Diversity Strategy Needs to be More Diverse

Boeing (2018), Pilot, Technician and Cabin Crew Outlook

Centre for Strategic and International Studies (October 2016), Senior Executive Women in Aerospace, Defence and Electronics Industries

Deloitte (2011), The Gender Dividend

Denzo, CL, and Ross, DG (2012), “Does Female Representation in Top Management Improve Firm Performance? A Panel Data Investigation”, Strategic Management Journal, Vol. 33, pp 1072-1089

Department for Transport (2018), Aviation 2050 – the Future of UK Aviation [gov.uk]

Engineering UK (2018), The State of Engineering

Engineering UK (2018), Gender Disparity in Engineering

Forbes Insights (2011), Fostering Innovation through a Diverse Workforce

Forbes (2014), Women in Aerospace: Challenges and Opportunities [https://www.forbes.com/sites/bonniemarcus/2014/10/29/women-in-aerospace-challenges-and-opportunities/#50148f861617]

HM Government (December 2018), Industrial Strategy: Aerospace Sector Deal [gov.uk]

International Society of Women Airline Pilots (ISWAP), Current Numbers Worldwide Women Airline Pilots, accessible at www.iswap.org

McKinsey & Company (January 2018), Delivering Through Diversity

McKinsey & Company (2015), Why Diversity Matters

Royal Academy of Engineering (2015), Diversity and Inclusion in Engineering Survey Report

Royal Aeronautical Society, Women in Aviation and Aerospace Committee (October 2009), The Future for Women in Aviation and Aerospace

Smyth, Yvonne (October 2015), 4 Business Benefits of Diversity [https://social.hays.com/ 2015/10/13/4-business-benefits-of-diversity/]

UK CAA, Flight Crew Licence Data, most recently available 31/12/2016

US FAA, Active Airmen Data, most recently available 31/12/2018

WES (January 2018), Statistics on Women in Engineering

WISE (June 2018), Why Gender Diversity Makes Business Sense

World Economic Forum (2015), Global Gender Gap Report