Propelling a gender balanced industry

Women in Aviation and Aerospace Charter A pledge for gender balance across aviation and aerospace Contents

04. Executive summary 08. About the report

Gender balance: an urgent 10. Introduction 10. business imperative

Women in football: 13. Methodology 20. a test case

Your identity shapes your 22. Our findings 22. view of the sector

Unique challenges at every Three priorities for 28. stage of the journey 33. achieving gender balance

Don’t start with a Investment not ‘women’s strategy’. 36. 53. tokenism Create a purpose for all

Don’t be a ‘one Building an 73. hit wonder’ 94. action plan

02 03 Executive summary

At the Farnborough International Airshow in 2018, (The FA) to increase support, involvement, and benefits for all. This study demonstrates the Key takeaways: the Women in Aviation and Aerospace (WiAA) performance within the girls’ and women’s game. undeniable positive impact of an authentic, openly Charter was launched to drive demonstrable passionate drive for inclusion and the negative • Start with a gameplan. commitment by signatory organisations to improve We found that in the aerospace and aviation sectors, impact of division. gender balance across the sector. For several despite much effort to date, there are still clear decades, the aviation and aerospace sectors and disparities in people’s perceptions, lived experiences • Infrastructure is essential. STEM (Science, Technology, Engineering and and opportunities to progress. In many cases, Key takeaways: Mathematics) stakeholders have invested effort in these are gender-related but they also extend to • attracting, retaining, and developing women. While other under-represented groups. This needs to be Monitor closely and move. • Passion is deeply personal. some progress has been made towards gender investigated further. balance, the pace of change has been slow. Clearly, more needs to be done. Our report also highlights areas where efforts to • Excite with inclusive ambition. achieve gender balance can be improved. These Don’t be a ‘one hit wonder’. There is no shortage of efforts, initiatives, and include core recommendations for strategy and • Don’t create a sense of campaigns to raise awareness, commitment, and action, short and long term, across the talent Entrenched norms and ways of thinking pervade the action. However, they are relatively scattershot. It is pipeline and throughout the sectors. We conclude exclusion. aviation and aerospace sectors. It will therefore be also now more than 10 years since the last sector- that leaders need to find and communicate a impossible to achieve gender balance overnight or commissioned report was published with analysis and personal passion for change and a purposeful vision through a succession of one-off initiatives or events. recommendations on policy, practices, and metrics. for the future. All other recommendations fall into It requires sustained structural transformation at a one of three key themes: Investment not tokenism. sector-wide level.

By undertaking this new study, Ambition to increase gender balance must be It is critical that organisations within the aviation and in partnership with the WiAA, backed up by sustained and coordinated investment aerospace sectors adopt a long-term commitment Don’t start with a ‘women’s strategy’. Create a in reshaping attraction, recruitment and progression to transformation. This is because the sectors are Korn Ferry aims to focus on purpose for all. within the aviation and aerospace sectors. Action particularly prone to uncontrollable impacts – for gender balance efforts and planning requires dedicated focus and a detailed example, the Coronavirus pandemic – which have the It is overwhelmingly clear that people need to understanding of the conditions. potential to derail progress in the short-term. increase understanding of unite behind purpose. Purpose must be fuelled the factors that drive and by authentic passion. This is not sector specific. The issue of gender balance in particular has Passion for inclusion translates across personal garnered significant attention within the sectors. Key takeaways: impede progress. identity and context. Knowing your passion and However, we found that aspirations to address the conveying purpose results in a shared and inspired issue are not currently being matched by investment • Treat change as a long-term movement. Benefits go beyond measuring an in resources and funding. Lessons can be learned For this study, we have set out to build on previous increase in numbers of women. here from the world of women’s and girls’ football. programme. research and gain a deeper understanding of why Where The FA has succeeded in doubling support previous recommendations have either not been This does not rule out having dedicated strategies and participation as a direct result of increased • Know your audience. adopted or failed to truly move the needle. To gain for specific challenges or investigating why women funding and through the coordinated work of fresh insight, and learn how similar challenges have and other groups are under-represented. It’s not multidisciplinary teams who have been given a clear been overcome elsewhere, we have also examined where you start or where you finish. The purpose mandate to bring about change. • Start a series of movements. the work done by the English Football Association and outcome must go beyond numbers and include

04 05 Change can only be Crucially, organisations must identify a demonstrably committed, accountable accelerated through a executive or team, who will take cohesive approach. With the responsibility for the success of the programme, advising on long-term launch of the Charter and change, influencing stakeholders, the commitment of over 200 and dedicating time to galvanising support. As our look at the parallel organisations, the first step universe of football has teaches towards industry-wide action us, passionate commitment to progress goes a long way is complete. to achieving gender balance, especially if it is underpinned by a focus on inclusion. Next steps must include: The most important lesson is that • Committing to the conversation – make time to change cannot be put off any discuss and understand the level of commitment longer. Now is the time to start and clarity of purpose by identifying personal the conversation. Now is the time passion for inclusion. to take action. We all have a role in propelling gender balance • Creating accountability – extend the concept of forward in the industry. diversity and inclusion ‘champions’ and build a distributed level of accountability for achieving gender balance throughout levels and across functions and businesses.

• Coordinating the approach – the Charter and signatory organisations should agree on central funding and resource for measuring progress and collating and reporting on information concerning gender balance.

06 07 About the report Context

At the Farnborough International Airshow 2018, to see gender balance at all levels across the The aviation and aerospace sectors are related in a conducts aircraft operations in space. Aerospace the Women in Aviation and Aerospace Charter industry for both women and men in the sector. broader industry but differ in a number of ways. For organisations research, design, manufacture, operate, was launched. Companies and organisations within This report was commissioned by Women in the purpose of this investigation we have made the or maintain aircraft or spacecraft. Aerospace activity the UK’s aviation and aerospace sectors made a Aviation and Aerospace to offer insight and following assumptions. is diverse, with a multitude of commercial, industrial commitment to work together to build a more guidance to signatory organisations to make and military applications. balanced and fair industry for women. With over progress achieving gender balance. The aviation industry deals with all things aircraft 200 signatories, the charter reflects the aspiration related within the earth’s atmosphere. Aviation refers This research survey was issued outside of the to the activities surrounding mechanical flight and aerospace and aviation sectors and we had a strong the aircraft industry to include airports and all their response. This enabled us to benchmark and note operations and airlines. sector-specific findings and those that are broadly or Recognition generally relevant. The aerospace industry also extends beyond Korn Ferry would like to express its deepest gratitude • Kiera Mellotte (DfT) operations within the earth’s atmosphere and to The Women in Aviation and Aerospace Charter and their participating signatories, whose support was • Nick Goss (GKN Aerospace) integral to this study. • Ros Azouzi (Royal Aeronautical Society) It is important to acknowledge that as the survey closed With particular thanks to: and during our period of conducting interviews, the • Sadie Goff (BEIS) • Katherine Bennett CBE, Senior Vice Covid-19 global pandemic struck and many countries went President, Airbus Joint Founder and Former • Sarah Leonard (DfT) into ‘lockdown’. This had a devastating impact on the Co-Chair of the Women in Aviation and Aerospace Charter. President Elect of IAWA • Susan Schofield B.Eng, MBA GKN( Aerospace) aviation and aerospace sectors. The majority of scheduled interviews continued, despite other pressures. We wish to • Sumati Sharma CA, Former Vice President Product & Commercial, Virgin Atlantic With special thanks to The Football Association for express our thanks to everyone who gave up their time and Co-Chair, The Women in Aviation and the hours of time, support and openness helping us shared their experiences, perspectives, and suggestions Aerospace Charter to learn from them: with us during this challenging period. • Jacqui Sutton, Chief Customer Officer, Rolls- • Baroness Sue Campbell (DBE) Royce Co-Chair, The Women in Aviation and Aerospace Charter • David Gregson

• Anjulie Patel (BEIS) • David Gerty

• Daisy Omissi (Rolls-Royce) • Kay Cossington

• Heather Gilchrist (ADS) • Louise Gear

• Prof Helen Atkinson CBE, FREng • Marzena Bogdanowicz (Cranfield University)

08 09 Introduction • Profitability. It has long been established that organisations that are more diverse in terms of gender and Gender balance: an urgent business imperative ethnicity outperform non-diverse companies on profitability. Recent data shows the gap is On 7 July 2019, the US and the Netherlands to concern themselves with. More than one-quarter growing even wider, particularly for top teams at contested the FIFA Women’s World Cup Final at the (28%) of board-level respondents to our survey told executive and board levels. Parc Olympique Lyonnais. With a live audience of us that most of their senior or corporate leaders are 82.18 million (52% higher than for the previous final NOT committed to increasing the number of women • Talent. in 2015), it proved to be the most watched women’s in senior roles. It is instead left to HR and People When deciding between two job offers from football match in history, crowning an astonishing teams to resolve through unconscious bias training, otherwise similar organisations, over one-third period of growth for women’s football globally. changes to reward practices, and targeted initiatives of Gen Z respondents to a recent survey said to advance minority groups. their decision would be influenced by which was 2020 saw even more records topped and milestones more diverse and inclusive. By 2030, more than reached, this time in the corporate world. In But gender balance, like diversity and inclusion one billion Gen Z-ers will have joined the global February, Hampton-Alexander reported that the more broadly, is not simply about social justice. workforce. And it’s not just Gen Z. In a 2017 survey FTSE 100 had met its target of having 33% of board Gender balance is a business imperative. Leaders of people of all ages, 67% of women and 48% of roles held by women. In August, it was reported need to urgently wake up to the fact that if they men said they would look at the diversity of an that the Fortune 500 would soon include 38 female fail to address the issue with the required effort, organisation’s leadership team when deciding CEOs, a record number. energy and investment, they risk falling behind whether to accept a position. in the most important areas of business success. These include: • Innovation. But while these all-time highs Diversity of thought within teams improves are obviously good news, the • Customer engagement. quality and pace of problem solving, decision Having a diverse workforce that reflects making, and innovation. reality is that progress within your customer base enables you to get organisations remains painfully closer to your customers and serve them more effectively. The case is clear. Organisations slow. 38 female CEOs is still that do not treat diversity and only 7.6% of the Fortune 500. • Marketplace reputation. Failure to adequately address diversity inclusion – and specifically The FTSE 100 is even worse and inclusion risks your reputation and gender balance – as a source (5%). When you consider that could lose you customers. One study of consumer choice found that 55% of of competitive advantage, women now make up 39% of shoppers would switch if a retailer did not alongside other business the global workforce, these take responsibility for its own negative inclusion and diversity incidents, while imperatives such as go- figures are truly shocking. 42% would pay a premium of 5% or to-market strategies and more to shop with a retailer committed to diversity and inclusion. Meanwhile, customer experience, could Why the inertia? Perhaps one reason is that gender growing numbers of investors are be at risk of losing out on vast balance is too often viewed as being about achieving actively seeking out organisations equity for equity’s sake and so, in many organisations, that are leaders in the diversity and amounts of revenue, profit, it is not considered an issue that senior leaders need inclusion field. engagement and loyalty.

10 11 Some of the most successful organisations already that exist within aviation and aerospace and Methodology recognise this fact and have made great strides with clear recommendations to solve them. their diversity and inclusion agendas. Take Fortune’s Our research was conducted World’s Most Admired Companies (WMACs). Every The purpose of this report is to identify initiatives throughout 2020 and year, Korn Ferry conducts research into these and new interventions to make recommendations esteemed businesses to produce a list of those ‘Most for improving gender balance. We will go beyond comprised four major Admired for HR’ for Human Resource Executive. Our previous research and explore what has prevented streams of activity: 2019 research revealed that WMACs outrank their individuals and organisations from making progress peers in several key areas of diversity and inclusion. given recommendations such as ‘ensure you have These include holding leaders accountable for sponsorship from the top of the organisation’. We • Review of recent studies, statistics, and literature driving diversity and inclusion; connecting diversity look at the aviation and aerospace sectors specifically focused on diversity and inclusion. and inclusion to business performance; focusing on to explore if there are unique challenges and pay equity; mentoring and sharing diversity success opportunities, and to other sectors to understand if • Survey distributed to all WiAA signatory stories; and embedding diversity and inclusion this tells us more about sector-specific trends, based organisations and through Korn Ferry’s throughout the organisation. on our understanding of how others with similar distribution channels, which aimed to challenges have sought to crack the issue. Finally, we understand current challenges to achieving The aviation and aerospace industry, by contrast, look to the ‘parallel universe’ of the FA for any lessons gender balance and identify best practices lags far behind. As of July 2020, women accounted that can be learned. across a range of sectors. for just 5.25% of all airline pilots and 1.42% of airline captains, numbers which are expected to Make no mistake: we have a long journey ahead • Interviews with fifty senior business leaders, HR drop even lower due to Covid-19 related furloughs of us. The last couple of years have opened many leaders, current and emerging female industry and bankruptcies. Why are organisations in these people’s eyes to the extent and depth of entrenched leaders, to understand current challenges, best sectors making such poor progress on gender inequalities that exist both in the corporate world and practices and lessons learnt, and capture their balance, and how can the situation be remedied? in wider society. The Black Lives Matter movement individual stories. has focused attention on global racism and racial Contrast the situation with women’s football, inequities. #MeToo has continued to highlight the • Interviews with The FA to understand their where, as we saw, record numbers of women are issue of workplace sexism. Gender pay gap reporting approach, challenges, and advice. getting involved in this traditionally male-dominated has confirmed that all sectors of the UK economy are game, whether as spectators, players, coaches, or still paying women less than men. referees. The growing popularity of the sport can be attributed in part to the skill and professionalism Interviews of its elite players. But it is also being driven by the However, we hope coordinated efforts of governing bodies - through that the insights and We want to acknowledge the five pillars of the FIFA Women’s Football and thank those Strategy and through the FA’s Gameplan for Growth recommendations strategy for women’s and girls’ football. The FA contained in this report individuals who shared has demonstrated that with clear commitment, their stories, reflections, dedicated and passionate leadership, investment, will help organisations and a long term, multidisciplinary programme in the aviation and insights, and learnings. of transformation, it is seeing an unquestionable Their contribution has positive change. aerospace sectors to take the next critical steps been invaluable. Efforts such as these are most effective when they are built on research and understanding of the down the road towards issues involved. But there has so far been very little gender balance. targeted analysis of the unique gender challenges

12 13 Survey We had an excellent response to the survey, with great coverage from the aerospace and aviation sectors as well as from outside the industry. We had a strong mix of genders, ages, seniority levels and other demographics.

Gender Age

1,528 61% Female 1% Under 21 Completed the survey 22.8 Europe 37% Male 24% 21 - 34 2% Prefer not to say 30% 35 - 44 28% 45 - 54 2.6 Scotland 16% 55+ 1% Prefer not to say

45 2.9 Other Core signatory 17.3 N. England organisations 1.8 N. Ireland 3.7 Midlands 0.5 Ireland 4.5 E. England 9.4 W. England 663 2.9 Wales 46% of Women in the respondents industry 26.5 S. England worked 0.5 N. America Sector in the 0.1 S. America 1.5 Asia 46% Aerospace 20% Aviation aerospace 517 Location 2.9 Africa 7% Defence 28% Other Leaders in the The vast majority of sector. industry respondents were in the 0.1 Australia UK or European region

14 15 Religion

32.8% Christian 28.3% Atheist 25.85% Did not respond 7.2% Prefer not to say 2% Muslim 2% Other 0.9% Hindu 0.65% Buddhist Disability Relationship 0.2% Jewish 0.1% Sikh 69% No 41.9% Married 26% Did not respond 6% Prefer not to say 3% Prefer not to say 4.3% Other 2% Yes 18.% Single 3.3% Civil 25.9% Did not respond 0.5% Widowed

More than half of respondents (63%) were White.

The majority (69%) reported no disability.

1/3 of respondents (33%) identified as Christian and 29% Number of Ethnicity Sexual orientation identified as Atheist. employees in 63% White 84% Heterosexual The majority of organisation 28% No response 10% Prefer not to say 3% Other 3% Bisexual respondents (84%) worked 84% Large (250+) 2% Black 2% Gay/Lesbian for large organisations with 11% Medium (50 - 249) 3% Asian 1% Prefer not to describe 5% Small (less than 50) 1% Mixed 250+ employees.

16 17 Level Total years of work experience

Individual contributor 15+ years

Leader of individual 12-15 years contributor

Functional/ 7-12 years divisional leader

Business or 3-7 years organisational

Board of directors, 1-3 years governance Less than 1 year

% of respondents who agreed % of respondents who agreed Just over half of respondents (54%) were in leadership positions and just under half Organisation type were individual contributors representing a broad range of years experience. Government, regulator, agency or authority

Years of aviation or aerospace industry experience Privately held company

15+ years Publicly listed/ publicly traded company 12-15 years

7-12 years Other

3-7 years

1-3 years % of respondents who agreed

Less than 1 year

None Almost half or respondents (46%) work for a public listed/publicly traded company.

% of respondents who agreed The majority of participants (66%) have more than 15 years of work experience. Almost half of respondents (48%) have over seven years experience in the aviation or aerospace industry.

18 19 Football’s Gameplan for Growth

In March 2017, the Football Association exercise beyond women and girls to individuals launched its Gameplan for Growth strategy with disabilities, minority ethnic groups, and for women’s and girls’ football. Just two years people from disadvantaged backgrounds. later, considerable progress was already being reported in tackling ambitious targets to double Consumer sponsors have invested in the Women in participation and fanbase and create a high- sport, making it possible to reach ever larger performance system and world-class talent audiences. And beyond the benefits to pipeline for England teams. While this alone is fitness, mental health and wellbeing, family cause for celebration, the positive impact of the connection, and community engagement, the strategy is being felt even more widely. Many strategy is also helping to create a stronger girls and women are now engaging in increased pipeline of future female coaches, leaders, and football: a physical activity, with mums who have brought boardroom members. their daughters to new footballing activities often inspired to form teams of their own. Dads At the launch of the ambitious new strategy, also take an interest, resulting in more shared Baroness Sue Campbell, The FA’s head of family pastimes. women’s football, outlined the vision on how to build consensus, collaboration, and co- test case Partnerships with schools, charities, and ordination across every level of the game by businesses have extended the benefits of focusing on eight key priority areas: English football faces many of the same gender balance challenges as 01. 02. 03. Building a sustainable Building a world-class Increasing the number and the aviation and aerospace sectors. and successful high- talent pipeline. diversity of women’s coaches, performance system. referees and administrators in the sport at all levels. In football, however, leading institutions have already taken coordinated steps to address these challenges, with significant progress being made over the last two to three years. 04. 05. 06. We believe there are important lessons to be learned here. Developing participation Changing perceptions and Enhancing the profile and value of opportunities and social barriers to participation the England team and players. As we explore the findings of our research in more detail, infrastructure. and following. we will draw comparisons with the actions, experiences, and achievements of the women’s and girls’ game. 07. 08. Signposting opportunities to Improving the commercial participate, watch or follow. prospects in women’s football.

20 21 Our findings I feel there’s something in it for me to make gender balance a reality Male Female

Your identity shapes your view of the sector. Board of directors, governance Gender balance is not a new topic. Predictable were characterised by their social identity, including gender differences in roles throughout the gender and ethnicity. Despite perceptions of progress, Business or aviation and aerospace sectors have attracted there is a significant gap for gender in particular. For organisational group executive significant attention, investigation, and action. women – but not men – early-age experiences were Many interventions have been introduced including overwhelmingly important as a predictor of interest Functional/ divisional leader policies, unconscious bias training, and targeted in and aspiration to work in both the aviation and attraction campaigns. aerospace sectors. Almost all women we interviewed Leader of had been inspired at an early age to see a route individual contributors However, given ever-increasing attention, we were to a fulfilling and exciting career. For many, this Individual startled by the extent to which perceptions and included inspiring their academic interest in science, contributor/ experiences in the aviation and aerospace sectors technology, engineering and maths (STEM) subjects professional vary significantly between different groups. These and achievement due to their passion and drive.

% of respondents who agreed Perceptions When asked about the progress being made to improve gender balance, men across all sectors were more likely than women to I have been treated differently in this industry because of my gender be positive about the past and optimistic about the future: Male Female

• Out of 1,528 respondents, men in the aviation and • Approximately one-third of female respondents aerospace sectors were three times as likely as from the aerospace sector (31%) felt they would women to think the representation of women had have to change industries in order to advance Aerospace significantly increased compared to five years ago their career. This is compared to less than one- (6% of females vs. 18% of males). quarter (19%) of male respondents from the

aerospace sector. While there was general Aviation • A higher proportion of female respondents acknowledgement among all respondents that (84%) than male respondents (67%) felt that ‘making gender balance a reality would be of the perception that pay may not be equitable personal benefit to me’, senior leaders (86%) Defence between men and women in the industry is and individuals from Black and Asian ethnic an inhibitor to the professional advancement/ backgrounds (80%) were most likely to agree. promotion of women. Other

% of respondents who agreed

22 23 Experiences Being new to aviation, it was a real culture shock and almost all the leaders are white, middle- Half of all female respondents working in the aviation of male respondents in aviation and aerospace felt to come into an industry that’s so male-dominated. class, middle-aged men. To progress, it seems and aerospace sectors felt they had been treated they had been treated differently because of their Although there is a lot of talk about improving to depend on how persistent you are as an differently because of their gender. This is notably gender (which is also higher than in other sectors, diversity and bringing more women in [to the individual and, even then, it seems to depend higher than in other sectors. Meanwhile, only one-fifth though only slightly higher). organisation and leadership roles], I see less in the on who your manager is and who else you know way of actual action. The culture still feels very male around the business.

I have had “blonde” comments directed my way! Also comments around my regional dialect and my lack of experience During an interview I experienced a great level of prejudice in the industry. Astonishing I know, but I believe having young and sexism, with comments made about my size and strength, and women in this industry is a shock to some individuals and they feel I was asked many questions about my personal family life, which threatened by my presence rather than embracing the change, no males were asked. This caused me to falter in my career choice learning from me as I can from them. for a while before applying to another engineering job.

In our discussions, we heard numerous stories about Many individuals who had switched from another Other companies don’t make themselves things - more flexibility, more caring - for men and inappropriate comments being made about gender. sector such as retail, said they had never had to attractive enough to get the right talent - they look women. Consequently, this may have made people These were typically linked to a specific event or think about their gender before. But moving into at the Board and see if there is the right type of more open-minded. situation, for example an individual getting married or aviation and aerospace made them suddenly Board. Give other people a chance as they can shine. needing to leave work to attend to a sick child. aware of feeling different. Think about the things others can do. Covid-19 might have helped this as there are different ways of doing Katherine Bennett, CBE, SVP, Airbus

I didn’t notice that I was female until I left government. There were moments I didn’t feel welcome both for contribution and thoughts. They would say “That is not the way we do it around here” or “Yes but you are new”. There were other new male peers Where I have felt different treatment is due to intersectionality and I saw those relationships evolve constructively. I have always of my gender, age, and ethnicity. This is a factor in the sector and focused on inclusion, but I have never focused on gender until that not a complaint about the company. experience shaped me.

24 25 Football lessons

Having spent a large amount of her career at the ‘As a woman you learn to ‘I think women are a lot more self- Youth Sports Trust, Louise Gear has gathered rich realise that fundamental insight into playground behaviour and the impact it aware and analyse themselves too has not only on sport participation but also on style difference. The way I and leadership. From her own experience working counteract it is I listen for with schools, she observes that, from reception much and self-select out. I think it onwards, more than half of boys will engage in a long time and then I ask physical activity such as football during breaks. There a question. I have learned goes back to the school playground.’ are no teachers encouraging or refereeing. The boys manage the game, rules, and any conflict situation not to start with, “Maybe Louise Gear, Head of Women’s Football Participation, The FA themselves (for example, if one team is winning 6-0 I have misunderstood, I they will reorganise). Louise believes that this helps them learn leadership team behaviour in an informal am confused.” I used to way. Girls, however, will often be in small groups, be perceived as unsure, chatting or playing– and when they fall out, it tends to be an emotional hurricane. or that I don’t know what I am doing. I now say, Louise’s advice is to think about the environment for girls at an early age, quite possibly pre-school, “I heard this and then because these early experiences, she believes, I heard that which is continue to shape behaviours that happen in the workplace. Men, she observes, like the football conflicting - what did playing boys in the playground, will challenge and you mean?”’ move on, knowing it is not a personal attack.

26 27 Unique challenges at every stage Getting on of the journey Identification and belonging. Sponsorship. Belonging is an innate human need (research has Sponsorship programmes have been ranked among revealed that exclusion lights up the same regions the top five most effective initiatives in retaining and of the brain as physical pain). Without it, employees advancing women in STEM roles and careers, and While the specific barriers to achieving gender career journey. These are: starting out (early become disengaged and performance suffers. This is have proved popular across all industries as a means balance vary from industry to industry, they can aspirations and career choices); getting on (feeling why inclusion matters. Diversity may be important in for enabling women to soar through the glass ceiling. typically be organised into three broad categories included within the industry); and staying on (having and of itself. But organisations can only maximise the Sponsorship goes beyond offering advice; it’s about that correspond to three stages in an individual’s opportunities to progress and excel). benefits of diversity if they focus on inclusion as well. individuals using their influence, power, and resources to proactively support and advance the careers of Below, we summarise what we discovered about the unique Our research found: those they sponsor. gender challenges facing the aviation and aerospace sectors at • A high proportion of all respondents believed that Our research found: each of those three stages. organisations should invest in changing mindsets. Two-fifths (40%) of respondents rated it as a • 43% of female respondents in the aviation sector critical effort to improve gender balance and 33% agreed that corporate leaders are committed to thought it was important. increasing the number of women in leadership Starting out roles. In the aerospace sector, a slightly higher • A majority of female respondents in the aviation proportion of female respondents (48%) agreed Poor understanding, perception, and pipeline. (71%), aerospace (67%), and other (77%) sectors with this statement. This was significantly lower agreed with the statement: ‘Professionally, I when compared to male respondents (70%). Research over the past decade has consistently While it is common for an individual’s career have a “seat at the table”; my voice and opinions shown that a child’s perceptions of certain jobs and aspirations to change with age, early perceptions are heard at work.’ The women we interviewed, • Respondents stating that their organisation careers are formed – and, at times, cemented – from can have longer-term implications as they are often however, were less likely to agree. Several had senior or corporate leadership a young age, with gender stereotypes about careers carried into a person’s teenage, decision-making told us they felt they had to think about their commitment were more likely to agree that already embedded by the age of seven. A 2018 study years. For example, students who do not express manner for their voice to be heard, balancing they could see clear opportunities for women drawing on the responses of 13,070 primary school STEM-related aspirations at age 10 have been found the need to be assertive with the need not to be to excel in their company. children from the UK and Channel Islands found that unlikely to develop them by the age of 14 and less seen as aggressive. boys were four times more likely than girls to express likely to enrol in science subjects. • Less than half of female respondents working in a desire to become engineers (civil, mechanical, the aviation (47%) and aerospace (44%) sectors electrical) and nearly twice as likely to aspire to be This has significant implications for careers education said they had a female role model. scientists. Meanwhile, nearly nine times as many girls and long-term gender balanced talent pipelines. If as boys wanted to become teachers, and two-and- gender imbalances take hold at such a young age, These findings highlight the importance of half times as many to become doctors. (The only then efforts focused on high school, college, and conversation, outreach, and seeking to understand aspiration ranked top five for both boys and girls was university are simply too late. This suggests the how others feel about their role, their place in a team, ‘sportsman/sportswoman’.) industry and organisations need to play the long and the support they would appreciate. There is a game, inspiring and cultivating future talent, through clear theme of gender difference, but conversations early education programmes. should include everyone.

28 29 Case study Progression Women are being actively 31% sought out and encouraged Jacqui Sutton, Chief Customer Officer at Rolls-Royce to apply for roles in aviation Approximately one-third of and aerospace. But while there female respondents (31%) Jacqui leads Rolls-Royce commercial activities in her is scope and opportunity for working in the aerospace sector role as Chief Commercial Officer and has recently women to enter these industries, thought they would have to been invited to take over the position of Co-Chair for ascending the career hierarchy change industries to advance the Women in Aviation and Aerospace Charter. and avoiding stagnation is their careers. This is compared to another challenge entirely. 19% of male respondents working When discussing gender balance needs, Jacqui in the same sector. highlights the importance of championing women/ girls at an early age (to increase their participation Our research in STEM activities) but also the positive impact of found that: supporting women when they reach mid-career. As the industry recovers from the impact of the Covid-19 pandemic, it is even more important to emphasise 90% the criticality of gender balance as companies in the sector look to change their structure in response to 48% The overwhelming majority the crisis. of respondents felt that About half of all respondents perceptions are an inhibitor to When reflecting on her own career, Jacqui (48%) agreed that they have been the professional advancement/ acknowledges that access to the right mentorship actively encouraged to apply for, promotion of women. This has been a key contributor to her career progression. or have been considered for, other includes perceptions that the It is well researched that women tend to put more positions in their company. For industry is ‘male dominated’ emphasis on the ‘can’t do’ versus the ‘can do’ female respondents, the figures (90%), lacks female executives attributes when applying for a new role. She says, ‘I were: aerospace 46%; aviation or board members (89%), have learned to put myself out of my comfort zone 47%; defence 44%; and other lacks promotion and/or by moving from one business to another. When a sectors 48%. upward mobility (85%), does job opportunity came up and a male colleague said not enable the flexibility to you should go for that job, I said I am not ready meet the needs of both work and pointed to the 3 out of 10 things on the role and personal life (85%), may description that I couldn’t do. He said but look at all not offer equitable pay (77%). the things you can do.’ 56% In Jacqui’s view, managers should focus more on coaching, supporting, and encouraging those women More than half of female to get out of their comfort zone by understanding respondents working in the the circumstances behind their decisions; instead aviation and aerospace sectors of judging their hesitation as lack of confidence. felt that they could see clear ‘Everyone has their story and background.’ opportunities for women to excel in their company, compared to 84% of male respondents. 29% of female respondents actively disagreed.

30 31 Pay Three priorities for achieving From the above, we can see that sponsorship programmes are highly effective in retaining and gender balance advancing women in STEM roles and careers. In the same study, a commitment to pay equity ranked even more highly at number one. The focus on pay has been heightened in recent years due to mandated There is a clear commitment to improve gender The situation could almost be described as chaotic. reporting and media coverage. This finding was balance across the aviation and aerospace sectors. While organisations that commit to improving supported by our research: This is evidenced by the more than 200 WiAA gender balance are quick to take action, little time Charter signatories. It is also backed up by our is spent aligning efforts or attempting to gain a research, which found that considerable time and true understanding of the nature of the challenge. Monitoring and ensuring pay energy is being invested in the issue, that there Measurement within organisations and societies equity across men and women is real passion for tackling it among both men focuses almost entirely on statistics and there is and women, and that there are champions across little or no coordinated evaluation of progress at in leadership roles was rated the sector who are dedicated to attracting and the sector level. as an effective organisational developing more females. Despite the haphazard nature of gender balance practice by the highest What appears less certain, however, is how to do it. improvements within the sectors, we identified proportion of respondents Our research revealed a huge range of approaches, several trends and issues that emerged repeatedly activities, and initiatives across the industry. throughout our research. from all sectors (aviation 50%; aerospace 53%; other 49%).

The gender differences continue to be present 01. 02. 03. looking at individuals’ perceptions of progression Don’t start with a ‘women’s Investment not tokenism. Don’t be a ‘one hit wonder’. and retention opportunities. Despite much effort strategy’. Create a purpose for all. being placed with programmes and initiatives, organsiations need to actively seek to understand It was overwhelmingly clear that Ambition to increase gender Entrenched norms and ways of in more detail why there are such differences in people need to unite behind balance must be backed up thinking pervade the aviation experiences and perceptions. purpose. Purpose must be fuelled by sustained and coordinated and aerospace sectors. It will by authentic passion. This was investment in reshaping attraction, therefore be impossible to not sector specific. Passion recruitment, and progression achieve gender balance overnight for inclusion translates across within the aviation and aerospace or through a succession of personal identity and context. sectors. Action planning requires one-off initiatives or events. It Knowing your passion and detail, understanding the specific requires sustained structural and conveying purpose, results in a conditions, and dedicated focus. behavioural transformation at a shared and inspired movement. sector-wide level. Benefits go beyond measuring an • Start with a game plan. increase in numbers of women. • Treat change as a long-term • Infrastructure is essential. programme. • Passion is deeply personal. • Monitor closely and move. • Know your audience. • Excite with inclusive ambition. • Start a series of movements. • Don’t create a sense of exclusion.

32 33 ©Rolls-Royce plc

Case study

Susan Schofield, B.Eng, MBA VP Strategy - Civil Airframe at GKN Aerospace

Susan grew up in Canada, and in her early years, had perfect and learn from past mainly focusing on individuals with an aerospace little awareness of the subtle gender stereo-typing background and not so much on transferrable skills that subsequently became visible to her later in life. experiences and mistakes.’ and how can businesses best utilise and apply those She paid no heed to specific blockers or barriers in into different areas. ‘Experience on the job counts a school or throughout her academic experience as However, as she progressed and worked across lot in addition to education.’ her mindset and belief was that they were largely different organisations, she came to realize that irrelevant to her. there is an implicit but real challenge, particularly From Susan’s perspective she is very clear that women in the UK, around ensuring a diverse pipeline in are driven by a strong sense of purpose and meaning. Then Susan started her career as an electrical technical industries. Hence leaders and organisations need to do more to engineer. Since a child, Susan always liked to solve connect individuals with the ‘why’ of their work if they problems, so engineering was a great fit for her. want to attract and retain the best talent. Having a father who was also an engineer played ‘Not all environments are a big influence on her as he encouraged Susan’s equal and not all leaders To attract and retain female talent, Susan recognizes play time which included technical tinkering and that companies need to do more than just build science projects. Looking back, she can see that his are inclusive.’ the right infrastructure and framework to allow and encouragement helped shape and inform her belief promote gender balance; it’s simply not enough. ‘If that being a woman in technical environments was women are not engaged and inspired, and if company entirely natural. As a leader Susan is very aware of the lack of cultures do not encourage personalisation, then the female role models in her industry which caused absence of inclusion and belonging means that talent As Susan embarked on her leadership career, her her to develop her own leadership style in a will leave or go unnoticed.’ early mindset was that if you did the best job you way that was authentic to her. This absence has could, then you would be rewarded and continue made her passionate about being both a mentor to move up the ladder. Equally, she also knows that and role model to other women in the industry. Susan knows that leaders having passion, drive, and a growth mindset are key ‘Diversity of background leads to diversity of are the carriers of the to her success. thought which leads to better decision making.’ culture and need to Securing strong mentoring in her early career meant As she reflects on her personal story, Susan role model inclusive that Susan was encouraged to take on bolder believes that there is an element of how parents roles and bigger assignments. Susan has worked in encourage their children to have activities and behaviours if they are to different teams across different organisations, one experiences that do not necessarily promote create a culture where of her enduring memories is that some of her bosses typical gender stereotypes. Furthermore, another actively encouraged her to experiment; this ‘test and interesting dimension revolves around education everyone feels able to learn’ mindset is part of who she is today . and schooling and whether teachers in charge of give of their best. STEM subjects reflect gender balance. Students ‘Challenge the norm and should be able to look up to people who look like them from a young age. don’t be afraid to try things differently. Don’t One of the challenges that Susan sees in the aerospace industry is that it tends to keep expect to always be narrower search engines when attracting talent,

34 35 Don’t start with a ‘women’s strategy’. Create a purpose for all.

‘Change of all types only comes from the very top. Cultural and systemic change is the hardest of the lot. Unless adopted, driven, and role-modelled by the most senior leaders ­— men and women — change will not happen. There can be no excuse for such a widespread development in approach to diversity not being adopted at the highest levels and across sectors.’

David Gregson, Non-executive Director, FA Women’s Super League and FA Women’s Championship

To achieve meaningful transformation on gender committed to improving gender balance, and balance, organisations need to find an inclusive need to champion their message throughout the purpose that everyone can identify with. Women organisation and beyond it. are not the issue. Inclusion is. The passion behind the purpose for change needs to come from the People across the organisation – men as well top. Leaders, no matter how senior and regardless as women – must be encouraged to share their of background, must be openly and authentically stories and listen and learn from others.

Passion is deeply personal

Our research uncovered a huge variety of initiatives transformation and performance improvement. that organisations are deploying to increase gender Microsoft CEO Satya Nadella drew on lessons balance. These include everything from establishing he had learned about empathy in his family women’s networks to using technology to ensure the life to lead a highly successful shift within the wording of job descriptions and adverts is gender company towards greater customer-centricity. neutral. What we also discovered, however, was Former Cisco leader, John Chambers shared an that, in organisations where leaders are not openly unwavering commitment to freely accessible passionate about improving gender balance, these education with all his employees. Indeed, the initiatives appear to be having little effect. connection was reinforced in other areas of our research and in our interviews. We It is no coincidence that there should be a connection learned that there are a high proportion of between passionate leaders and progress on senior male leaders who are passionate about gender balance. In other industries, we have seen gender balance and should consistently time and again how the personal, authentic, and be openly committed. Look, for example, openly communicated passion of leaders drives at the differences between individuals

36 37 who described their organisation as having senior This makes it all the more Excite with inclusive ambition leaders committed to increasing the number of concerning that fewer than women in leadership roles and those who did not. Having leaders who are passionate about ‘There is nothing better to do The former were: half of female respondents inclusion is critical. But organisations will only with your life than a career in in the aviation (43%) and truly benefit if leaders take that passion out into • Six times more likely to agree that talent review the wider organisation, acting as role models for aviation or engineering - there and/or succession practices were effective. aerospace (48%) sectors inclusivity, creating events and moments that is no shortage of fascinating agreed that corporate act as inspiration to others, and working directly • Approximately twice as likely to agree that to improve gender balance by supporting and options. Don’t let the people women seek out or apply for leadership roles leaders are committed to encouraging individuals in their careers. This who say “you look different” as much as men do. increasing the number of requires authentic commitment to providing opportunity for all and a sensitivity to the put you off.’ • Around twice as likely to agree that women are women in leadership roles. challenges and barriers different individuals and building the management skills necessary to be groups may face – and it must be driven by leaders Liz Sparrow, Free Flight successful in leadership roles. at all levels, starting at the very top. In other words, it’s not just about talking the talk on inclusion. It’s also about walking the walk. Role models within organisations fell into two distinct groups. First were the leaders who role- modelled inclusive leadership. Second were the Respondents describing their organisation as NOT having senior/ corporate leaders committed (n=285) ‘I think a lot of companies put leaders whose own exciting careers inspired others out statements [like] “We are at all levels of the organisation. Both, we learned, Respondents describing their organisation as having senior/corporate are important ingredients in a broader programme leaders committed (n=601) committed to encouraging of transformation. more [women] pilots to join the airline industry.” [But] key ‘I do not recognise any male Talent review and/or succession practices are effective in identifying and promoting to this is showing… girls at a or female exemplary or women into leadership roles young age that they can be a inspiring leader within my

Women seek out and apply for pilot… [Otherwise it’s just] all industry. As an engineer, then leadership roles as much as men do words but no action.’ I would refer to Elon Musk or

Women are building the Steve Jobs, as modern era management skills necessary to be successful in leadership roles While many of the people we spoke to cited a lack visionaries, although I may of visible role models within the sectors, they were not necessarily see them as There are enough women in nevertheless extremely forthcoming when asked the leadership pipeline to fill about exemplary or inspiring female leaders. Some good leaders.’ leadership positions were from the aviation and aerospace sectors and many others were from all walks of life, young and old, historical and current, and of various levels of seniority Nearly all the senior females we spoke to talked % of respondents who agreed. and renown. about a sponsor or a mentor, often informal, who Sample includes respondents currently working in aerospace, aviation and defence sectors only. actively pushed, challenged, and supported them. Many of the people we spoke to were passionate Air Marshal Sue Gray highlighted Sir Simon Bollom, about inspiring others to appreciate how exciting a the current CEO of Defence Equipment & Support, career in the aviation and aerospace sectors could be. as one of several great bosses she has had. Sir Simon

38 39 encouraged her to apply for a job that she didn’t think and if I surround myself with she was qualified for. She has since worked several people like me I will be blind times with him and the two of them remain in touch to this day. We also heard from many of our survey to only like-minded views. respondents who anonymously volunteered examples Secondly, I am at an age – typically perceived to be matched to them by luck or unplanned opportunity: when I understand I can’t know everything, I need ‘I am very fortunate to have diverse viewpoints. For an incredibly supportive and both of these reasons my progressive male boss, who ability to make considered actively pushes me forward decisions rely on diversity. for formal and informal Every year to 18 months I opportunities. In the team I like to take an emerging am in [a corporate function leader under my wing to rather than operations], we help them develop on a have gender balance and career path, this is also access to senior people... I a two-way process as it am conscious that that is not keeps me in touch with a the case for the majority of good variety of views and women within our business...’ opinions. It also provides me with a grounding.’

Many of the women we interviewed were full of praise John Pritchard, GKN Aerospace for their sponsors and mentors, particularly for their desire to understand the challenges and barriers they face as well as for instilling confidence and resilience, However, we also spoke to many women and actively encouraging them in their ambition. who were not ­— and had never been We also spoke to senior leaders who are themselves — part of a formal mentoring scheme. active sponsors and mentors, many of whom had For these women, ambition was not become passionate about promoting inclusion something that had been instilled or through their experience supporting and learning encouraged; they saw it as being entirely from a mentee. of their own making. In some cases, rejection was the catalyst for their ambition, particularly when the rejection ‘I can’t function as a leader was perceived as gender-related. Being without a diverse team. told that, as women, they weren’t going to make it had made them all the more Firstly, I am a strong male determined to succeed.

40 41 To improve gender balance, leaders at all levels in the No woman wants to Don’t create a sense of exclusion organisation should actively encourage individuals be a tick in the box in to think about ­— and act on — their ambitions, and When purpose and inclusion are mismanaged, should be willing to offer support and advice. Not terms of D&I so whether the disappointment and division can cause only does this enhance talent mobility but it also you are a man or woman, significant derailment on the journey to sends a clear message that leadership is committed achieving gender balance. to the cause. And, as we saw above, when top consistent performance is teams send clear signals on improving gender what gets you noticed and While the drive to increase the number of women balance, employees are more likely to see clear at all levels is positive in intent, it also needs opportunities for women to excel and less likely should be what earns you careful positioning. This was a lesson quickly to change industries to advance their careers. your promotion. learned by those raising the profile of the women’s Where leaders say they are committed to Pick something you football game. ‘Be careful not to get sucked into inclusion but little action follows, it is noticed. enjoy as it needs to be the “women’s only bandwagon”,’ cautions the FA’s Marzena Bogdanowicz. ‘We used to have women’s Anna Keeling, Managing Director, a passion - look for the football awards, whilst no other awards existed Boeing Defence UK ‘Whilst the executive opportunity no matter for the women’s game, but realised recently there boards of many aerospace was more value if we integrated them alongside how difficult it might be. other awards… if you over-index, you could potentially companies have signed Make the most of that alienate people.’ up to pledges and given opportunity. There will In our research, we heard an overwhelming number strong messages on always be challenging of comments from men who felt they had been gender diversity, this discriminated against. We also spoke to women days (mostly people at all levels who felt uncomfortable at being seen doesn’t always seem to related in my experience) to be favoured. These women were proud of their I have been informed achievements and it was important to them that translate into tangible but encouraging a group that I have been their progress was recognised as being due to their progress or effective qualifications, performance, and fit for a role. of diverse people to selected for senior schemes to challenge come up with a solution roles through merit Senior leaders agreed unanimously that the priority gender bias.’ invariably results in a had to be getting the right person in the role. and performance, However, many perceived that an exclusive focus on far better solution and but the decision diversity-related targets and commitments created greater buy-in to the idea. unfair advantages and meant that opportunities were reversed to allow a not equal. Comments pointing to division created Find yourself a sponsor less qualified woman by messages were made by a high proportion of respondents of all backgrounds and gender. and mentor to tell you in the same role. where your strengths Which is indicative and weaknesses are. Be of reversed yourself. You don’t need discrimination. to be one of the boys. Just do it.

Air Marshal Sue Gray

42 43 [The company] goes beyond fairness in trying to promote I often remember what a senior leader once said to me when I women. I believe it’s harder for men aged 20-30 to progress in was completing my exams: ‘Don’t worry, you just have to turn up [the company] than women the same age. to pass, as we need to ‘up’ the percentages.’ It made me more determined to work hard and achieve.

As an industry we should be promoting these roles discrimination. This goes against everything that at the root of the issue, in the school ages. If women this initiative stands for. People should be looked are not coming through the system then it is difficult at on their merit. Gender, race, religion, or sexual As a female in engineering for 20 years, I have reputation of experienced and professional women to appropriately ensure a diverse mix in management persuasion should NEVER influence a bias as the always accepted that engineering is a male- who have worked hard to get where they are at, and and board positions without the perception of positive measure for job offers. dominated area, and I have no issue with that. It’s promote sexism… I do feel there is sexism, I have like saying that nursing is a female-dominated trade. to deal with it daily, although I do feel (as long as It is fine. I think the government and industry make we don’t positively discriminate through promotion) more of an issue than it really is. The danger is that [that] evolution will overtake this behaviour, as we women are being prioritised for promotion before still work with a more “historic” generation who think they are ready, hurting the business, industry, and “women should be at home cooking.” As a man I feel that often staff development is seen as a competition between males and females. But we should focus on how to get senior male staff acting as mentors towards women to promote and develop their confidence to apply for As a woman in this industry I don’t want to be treated with more senior positions. positive discrimination and I don’t want to see other women treated with positive discrimination. My company is working to empower women in our industry which is great but a very long journey. I’m happy how the future is being shaped. Over the last few years I think that the focus on promotion of females into senior leadership positions has actually had a negative effect on younger, more junior male staff who are now ignored for being the wrong gender to meet gender targets rather than promoting the right people into the job. To avoid creating a sense of exclusion, organisations and leaders need to achieve a level of transparency around recruitment and development processes. They also need to take care with message management, ensuring intention, and impact are always aligned.

44 45 Football lessons

When Sue Campbell became Director of Women’s individuals from across The FA. These are people ‘It’s not about a women’s strategy; Football at The FA, she was set three clear targets: with roles in different functions and teams who double the fan base, double participation, and win come together at regular intervals to review the 2023 Women’s World Cup. But these targets, progress, share experiences, suggest ideas, and it’s about an inclusive strategy that while clearly shaping Sue’s response, were not a refocus on their purpose and passion. unites everyone. To get gender visible part of her strategy. Instead, she reinterpreted them for a wider ‘Women’s football has become audience, creating a purpose that would inspire more immersed across the equality is as much about men as and ignite the passions of others. Together they would change the lives of girls and women; whole organisation - we still it is about women.’ change the perception of their capabilities and have core teams focused on potential; and enable women to see themselves Sue Campbell, Director of Women’s Football, The FA differently and feel empowered. As Sue explains, the women’s game only, but a ‘We had to help others find their passion [to] lot of people have roles which change perceptions and increase participations in the girls’ game.’ encompass football including women’s as opposed to just Sue also embedded inclusivity into her team structure. Rather than creating an all-women being siloed.’ silo, dedicated to achieving the strategy’s targets and nothing else, she instead recruited diverse David Gerty, PR & Campaigns Lead, The FA

46 47 Recommendations

An inclusive purpose is key. While targeted interventions will be necessary, such as changing perceptions of parents or aligning inspirational outreach programmes, it is purpose that drives effective transformation. This purpose must be driven by passion to unite diverse stakeholders to a common goal.

Below are the steps organisations can take to develop an effective purpose-led approach:

01. 02. Prioritise conversation. Share your story.

• Find answers to the question ‘What drives • When your story is real and authentic, and your passion?’. expresses a time when you felt vulnerability, others feel empathy and are more engaged • Open up and explore personal experiences of and committed. exclusion, without feeling that empathy-building can only be about gender. • Ask questions and listen. What can you learn from the experience of others? Can • A stated commitment to action is not enough — you be more sensitive to others? Are you it has to be backed by purpose and passion with assuming or judging without seeking to a genuine personal connection. understand first?

• The first step in building buy-in and • Start a series of movements through commitment is to know your passion and be conversation beginning with your passion clear on your purpose. and purpose to build a shared connection to the importance of inclusion. • Agree on champions who will take responsibility to inspire at every opportunity.

48 49 03. 04. 05. Ensure you are prioritising inclusion. Encourage disruption and attention to action Partner with a ‘multidisciplinary’ team and plan an organisational ‘inclusive mindset’ transformation journey. amongst your leaders. • Are you making it all about women? Aim to increase gender balance through • Start with your leaders and encourage freedom an ambition to increase inclusion, to challenge tradition, expectations, and norms if accessibility, and opportunity for all. they do not increase inclusion. Building Experiencing Choosing awareness of the reality of what to do • Don’t lead with division or numbers. What • Challenge objections. For example, will their context their purpose about it and impact do you want to change and why? What safety, security, financial performance, or could the true inclusive outcome be? customer experience really be compromised by these changes? • How committed and accountable are your leaders at all levels? Leverage the full • Reinforce understanding of inclusion by taking power of multiple conversations, with the time to recognise positive actions and set these reports of your direct reports and team standards as an expectation. ImmerseImmerse in in context context InspireInspire deeper deeper thoughts thoughts BuildBuild changechange momentummomentum CreateCreate ownershipownership

checks to understand how inclusion is Create space to step Re-imagine how things Create space to step back DeepDeep dive dive into into the the world world in in Re-imagine how things DecideDecide toto taketake ownershipownership ofof prioritised and recognised. • Express thanks for positive actions through back and explore the could be if I took a dierent and explore the broader whichwhich I Iam am operating operating and and could be if I took a different mymy responsibilityresponsibility andand rolerole broader context in approach that would have a powerful, handwritten or personally written context in which I am howhow I Iam am including including them. them. approach that would have a forfor makingmaking thingsthings better.better. whichoperating. I am operating. meaningfulmeaningful impact.impact. • Create a cascading demonstration of your emails: (1) reinforce why inclusion is important, passion, focus, and vision for how the (2) specify what you saw or heard, (3) recognise I have more control than I organisation and teams must focus on what the outcome was or, (4) if challenge is What is my role in this I Ihaven’t haven’t been been appreciating appreciating I’m excited by the thoughtI have more and I’mcontrol going than to and purpose? howhow much much people people feel feel they possibilitiesI’m excited and by havethe I thoughttake ownership and I’m andgoing inclusion as an overwhelming priority, and required, suggest what an alternative course of havethey to haveadapt to to adapt feel included to feel encouragementpossibilities and and have more reprioritiseto take ownership how I fulfil and my how individuals must feel that they can be action could have been and what the alternative What is my role in – orincluded accept they– or acceptcannot they truly freedomencouragement to act than and I ever rolereprioritise in driving how change I fulfil and my this and purpose? cannot truly be themselves imagined! roleensuring in driving that changewe build and a comfortable at all times at work. action would be. be themselves – am I more freedom to act passionate– am I passionate about everyone about than I ever imagined! cultureensuring of inclusion. that we buildI want everyonehaving the having right theto feel right amy culture success of inclusion.to be the I • Demonstrate commitment by recognising the comfortableto feel comfortable and included? and wantsuccess my of success my colleagues to be the included? successand those of mywho colleagues we can sharing of successes and challenges of changing andinfluence those and who impact. we can the status quo and encourage a culture of open influence and impact. feedback and outcomes.

50 51 Case study Investment not tokenism

Anna Keeling, Managing Director at Boeing Defence UK Time and investment must be aligned to high performers as they progress over time, and Anna has worked in a variety of companies healthy workplace relationships. Rather than helping organisation size and resource. Years of effort have finding ways to prioritise long-term goals over throughout her international career. people cope with the prevailing attitudes, mentorship failed to yield noteworthy change. Institutionalised short-term results. Understanding and engaging changes those attitudes to create a richer and more change is urgently needed if aviation and aerospace commitment to support requires a comprehensive Since she was young, Anna has lived in many positive environment. Nevertheless, Anna believes organisations are to survive and thrive in the view. For sustainability, this can be achieved by countries around the world and been exposed to that as a female senior leader, being able to engage future – and gender balance is only one of several working as a consortium across the aviation and different cultures and traditions. As a result, she with other female leaders in an organisation and more issues in the queue alongside safety, culture, aerospace sectors to tackle many of the challenges. intuitively grew up with an inclusive outlook; it was in widely in industry, can also be a powerful way to help customer, cost, and others. None of these are new The introduction of the Women in Aviation and her DNA to look for what connects rather than what change perspectives and challenge preconceptions. recommendations. To achieve gender balance, it is Aerospace Charter is a positive first step and divides. However, throughout her career experience therefore necessary to carry out a broad assessment foundation to build on. she faced challenges, not just regarding her Throughout her career, Anna has learnt the of all competing priorities. This assessment should perspective as a female leader but also her diversity importance of behaviour and feedback and, with account for the ‘matrix’, encompassing different ‘If you want to be in the in of thought (often being the only female in the room experience, how important it is to work as part of a businesses or sector divisions, functions, and and contributing an international perspective). team. Whether you are a man or woman, continuous geographies. It must also include insights from super league you have to self-improvement and consistent performance is what diverse representatives throughout the organisation. In Anna’s view, the best way to overcome gender gets you noticed and authentic work translates into have a full-time professional diversity challenges is by raising awareness. She success based on merit. Football differs from the aviation and aerospace team. You can’t be a super highlights that: sectors and is on its own journey. However, it league club unless you are Anna wants to encourage future generations to be has faced many of the same challenges when curious and courageous. tackling gender balance. These include overcoming willing to invest in it.’ ‘Unless you are aware perceptions and barriers to entry, increasing participation in education and outreach, retaining Sue Campbell, The FA of your own and others’ ‘Don’t compare biases, it is difficult to make yourselves to others but informed decisions and take be the best version of informed action.’ yourself. Have a sense of Start with a game plan

adventure and make the Before a gender balance strategy can be developed, ‘Everybody gets sucked into Having access to meaningful mentorship has been most of every experience, organisations need to fully assess the factors at play, the world of today and there a big contributor to Anna’s success. Whether being conduct scenario planning considering the variables, a mentee or a mentor, she believes having a strong even if you don’t know level of impact and potential outcomes, and build is less time to dedicate to rapport is key, regardless of gender, where open your career destination.’ the business case for support. This requires time the future and how to bring and honest conversations surface easily. She feels and headspace, which can be difficult to achieve in strongly that diverse mentoring relationships foster reactive industries such as aviation. Organisations talent through. This can often have to respond quickly to unforeseen result in a lack of investment challenges, and are therefore typically reactive in nature, with more focus on the immediate and less in addressing the gender capacity for long-term planning. imbalance. If everyone keeps the focus on the issues of

52 53 today it can result in a risk- have worked with them, as risky hires because they are still outside the 2. Encouraging mobility and progression. averse approach.’ it is purely down to the norm. Opportunities for women are also impacted by fixed-entry requirements, particularly sector- written annual appraisals.’ specific qualifications, that are characteristically ‘So if we are truly committed And then, of course, there is Covid-19. Several of male. This is especially true for pilots, operations to solving the diversity issue in those we interviewed in both the aviation and Air Marshal Sue Gray leads, engineers, manufacturing leads, and aerospace sectors (especially pilots) were anxious programme managers. the aviation industry, we need that the challenges presented by the pandemic to change the way we fund would mean that progress on gender balance would, To help organisations focus their efforts, we have at best, come to a standstill and, more likely, go into identified a number of key areas regarding long-term ‘There has been a relatively pilot debt and allow people reverse. This will happen not only because investment strategy to achieve gender balance: narrow way of looking with talent, passion, and ability in inclusion is paused or removed, but also because of the actions that organisations take to mitigate at skillsets required - if the opportunity to succeed. the pandemic’s effects. For example, if organisations you’ve always thought This pandemic is only going downsize without reliable performance measures in 1. Reframing the criteria for access – appointments, place, then the risk is that they will target their newest programmes and support. you need particular sets to make this situation worse recruits – and because most of these organisations of qualifications, they are as companies struggle to have only recently made a concerted effort to expand under-represented groups, this action will ‘Promotions are still based characteristically male. But survive. Consequently, more disproportionately affect females. a lot on who people know, if you start from the skills should be done to secure

To make real progress on gender balance, however, it which can still lead to ‘jobs instead, you can bring in a the positions that women is essential that organisations don’t just make long- for the boys’. The uniformity range of people. We looked already have in the industry term strategies but — more importantly — stick to them, regardless of conditions. There are two ways to in ways of thinking seem at requirements for the head and active encouragement of ensure the resilience of a planned approach. One is to to be a hindrance not only of one of our aviation units women joining the industry build the plan and invest into business performance operations for delivery and outcomes. The other is for women but for anybody where typically they would needs to be considered in to share resource and support across organisations, who does not think like the come with an aeronautical that context. A recent survey so that those with more capacity can supplement their more challenged counterparts in order to create top management.’ qualification, but we also of 200 new entrant pilots benefits for the sector as a whole. looked for someone with estimated personal training

In our research, we uncovered many programmes equivalent skills from another debt of approximately 10 ‘We should recruit the right within the aviation and aerospace sectors designed to sector - we now have a very million pounds. During the person for the job. Military increase numbers of female hires, including mentoring schemes, outreach events, returnships, and women’s capable woman who comes pandemic, pilots have taken promotions are done on merit networks. However, none of the senior women we from Microsoft.’ pay cuts across the industry – each year a different panel spoke to credited an initiative for enabling their success. Instead, they cited individuals, whether it to help its survival, ranging Dame Deirdre Hutton, Chair of the CAA of experts selects those to was a senior figure encouraging them to step into a (2009 - July 2020) from between 10% to 50%. be promoted. Many of them role they felt unqualified for or a hiring manager who was willing to take a risk on them. The fact that they To maintain confidence in the don’t know the people they attribute their success to the chance actions of others career we need to consider are promoting and will not is revealing. These are sectors where appetite for risk in hiring is low – and female hires are perceived protecting the investments

54 55 as this will encourage future provided a springboard to subsequent progression. ‘Females require flexibility ‘I am very grateful for the pilots to consider the career It was clear that this is rarely governed with the to progress as they are positive attitude my company same objectivity and open opportunity as external in the longer term.’ recruitment for example. often main carers of children has shown with regards to or have health issues e.g. flexible working and making Airline Captain ‘If in order to advance you uncomfortable menstruation it easier for family life to be symptoms or menopause accommodated. I am not in Only one-third of women in aviation and aerospace need to take part in ‘sprint’ sectors felt that women seek out or apply for projects that require high to deal with. This is not a position to know in detail leadership roles as much as men do. Barely 50% taken into consideration and the experience of other felt they could see clear opportunities for women levels of travel and long to excel in their current company (compared to hours, this creates bias, but requesting flexible working genders in the organisation, nearly 70% of women in other sectors). One of the is on a case by case basis but I am aware of senior major perceived barriers to female progression, the company can’t see this. particularly in the aerospace sector, was the If all positions are advertised and not an automatic right. positions filled by women tendency for long tenure in leadership roles. In other Reasons companies give are (including my manager) words, male dominance is entrenched. as full-time then the line manager sees recruiting a security and health and safety. and the encouragement Increasing diversity and inclusion at the top requires This means women may of progression.’ dedicated focus and resource at both the sector and part-timer as losing resource. organisational level. Within organisations, this means The total lack of training perform less well than men multiple functions – including HR, communications, because their personal lives corporate strategy and finance – working together in work means people are ‘I don’t believe I have to agree strategy, and objectives, and to challenge expected to train themselves have greater impact.’ experienced much active traditional approaches and norms. in their own free time. discrimination due to gender At the same time, it is important to remember ‘Flexible work and possibility Working mothers have little although men tend to be that the issue of poor talent mobility does not of slow/fast career options merely affect women. Disappointingly, only half free time.’ better at self-promoting of respondents (male and female) agreed that (dependent on life situation) their capabilities and in some they have been actively encouraged to apply, or could help. In my geography have been considered, for other positions in their In a small sample of senior executives, several of the positions in the past there has company. The trend was similar across sectors. women we interviewed, but none of the men, had work/life imbalance is been a more natural affinity flexible working patterns. We briefly reviewed external one stopper, the other is and independent recognition of flexible working towards promoting men (i.e., and could not find award winning representation of dual careers when there promoting the same as has 3. Being present, being noticed and stepping up. individuals from the aviation and aerospace sectors is a need to move abroad over the last three years. We did hear from female gone before or replacing We heard about the importance of building on pilots who felt that their role allowed for part-time for next step — financial yourself with a similar person). networking to step forward at every opportunity. working but not fully flexible working, adjusting hours hit for family budget and Multiple benefits included increasing breadth of and days around non-work commitment. Anonymous The bigger discrimination is experience and perspective as well as the raised comments were mixed: for spouse this is not lack of flexibility post children exposure which on occasions led to invitations to satisfactory to give up work.’ pick up additional responsibilities. It also created an or part-time. Only people opportunity to step into new functions which also

56 57 seen and heard full time get levels or responsibility. How ahead, although attitudes can a woman (or anyone) to this are being challenged physically take on more regarding more flexible responsibility of a family working and remote working and high-profile work, where appropriate. We need without help? Men can to get better at accepting succeed and have help that women can approach - typically in the form of tasks with a different point a women taking a step of view which is just as valid back from her job. Two as what has gone before, and incomes are required our leadership style is often these days too. Businesses different. ‘Group think should need to recognise that. be avoided.’ Flexible working.’

At the time of surveying, despite numerous ‘I work part-time. I can’t move comments and references to flexible working, the jobs as no manager wants majority of respondents to our survey thought their job enabled them to meet the needs of both work a part-timer. Completely and personal life. The trend was similar between focused on full time and sectors and between genders. However, as the survey closed and many of the interviews were the processes and structure complete, the UK and many other countries and support this. All they have regions went into ‘lockdown’. Unless you were a key worker you had to remain at home. If it done is added a line about was possible and financially viable to, you were flexible working in job ads.’ encouraged to continue working. Many of those we interviewed expressed concern about the negative impact of the lockdown on diversity and inclusion progress and investment. ‘If companies can get the work/life balance right for We did not get an opportunity to review any changes to perception on visibility, opportunity, women with families and flexible working and work/life balance as a result can support them on those of global changes to working practices due to the Coronavirus pandemic. We do recommend topics, women will continue organisations continue this enquiry as a with the industry to higher collaboration across the Charter signatories.

58 59 Infrastructure is essential focus on is the extent to which individuals are ‘…I was also denied a bonus able to fulfil their potential, whether this means during this as HR advised I It is critical to have a clear, dedicated organisation mindsets and relationships. The advantage of achieving maximum performance in a current design for gender balance with direct and dotted having a distributed team is that it puts members role or progressing in a career. It was noted that was on Statutory Maternity line accountability and support to deliver. This will ‘on the ground’ in the organisation, where they can generally there was low agreement that individuals Pay [SMP] therefore not provide a comprehensive and robust approach to identify and feedback on the specific structural and are encouraged to apply for new roles within managing structures and mindsets. The organisation inclusion issues that exist in functions ranging from their organisation. Only 47% of females and 51% “being paid by the business” should be engaged and supported to share the communications department to the product of males reported that they have actively been even though I was still experiences and retain focus on the moral purpose assembly line. encouraged to apply for, or have been considered and expected outcomes. for, other jobs in my company. classed as having continuous ‘Personal networks (aka employment terms and my ‘My strengths are putting nepotism) continue to ‘I am unsure of a lot of these contract with the company people around me that are play extremely strong answers simply because I do still applied. I had to challenge better than me.’ parts in mobility, access not know. As an apprentice I this ruling with HR and the know a lot less about career unions on the basis my Sue Campbell, The FA to opportunity, and the best promotions/roles. progression in my field, nor contract remained valid how to advance my career.’ therefore irrelevant whether Within the aviation and aerospace sectors, however, Systematically dismantling the focus on achieving gender balance currently sits these networks where unfair I was on SMP or otherwise squarely at the top of the organisation and within Pay is another key area of concern. Here, we found as the policy was very clear, HR – and with the Diversity and Inclusion function advantage is obtained is a notable disconnect between male and female if there is one. The nature of aviation and aerospace important, but the medium- respondents, especially within aerospace where a but HR chose to interpret it organisations is typically highly matrixed from significantly lower proportion of males (63%) than against me. No agreement business, functiona,l and geographical perspectives. term step of securing females (87%) thought the perception that pay Restricting accountability and delivery to a small strong networks and similar may not be equitable between males and females, was reached, but I was made team limits the potential scale of progress that can inhibits gender balance in their sector. Whether it is a “goodwill payment” without be achieved, as we saw that individuals outside these advantage/sponsorship for policy, perception, or actual pay gap, pay and reward groups were much less likely to feel that they would women is where I’d focus requires ongoing investigation and investment. acceptance of liability and the personally benefit from making gender balance a business amended a policy reality. Fewer than half of male individual contributors my personal efforts in the agreed there was something in it for them to make short term.’ document thereafter to make gender balance a reality, as opposed to three-quarters the position clearer for future of senior leaders. Of course, such an approach requires dedicated time female employees.’ A far more effective approach is the one adopted by and commitment from those involved. This is where Sue Campbell at The FA, where team members are investment is key. If the members of the team, drawn based in roles across the organisation, where they from diverse areas of the business, will each need work independently on a shared mission of inclusion. one or two days a week to focus on their additional They convene at regular intervals to connect, refocus, responsibilities, then extra resource will be required to and re-energise. Inclusion can be broken down into support them in their day-to-day roles. two basic categories: structural inclusion, which concerns equitable processes and practices, and When addressing issues of structural and behavioural behavioural inclusion, which concerns individual inclusion, one key area team members should

60 61 Case study Monitor closely and move Investment and ambition must be supported by a published collating progress, insights, and detailed level of measurement. Metrics will evolve. recommendations. In addition, regular breakfast Julie Smyth, General Counsel – Legal, Risk and Compliance at GKN Aerospace Incremental change as well as big shifts in attitudes events and working sessions allow signatories to and outcomes will be equally important. Most come together on a regular basis to discuss best Prior to attending an all-women course called Women Julie attributes her career progression with hard important is a common language of measurement practices, hear from thought leaders, and share in Whitehall, which seeks to bring together industry work and preparation. However, Julie recognises that and evaluation framework for gender representation. ideas and experiences. and civil servants, Julie had never wanted to draw she has also benefitted from fantastic courses: one attention to the fact that she was a female. With over targeted to women, the other to senior leaders to A vast amount of data has already been accumulated • Engineering UK recently launched The 20 years’ experience in the Aerospace and Defence help them unlock their potential. They have helped by organisations across the aviation and aerospace Tomorrow’s Engineer’s Code to enable those industries, Julie was used to working in a very male her understand her strengths and herself much more. sectors who have been tracking progress on gender in education, government, and industry to dominated environment and wanted to prove herself She has also benefitted from coaching, allowing her balance. The data, however, is varied (to say the work together to foster critical engineering on her own skills and capabilities. However, during the to gain confidence to continue forward. least). Approaches differ. Companies have merged. and technology skills. A key element of the course, she had the opportunity to attend a session Systems have been changed and updated. As a result, framework is improving the monitoring and in an all-girls school in north London to talk to 14-15 One of the challenges Julie sees in the aerospace we see a tremendous lack of consistency, both within evaluation of programmes and activities to year old girls about what was like to be a female in industry is that it is made of predominantly organisations and from one organisation to the next. develop a shared understanding of what works. industry and/or government; and how they could help engineers who tend to be men. The talent pool themselves improve and move up the ladder. That of women is limited. Therefore, women are held Programmes do exist that are designed to capture Sponsorship and signatory investment enables was a turning point in Julie’s life. back in moving up the ladder because there are data across entire industries and in a consistent both Hampton-Alexander and Women in Finance to not many of them. format that can be tracked over time: analyse the data gathered from organisations and Soon after, Julie was invited to attend a panel session produce industry-wide reports. with other internal and external speakers run by BAE The lack of traction of graduates throughout • The Hampton-Alexander Review requires Systems to talk to a female audience. apprentice schemes means there is this middle FTSE 350 companies to report annually on the Reporting without benefit creates frustration population of women that do not make it up the numbers of males and females at board level, given the limited time and resources many chain. Competent women whose voices do not and in the executive committee and among organisations face. Investment is required to ‘We needed to organise our get heard. their direct reports. Numbers are submitted, provide the necessary analysis and actions to resources, create a proper reporting representation at Board, Executive support organisations to consider the data, trends, Furthermore, Julie believes that people tend Levels and their reports as well as the number of and insights to agree how to respond and act network, put structure in place to join an aerospace business and stay there for joiners and leavers. An annual report is compiled accordingly. However, there is currently no such to decide what we were trying most of their careers, which makes it harder to detailing progress, challenges, best practices sector-level investment and alignment within implement change. and action required. aviation and aerospace, apart from some reporting to achieve, rather than having requirements and initiatives for FTSE-listed firms a general discussion.’ To see real progress, Julie believes the industry • The Women in Finance Charter is a commitment (including the Hampton-Alexander Review). should focus on two compelling arguments. Firstly, by HM Treasury and financial services firms, evidence shows that inclusive environments perform which requires charter signatories to publish an As a result, Julie decided to approach the topic in better. Secondly, she reflects on the shared statistics annual report monitoring progress against targets ‘What isn’t measured, a more practical manner. about the makeup of the current and future talent relating to gender diversity on their websites. doesn’t get done.’ pool available. ‘If c.50% of the workforce moving In addition to reporting annual representation Consequently, Julie was part of creating what forward are female and we want to access that pool numbers, signatories are invited to share insights Anna Keeling, Managing Director, they called Inspiring Women’s network, where of talent, we need to ensure that they feel we are a regarding progress, initiatives, challenges, and Boeing Defence UK she acted as Air Board sponsor. From there, they workplace where they want to work for’. However, what has been learned. An annual report is developed a series of surveys and practical and the industry needs to approach the topic in business targeted initiatives involving additional training, terms and benefits, especially given current economic coaching, and networking sessions. circumstances to create a compelling case.

62 63 Case study

Linda Spilker, Cassini Project Scientist at NASA

Growing up Getting on

Linda was inspired by science, physics, and space Linda expressed her passion for pursuing Back in the 70s, the programme and industry of a mentoring programme, Linda was actively from a very early age. She grew up during the ‘Race mathematics and science subjects, she found struggled with gender balance from a recognition as encouraged to pursue a PhD and continued to to Space’ and still remembers where she was during that her teachers tended to guide her towards well as pay reward perspective. Linda was very often take part in highly visible missions. the moon landing of Neil Armstrong. Linda was the a more ‘female based career path’. However, the only woman in the room and sometimes felt her eldest of four sisters. Perhaps consequently, Linda’s from a very young age at home she had been voice was not heard. Currently, JPL delivers unconscious bias training parents always ensured Linda was supported in what actively encouraged to enjoy math and was and leads an initiative focused on equity diversion, she chose to do, and she fondly remembers still today supported in her pursuit of a career in science. However, as the programme evolved and Linda diversity, and inclusion. how she used to play with a telescope and chemistry Her mother’s own passion for math meant she progressed in her career, things got easier. As part set given to her by her parents. had been one of the only females who studied it, however, she was pressured to drop out from Linda’s own journey to space has not been an her classes so she gave Linda strong support easy mission. During her time in high school, as to not repeat this.

Staying on

As a well-established scientist, Linda reflects on The talent pipeline of females advice for young females. She focusses on school in STEM continues at home. Starting out age: follow your dreams; don’t close any doors; reach out to other people; have mentors (men and Linda also influenced her As a college student, Linda met a professor, Dottie she was saving to buy a house and started her women) someone to talk to, support you; don’t be daughters’ appetites for Woolum who took her and two other female career that would take her on a journey to being afraid to sit at the table and consider yourself an students under her wing. This professor played a world class expert who would be the subject of equal - sitting at the table and speaking up makes science - one of them is now a key role in supporting Linda throughout her musicals and Netflix documentaries. you a role model. Linda makes a conscious effort a chemical engineer. Even degree, her first job, and even her first paper, which to nominate young women for awards to increase they co-authored. In 1977 Linda joined the NASA’s Voyager mission their visibility, she actively mentors young women today, her three-year-old as a scientist on an unprecedented effort to send and sits on panels across schools and other public granddaughter is already able In the late 1970s, Linda got a job at Jet Propulsion two spacecraft on a tour around the solar system. events to promote STEM careers across younger Laboratory also known as JPL as a scientist at the As a planner, not only did she have to plan the female generations. to name the planets in her age of 21. During the interview process, she was mission but also when was the best time to start picture books. told she fit the profile well but as was common a family. Linda, as well as other members of the at that time, it was openly suggested that newly Voyager team, decided to become a parent using married Linda would not have children for three the five year window between the travel of the years so that they could get a return on their second spacecraft from Saturn to Uranus. investment to train her. Linda confidently replied

64 65 Football lessons In 2016, The FA’s Chief Executive, Martin Glenn, singled out the women’s game for investment as part of an Before even beginning to think about long-term of the women’s game, strategy, Sue spent six months listening, watching, particularly among girls ambitious growth plan for the sport. and building an understanding of the current state of the game. How much priority were people giving and parents. To help achieve his aim of doubling the number of women playing to women’s football? What was happening with and watching the game by the end of the decade, he recruited budgets? Where were the levers of power? Collaborating with a shared focus was important in Sue Campbell, the former UK Sport chair who had helped take other departments across The FA. Sue recognised that, in order Team GB from 10th to 2nd on the Olympic medal table. to achieve its objectives, The ‘When I got my role, I inherited FA’s marketing, commercial, three departments, it was and communications a bit of a test of what I can departments would have to do. Some staff who have work collaboratively to raise been here 20 years, with the profile of England players some just three weeks, and and women’s competitions, also those from different and to change perceptions sporting backgrounds. We

66 67 went on a journey with them final in 2019 – a record for England. Attendance at Barclays FA WSL games during the 2019-20 for six months focussing season was up 174% on the 2016 benchmark and on our togetherness. We the number of domestic games being broadcast had increased by 257%. were fortunate to have the opportunity to bring in Owen ‘Our plan has needed us to not Eastwood to help us think only build an infrastructure about our purpose and most but to increase the profile, importantly our own history changing the perceptions and and identity. I was given breaking down the historical approximately 40 individuals, barriers that have been all on different red buses with detrimental to the women different destinations. Now we and girls’ game. Using football are all on the same bus, with as a tool for community one destination. It was such a integration, we have formed powerful tool.’ new partnerships with Cerebral

Kay Cossington, The FA Palsy Sport, The Wheelchair Football Association and Crucially, women’s football needed to be embedded Amnesty International in schools so that all girls were encouraged to play the sport. Lacking the resources needed to make UK. Alongside a unique this happen, Sue and her team instead developed partnership with Football and launched the Wildcats programme to provide girls with regular opportunities to make friends, build Beyond Borders, which has social skills, and get fitter through playing football. In seen BAME young role models just three years, the programme has grown from 200 to 1,600 clubs across the UK. encouraging new girls to the game.’ The success of the strategy can be seen in the results. 11.7 million viewers tuned in to watch the England Louise Gear, Head of Women’s Football Senior Women’s FIFA Women’s World Cup semi- Participation, The FA

68 69 Recommendations

01. 02. 05. 06.

Invest in a central monitoring resource and system. Build a common evaluation framework for all Introduce consistent and regular inclusion team Review talent management processes, practices, Analyse evaluation reporting currently being organisations to adopt, covering representation, check-ins providing support and refocus on transparency, and execution. Share insight and undertaken by organisations in the sector and make activities, outcomes, and impact. purpose and recognition. agree actions. recommendations for an evaluation framework. • Prioritise outreach to individuals in education, with the aim of changing perceptions and 03. 04. overcoming social barriers to participation. • Develop participation opportunities and Agree on a report structure and format Introduce accountability for inclusion for colleagues infrastructure – provide a toolkit for teachers for regular updates. This should include at all levels by identifying an organisation-wide and parents to set up voluntary clubs. agreement on how information will be used. network of accountable leads. 07. Connect your inclusion ambition and practice. • Inspire people by showcasing diverse roles within • Openly explain the purpose and why roles Are policies accessible? Are they easy to your organisations and explaining their value. are changing and invite volunteers to take on understand and refer to in times of uncertainty? revised responsibilities. Do individuals throughout the organisation feel • Signpost opportunities to participate, watch, empowered to comment when concerned? or follow individuals and organisations. • Conduct an organizational design review to ensure inclusion accountability is effectively distributed. This will help you decide where to add new roles and where to add new responsibilities to existing roles. Revisit role Identify HR Conduct desk Identify list of HR Determine documents/ review of HR design for inclusion leads to create capacity for process owners scope websites for documentation/ to interview their new responsibilities. desk review websites

• Set clear accountabilities, reporting of outcomes, Develop interview Conduct diagnosis guide and share Conduct HR Share insights and formal recognition for progress and and create in advance of interviews and agree actions recommendations achievements. interviews

70 71 Case study Don’t be a ‘one hit wonder’

Allie Dunnington, Commercial Ballooning The aviation and aerospace sectors have been dominated by men Allie has been a professional tour guide for over 20 For this effort Allie was awarded an achievement for decades. Gender balance is not going to be achieved overnight. years across Europe and Asia and by chance had her diploma by the International Olympic Committee first balloon flight during a trip to Burma/Myanmar in recognition of her outstanding contribution to Nor will it be achieved through silver bullet initiatives or one-off in 2002. This experience sparked her long-lasting promoting the development and participation of events. Instead it requires a long-term, sector-wide transformation passion in ballooning. women and girls in sport. within a culture of open feedback and continuous improvement. But Allie is also very interested in the wider GA She now holds the female (General Aviation) community and has been world record in having flown an active member of the British Women Pilots’ Change is a long-term programme Association (BWPA). She frequently writes articles a balloon in 102 countries for their newsletter, participates in flying events ‘To encourage and listen to when they saw me coming. and is one of very few female and committee meetings and has given lectures during their annual training day and presentations diverse views takes time, if It was quite intimidating pilots in Europe to have both on her flying expeditions - including in their own you are not patient you don’t but I’m quite tough. Now a gas balloon and a hot air vintage twin-engine Beech 18 - around the world. In 2016 she was awarded the Jackie Moggridge reap the benefits of a diverse it’s completely different, airship rating. Allie is also Cup for her achievements in her aviation career. team. A number of leadership groups are mixed, people an instructor and balloon Allie recognises that without some self-determination teams in aerospace are always stop and say hello – Part 66 inspector and enjoys and the stimulating support of her husband, Phil, who impatient, but the best ones it’s taken 10 years. It’s a long teaching new students. is also a commercial balloon pilot and great supporter of all matters in GA, she might not be where she have the patience to listen game to change culture – it’s is now. But even with all the qualifications she has, and benefit.’ persistence, consistency and In 2015 she was appointed as the first female Type making a living out of commercial ballooning or Rating Examiner in the UK and in 2018 gained her teaching and training is tough – especially in these action, and hard graft.’ John Pritchard, GKN Aerospace Flight Examiner rating. difficult times of Covid-19. Dame Deirdre Hutton, Chair of the CAA Throughout her early career, Allie has been aware Ballooning is a heavily male-dominated industry Given that progress will take time, it is essential to (2009 - 2020) of the lack of women and female representation in largely due to the lack of awareness and media have a sustainable programme of focus, investment, British ballooning (and probably world-wide!). In coverage - coupled with limited financial cohesion, and collaboration. 2010 she therefore initiated the ‘Women’s Balloon support and structure. As a result, less than However, our research revealed large numbers of Meet’ with the aim of encouraging more women and 8% of women are working commercially. Allie people who are passionate about inclusion and girls into this sport and career. This meet has now recognises the importance of role models in the ‘I remember walking into the gender balance in the aviation and aerospace sectors, become a regular feature in the ballooning calendar industry and is passionate about those joining canteen where there were but we were unable to find evidence of any managed, and has inspired many new women gain some at a variety of age levels. long-term programmes of transformation. Safety flying experience and to get excited by choices and table groups of six men who culture transformation, yes. Digital transformation, opportunities available. would actively turn away absolutely. But nothing, as yet, aimed at improving gender balance. This is despite the fact that many and not make eye contact anonymous respondents, both male and female,

72 73 acknowledged that changes will have to be leader who’s spent the last fill the vast majority of made over a long period if the shift in numbers is to be achieved without positive discrimination five years recruiting heavily the positions in the upper and in a manner that is widely perceived as across multiple companies, [I levels. The actions currently merit-based and fair. see] this is matched by low underway will make a small numbers of women applying short-term difference, but ‘Until gender parity is reached for roles. I’ve even considered really is putting in place at ground level, any parity positive bias before, but medium to long term at senior levels is likely to there’s just no-one there to changes. Put simply, be ‘false-parity’ (unless display bias towards! Stop people need to build up you’re saying that women crying about senior roles experience and advance have an innately greater and start worrying about the up the ladder over a ability at senior levels than ground level. Play the long career, to fill the vast men). Solve the ground- game, sort the incubator level majority of roles. If this level STEM disparity and and the rest will sort itself.’ wasn’t started many the leadership levels will years ago, with the follow. What I see is that I We also heard how important it is to change best will in the world, look around the engineering perceptions of teachers, parents, and children of all ages, convincing them that a career in the aviation the challenge isn’t rooms full of hundreds of and aerospace sectors can be exciting and rewarding. immediately solvable people and the only females Of course, the promise needs to be backed up by reality – which makes it even more important that but will make a long- in the room are in admin organisations address current challenges of gender term difference.’ positions. The same is true balance and create workplaces that are truly inclusive and diverse. of software development departments I’ve worked in ‘The most significant aspect for the last 20 years. Despite to filling the roles with a more girls outstripping boys in diverse workforce is largely education for nearly 20 years, down to the industry being STEM-based roles are still very male dominant 10-20 under-represented at ground years ago. While there are level where [women] should the odd exceptions, there really be both excelling and simply isn’t the bulk of skills over-represented. As an IT and experience needed to

74 75 Case study

Sumati Sharma, CA, Former Vice President Special Projects at Virgin Atlantic

Sumati was most recently VP Special Projects at As one of her earliest memories growing up, Sumati Sumati believes data and insights-led change Virgin Atlantic, having spent 16 years at the airline, remembers one of her first flights from London is required to develop women’s equality as and is Co-Chair of the WiAA Charter Board since its Heathrow to Delhi alongside her mum. The Indian it allows a non-emotional conversation, and launch in 2018. cabin crew and the memorable service offered made welcomed the introduction in the UK of gender her want to be a part of it. pay gap reporting in 2017. Sumati was born in London, and by the age of 13, had lived in Holland, France & Scotland. Her parents At 18 years of age, Ernst & Young invited Sumati Throughout her career, Sumati has benefitted (Indian and Kenyan by background), placed a strong and fellow students to an event off site for young from excellent sponsorship and mentoring emphasis on the importance of her education talent where they had an immersive experience which has helped her when making choices which instilled in her an intellectual confidence. understanding their options to join the Chartered about her career progression. Academically minded, Sumati started university at the Accountant route which included three more years of age 16 and graduated with first class joint honours in study whilst being in paid employment and gaining manufacturing engineering with accountancy. Sharma invaluable work experience. This was a compelling describes her experience: option and Sumati’s early success proved to her that she had the aptitude for more. Her career progression was very structured at EY and then a sector ‘Through the richness and change to Virgin saw her career progress in a more diversity of my childhood informal way with Sumati being offered additional responsibilities at times adding breadth to her role experiences, I was exposed and in doing so, preparing for the next progression. at a very young age to a In reflection, Sumati believes that ‘we need to do variety of cultures, thinking, more with the pipeline’ and that more efforts need backgrounds, and ways to be made in the aviation industry on how to further build the pipeline for engineering, commercial, and of living, speaking, and flight deck disciplines. working. I also developed Furthermore, Sumati talks about the need for a deep passion for travel change from VP level upwards. There needs to and discovering new places. be more female role models beyond HR and marketing functions. I learned very early on to work hard, adapt quickly, be To ensure female leaders progress up the ladder, women need to be encouraged and sponsored to inclusive, and collaborative take more operational roles involving P&L and line – these became important management so they can be in the room, have a seat at the table, and have their voices heard, ‘It to acclimatise rapidly to is going from a seat at the table, to a voice at the new environments.’ table, to a voice that is listened to at the table.’

76 77 Know your audience

Change needs to reach an audience of many different An understanding of the contrasting needs and Women generally between ‘Women don’t help backgrounds, experiences, capabilities, and interests. experiences of different groups should also shape 11-16 years old whereas men themselves with their It is important that organisations understand the how organisations provide enablement and support. diverse needs of this audience and demonstrate Pilots, for example, often miss out on a sense of between 5-11 years old.’ confidence - a big inhibitor. awareness of their varied motivators and the different team identity, as they rarely get to work with the This is why the Charter headwinds that might be impacting them. same colleagues from flight to flight. Knowledge Airline Captain of your audience can help you shape effective is so important. A real interventions that may be necessary to prepare or support network.’ ‘When you talk to younger support people for such an independent role. We So how can organisations in the aviation and also heard concerns about value to the organisation aerospace sectors get to know their audiences people, why do they want Katherine Bennett, CBE, SVP, Airbus being defined by tenure and seniority. This was better? One way is through networking. Several to go into a sector that’s due to a lack of confidence in the sophistication of the people we spoke to in our research saw destroying the world? of performance analysis based on what individuals networking as an opportunity to have informal Caution must be exercised, however, because deliver and how they add value to their role and conversations with others in which it was possible networking is a potential enemy of inclusion When you start talking their organisation. Unlike the example of football not only to shape and influence their perceptions but as well, creating ‘club’ mindsets that help to about electric planes, the where not only team performance, but individual also to gain insight into their expectations and needs. perpetuate existing inequities. Organisations must performance, fitness, team effectiveness, and When used in this way, networking can be a great ensure that networking remains primarily a medium conversation changes… many other factors are monitored, developed, inclusion enabler, increasing understanding between for shifting mindsets, where people are able to share there is still a perception and reviewed, the perception was that day-to-day individuals and organisations. personal career stories and empathise with each performance was more subjective in the aerospace other. It should never be allowed to become a back- of engineering as oily rag and aviation sectors. channel for talent management and succession business rather than clean ‘Everything I have done has processes, which must always be transparent, Knowing your audience can also help you frame been a combination of hard structured, and calibrated. and exciting as electric is.’ career opportunities in ways that resonate with individuals and groups in the right way, at the work and trying to seek Dame Deirdre Hutton, Chair of the CAA right time. Many of the people we spoke to in our opportunities where possible. ‘I am often the only woman in (2009 - 2020) research had wanted to pursue a career in aviation the room at senior customer and aerospace from an early age. But there were I do talks giving guidance in also people who could have entered one of the the industry. I say you have meetings and it is a constant For example, while approximately one-third of sectors at a much later stage in their careers, only battle to speak up; to have female respondents in both the aviation and to find that other professions actively offered them to be an entrepreneur - you aerospace sectors agreed they would have to opportunities they had always been looking for, invest in your skills, you your views seen as valid and change industries to advance their careers, such as continued professional development or the a fresh perspective rather the proportion of male respondents in those option to combine paid employment and study. become the product and sectors who agreed was only one-fifth and one- Ambitious and qualified individuals could have been timing is everything. You than ‘quirky’; and to create quarter (respectively). Likewise, only 60% of brought into the sector much earlier if the career the social and networking male respondents at the ‘Individual Contributor’ opportunities had been presented to them in an shouldn’t invest unless you or ‘Leader of Individual Contributors’ level felt audience-appropriate way. get a good return.’ engagement opportunities that achieving gender balance was a business so important to business imperative, compared to 80% of female Airline Captain respondents. Clearly, these two groups have ‘Pilots are very unique. and careers. Many of these different experiences and expectations of their They decide very young engagement events with sector; how organisations attract and engage them will need to vary accordingly. what they want to do. customers revolve around

78 79 evening dinners or drinks, or Knowing your audience requires a multidisciplinary ‘Men, particularly when they It is impossible to start a successful movement approach, as you gather perspectives from are in positions of power, without first having an authentic commitment to at sporting events like the communications, PR, education outreach, and improving gender balance and securing alignment on rugby, golf, or even boxing! new hires, among others. It is also critical that you need to be advocates for purpose and mission. It is also essential to have formal continually measure the perceptions of diverse women in the workplace, and informal systems of recognition that reinforce If I feel intimidated or out stakeholders against the reality. This will provide you actions and behaviours that are desirable and that of place as a senior leader, with critical insights that can feed into your broader taking action on a daily basis. challenge or reframe those that are not. what must young women inclusion programme. That means where we witness ‘There appears to be no joining the industry feel?’ bad behaviours, we must call ‘I do not think that my auditing of managers that them out, where there are ‘gender’ as such has inhibited behave badly and can get ‘We need to act in other unconscious biases, we must my career progression but away with it indefinitely. If areas (society, politics, recognise them, and when ‘traditionally female traits’ are you are a whistle blower, education...) so that more we find ourselves in a room not valued as management which women often find females are interested and full of men making decisions, material or leadership skills as themselves becoming, studying these areas where we must ask why that is, and much as more aggressive or there will be no support - there are not enough of them then rectify it. dominant types of behaviours. particularly from HR, who (engineering, manufacturing, Going on a course is not Many men and some women prefer it if you don’t use senior management...). enough, having a diversity with these latter traits have email for any discussion of It feels ‘not for them’ or and inclusion policy isn’t been promoted ahead of me your issue. It is very difficult ‘impossible’ etc. for a lot of enough. It is only through even though I would have to stay if you raise issues females and it is a shame.’ being prepared to have been at least as good at doing - people will close rank, uncomfortable conversations the job.’ particularly in a project.’ day in day out, challenging the status quo, that will lead The success of the movement also depends on to real cultural change.’ the ability of organisations within the sectors Start a series of movements to authentically offer a fulfilling and rewarding Chris Saunders, Vice President External Relations, career. Furthermore, this offer needs to be clearly Experience teaches us that change in the aviation and three-quarters of respondents (75% female and 87% GKN Aerospace communicated and cascaded because it is not just aerospace sectors will be accelerated by engaging an male) felt their senior leaders were committed to the reality but also the perception of opportunity that ecosystem of disruptors, inspirational champions and increasing the number of women in leadership roles. matters. Our research found that respondents who felt partners who can mutually support and celebrate the However, this figure dropped to less than half of Similarly, only around one-third of female respondents there were clear opportunities for women to excel in benefits of gender balance. males (46%) and 33% of females in organisations that in the aerospace sector and 42% in the aviation their current company were less likely to believe they do not send out consistent messages. Unfortunately, sector agreed that their executive committee are role would change industries to advance their career. They We already see evidence of this in our research. three-quarters of female respondents in the aviation models for the messages, behaviours, and actions were also twice as likely to believe that they have a In organisations where the top team sends out and aerospace sectors believe that their organisation required to achieve gender balance. And, again, the ‘seat at the table’ and their opinions are heard at work, consistent messages about the practical things that belongs in the latter category. impact this had on opinions about other enablers of and – significantly – that the industry has become more need to be done to drive gender balance, at least gender balance was hugely significant: attractive to women in the past two years.

80 81 ‘I believe increased industry at a young age. diversity is only a good Within my company I have thing if done well. Yet I visited secondary schools have heard from women and universities to promote that it is demoralising women in engineering but getting opportunities and I have started to wonder promotions because of whether more should be their gender. When I was in done at a primary school university and when I visit level. I also do wonder schools and universities sometimes if a 50/50 split there still seems to be a in industry (or something disproportionate amount in the region) is ever going of men wanting to be to be achieved without engineers to women. This positive discrimination seems to be reflected in which can be just as other industries too. I have damaging as negative a sister who works as a discrimination. Because of primary school teacher this, even though I would who says that they are love for an increase number desperate to get men of women to pursue an into their industry. So I do engineering career when I believe that the companies visit schools and speak to I have worked for and the girls and boys I mainly currently work for do their want them to realise and upmost to promote women believe that engineering is in engineering and to give an option for women. An them as much opportunities option that is welcoming, as men but it seems there exciting and will provide is still a serious lack of opportunities to everyone women interested in the no matter your gender.’

82 83 Organisations who have Executive Comittees who are role models Organisations with top teams who have sent a clear signal for the messages, behaviours, and actions required to achieve that organisation is going to improve gender balance versus balance versus without those who have not

Female respondents describing their organisations as having exec Female respondents describing their organisations as having top commitees that are role models (n=200) team sending clear signal (n=261)

Female respondents describing their organisations as NOT having exec Female respondents describing their organisations as NOT having top commitees that are role models (n=207) team sending clear signal (n=161)

Male respondents describing their organisations as having exec Male respondents describing their organisations as having top team commitees that are role models (n=156) sending clear signal (n=214)

Male respondents describing their organisations as NOT having exec Male respondents describing their organisations as NOT having top commitees that are role models (n=73) team sending clear signal (n=37)

Women are building the Women are building the management skills necessary to management skills necessary to be successful in leadership roles be successful in leadership roles

Talent review and/or succession Talent review and/or succession practices are effective in practices are effective in identifying and promoting women identifying and promoting women into leadership roles into leadership roles

Senior/corporate leaders are Our industry has become committed to increasing the number more attractive to women in of women in leadership roles the last two years

I see clear opportunities Our industry has become for women to excel in my more attractive to women in current company the last two years

I see clear opportunities Professionaly, I have a ‘seat for women to excel in my at the table’; my voice and current company opinions at work are heard

Professionaly, I have a ‘seat Senior/corporate leaders are at the table’; my voice and committed to increasing the number opinions at work are heard of women in leadership roles

I believe that I may have to change companies in order to advance my career % of respondents agreed

% of respondents agreed

Female respondents who felt their executive commitees are role models were 2x as likely to think the senior/corporate leaders are committed to Female respondents describing their organisation increasing the number of women in leadership roles as having a top team that sent a clear signal that the organisation is going to improve gender balance were 3x as likely to agree that senior/ corporate leaders were committed.

84 85 Organisations with Senior/Corporate leadership commitment Why does having clear opportunities for women to excel in versus those without - female vs. male respondents their current company matter?

Female respondents with senior leaders committed (n=313) Respondents describing their organisation as NOT having clear opportunities for women to excel (n=221) Female respondents without senior leaders committed (n=227) Respondents describing their organisation as having Male respondents with senior leaders committed (n=275) clear opportunities for women to excel (n=735)

Male respondents without senior leaders committed (n=54)

I have been treated differently in this industry because of my gender There are enough women in the pipeline to fill open leadership positions My job enables me to meet the needs of both my work and personal life Women are building the management skills necessary to be successful in leadership roles I believe that I will have to change industries in order to advance my career

Women seek out or apply for leadership roles as much as men do I believe that I may have to change companies in order to advance my career Talent review and/or succession practices are effective in identifying and promoting women into I have been actively encouraged to leadership roles apply for, or have been considered for, other positions in my company

Professionaly, I have a ‘seat at % of respondents agreed the table’; my voice and opinions are heard at work

Our industry has become more attractive to women in the past two years Male respondents are notably more optimistic than female respondents, about the % of respondents agreed effectiveness of talent review and or succession practices in identifying and promoting women Respondents who stated that there were • 2x as likely to feel they have ‘a seat at the table’ clear opportunities for women to excel in their and their opinions are heard at work. into leadership roles, independent of senior/ company were: corporate leadership commitment. • 2x as likely to feel the industry has become more • Less likely to believe they may or would have attractive to women in the past two years. to change industries in order to advance their career.

86 87 Creating those moments of outstanding It is also about engaging an ecosystem of diverse achievement and inspiration takes years of partners and stakeholders. For The FA, these range development, a robust support structure, and from professional and amateur clubs to societies targeted interventions managed as part of a and voluntary programmes, and from sponsors to comprehensive plan. schools. The organisation has sought to build an understanding of its varied stakeholders, including Football For a sport like women’s football, the task is made women and girls of different ages and abilities, in harder by the fact that, for reasons of historical order to develop interventions, communications, gender imbalances, the game is having to play and support mechanisms that resonate and are an catch-up. A long-term approach is absolutely effective with each audience group. critical. So, while The FA’s communications and PR teams are required to act reactively, the lessons organisation as a whole focuses on strategic David Gerty again: priority areas for the women’s and girls’ games ‘[We] make sure that we and is always looking six to nine months ahead. Ask anyone involved in sport – from understand what people However, a long-term perspective alone is not want from football at enough. When Sue Campbell was given the task of children to elite athletes – and they doubling women’s participation in the sport, she different stages and target knew that the only way to achieve the required messages to the right people will be able to tell you about someone changes in perception and mindset was to start a series of movements that would challenge the at the right time. There is a mainstream and disrupt the status quo. ‘One or natural pathway and points or something that has inspired two events to catch emotion are important, as these are the green shoots of mindset change,’ she at which people are more them, whether it’s an individual like says. ‘But you need to have the programme, which likely to disengage. Look at is long-term, grassroots capability – think about Steph Houghton, an event like the this as a long-term plan.’ the Wildcats programme - we know from research that Role models are crucial for the success of that Paralympics, or a moment like Eliud movement. As David Gerty, The FA’s PR & a results-based competitive Campaigns Lead explains, ‘A lot of our work was environment can be a turn- based on making the Lionesses [the England Kipchoge running the marathon in women’s team] more accessible. [It was about] off to some, so the focus is normalising the girl’s game… removing the on fun and flexibility.’ under two hours. stigma and ensuring girls and parents were aware… that it was attainable.’

88 89 Recommendations

01. 02. 04. 05.

Ensure you are ready to commit to long Ensure the leadership team is fully aligned and Send practical messages about what can be done to Ensure recognition practices empower individuals term change. committed to owning, role-modelling, monitoring drive inclusion and gender balance. throughout the organisation to reward positive progress, and recognising the outcomes of change. performance and behaviour and address challenges • Do you believe that promoting a culture of • Signpost opportunities to participate in and barriers. inclusion by changing how your people operate, • Don’t leave any room for interpretation. development and career programmes. make decisions, and execute is the only way • Everyone should be clear that they are to achieve your goals for the business, for • Have conversations about what needs to • Ensure that through systems and conversations, empowered to embody the new culture in their customers, current and future colleagues? change and how? individuals are made aware of and actively messages, behaviour, and actions. encouraged to apply for and be considered for • Are you ready to deal with conflict to achieve • Encourage a programme of learning and other positions in the company. • Provide support to have conversations delivering your vision for inclusion? peer coaching for leadership teams – inviting uncomfortable feedback in a constructive manner and being open to feedback and suggestions • Engage and promote champions and role models — including but not limited to role modelling, • Have you got a clear vision for the outcome of for improvement. from inside of and outside of the organisation, tools, mentoring, and training. the transformation? representing all genders at all levels, to inspire others through their ideas, stories, achievements, and vision. 03. Introduce feedback loops throughout the organisation to get to know your audience and demonstrate that 06. you are committed to prioritising a culture of inclusion, trust, and belonging. Demonstrate patience and persistence. Culture • Investigate what inclusion really means as • Conduct qualitative and quantitative analysis change and transformation require long-term it applies to differing aspects of employees’ to understand the day-to-day experiences investment of time, energy, and resource. experience during their previous education, of individuals and teams. A simple inclusion their opportunities to access further education survey can be issued prior to every team • Balance the recognition of quick wins with a clear and career outreach programmes, and their meeting and introduce a fixed item on all team signal that this is a long-term journey to build experience within organisations. meeting agendas to review the latest inclusion inclusion and achieve gender balance. survey results, understand implications, and • Use this data to ascertain different experiences actions required. and opportunities for different groups and agree areas to target. • Track people’s aspirations for their performance and career, and whether they have a sense of equal opportunity.

90 91 Case study

Rachel Gardner-Poole, Director of Organisation Design & Development at UK Space Agency and former Head of General Aviation, Civil Aviation Authority Staying on

Rachel became the Head of General Aviation in 2019, management roles in the UK and USA and has Rachel is an active ‘ambassador’ of the accountable for the safe and effective regulation worked with airlines across the world to implement aviation community, she talks externally to of recreational aviation in the UK. She has recently a new counter-terrorism system. As a Chartered promote the sector as a career destination started a secondment as a director at the UK Space Mathematician, Rachel began her career using — it’s not all ‘technical experts and Agency. Rachel has a wealth of aviation experience. mathematical modelling to design new systems specialists’. Though Rachel did not have She was previously the Portfolio director at the for submarines and testing new cruise missiles and a specific mentor herself earlier in her Civil Aviation Authority, where she established a military aircraft. She had a passion for flying from a career, she now places great value on new permanent department to deliver change and young age and, for the last 10 years, has volunteered mentoring others. She has learned the Information Technology projects. She has held as a fundraiser for a flying charity which delivers aid matching of mentors and mentees must a number of technical, project, and programme and emergency relief to remote locations. be done right focussing on the right ‘fit’ both ways. When asked what advice she has for policy makers, Rachel was very clear - better mentoring and hierarchy-free networking. Let the world know aviation is open to women; it is a credible, rewarding, and viable career path. Getting on

A self-starter Rachel attributes her success Despite her successes, Rachel recognises that to her passionate pursuit of her goals despite everyone has limitations and that meaningful obstacles, discouragement, or apparent barriers. purpose can be found in a range of careers. She Rachel credits a number of achievements as an has learned that the key to unlocking success is the outcome of this drive, including being only the combination of focus, learning from failures, and first civilian woman in the UK to spend more than resilience in the pursuit of goals. eight hours working on a submarine. Her personal passion for flying was more important than As a female in the sector, Rachel has experienced career progression from the outset. Her pursuit personal bias being openly told by former colleagues of success at work meant she had the financial early in her career that she should not be flying security to attend flying college full-time to gain because she was a woman. She believes this her commercial pilot’s licence. Rachel always cynicism is systemic and cultural - even though less had a list of life goals many of which, although overt now than in the past - reflected by the low stretching, have been achieved reflecting both her representation of female pilots remaining stagnant ambition and determination. over the past 20 years.

92 93 Building an action plan

Change can only be accelerated through a cohesive approach. With the launch of the Charter and the commitment of over 200 organisations, the first step towards industry-wide action is complete. Below are the next steps that organisations and charter signatories as a collective can take, immediately and in the longer term.

Steps you can take now

Don’t start with a ‘women’s strategy’. Create a purpose for all. Investment not tokenism. Don’t be a ‘one hit wonder’.

Start with organisation CEOs, Agree how inclusion and Build on the individual discussions Chairs and Board members in representation can be to ensure commitment to long individual discussions. What measured and incorporated term change and what it will take is their understanding of into organisational as well as the longer term vision. inclusion and the impact on performance measures. representation? Understand Agree how best to start how this features in the bigger Introduce an immediate sending practical messages picture of organisational programme to invite colleagues immediately about what can performance and facilitate throughout the organisation be done to drive inclusion alignment of passion and vision to build inclusion into their and gender balance. for future outcomes. Agree a role and focus to determine routine of conversation several awareness and appetite. times per year to reflect, observe, and revisit. Identify an organisation champion who will build the community of inclusion leads throughout the organisation and be supported, recognised, and rewarded as a longer term plan is developed.

94 95 What you can build into your future plans and budget

Don’t start with a ‘women’s strategy’. Create a purpose for all. Investment not tokenism. Don’t be a ‘one hit wonder’.

Agree how to cascade protected Plan an organisation design Commence a review of existing and encouraged time for review to understand how people practices including conversation, storytelling, and roles can be restructured to performance, talent, engagement, action planning for inclusion accommodate inclusion review and reward to identify gaps throughout the organisation and and recommendations. or available options to build a across the Charter. sustainable change platform. Launch a working group to understand a sustainable long Identify a passionate, term approach to measurement accountable executive within signatory organisations responsible for the success of and how to resource the central the programme to support and collation and reporting of the advise on the long term change information. programme who can influence stakeholders and dedicate time to galvanise support.

‘A pivotal moment in our work to grow women’s and girls’ football in England came in May last year.

I was walking up a busy Wembley Way on my way to the SSE Women’s FA Cup Final between Arsenal and Chelsea. I saw a whole family – mum, dad, children and grandparents – taking a selfie, with the world-famous Wembley Stadium in the background.

If you pick apart the elements of that moment, it touches on so many positive things we are working every day to achieve.’

Sue Campbell, The FA

96 97 References Authors

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98 99 Women in Aviation and Aerospace Charter objectives

The Charter aims to support the overall diversity The Charter looks to support the progression of of the sector and build a more balanced and women into senior roles in the aviation and aerospace fair industry. This isn’t a piece of paper to sign sectors, and aspires to see gender balance at all levels and be forgotten about, but gives signatories across aviation and aerospace. It recognises that a real and achievable commitments to ensure that balanced workforce is good for business – it is good more women enter into our industry, and that it for customers and consumers, for profitability and feels open and accessible for women to work in workplace culture, and is increasingly attractive for aviation and aerospace. investors. In becoming a signatory, organisations are pledging their actions to help make this a reality.

About Korn Ferry Korn Ferry is a global organisational consulting firm. We help companies design their organisation – the structure, the roles and responsibilities, as well as how they compensate, develop and motivate their people. As importantly, we help organisations select and hire the talent they need to execute their strategy. Our approximately 7,000 colleagues serve clients in more than 50 countries.