The business law firm’s ninth annual survey of gender and diversity in aviation reveals a stubborn lack of progress despite significant efforts by industry associations to highlight this issue.

More than half of respondents reported no improvement in diversity at C-suite (52 per cent) or board level (54 per cent) over the past year.

Only one in 10 boards in the aviation industry meet the commonly accepted diversity threshold of 30 per cent female or minority representation, a marginal increase from nine per cent in 2023. Representation at C-suite level has declined from 20 per cent to 17 per cent year-on-year.

Christine O’Donovan, aviation partner at Mason Hayes & Curran, said: “With diverse leadership, companies gain a competitive edge in an increasingly global market and without it, they risk losing this edge.

“The business case for diversity is clear. Companies with varied perspectives at the top are better equipped to innovate, adapt to change, and serve diverse customer bases.”

The survey highlighted a drop in the number of organisations with dedicated diversity, equity and inclusion (DEI) committees, down to 39 per cent from 43 per cent last year — continuing a downward trend from 51 per cent in 2021.

Despite this, more than two thirds (67 per cent) of organisations without a DEI committee believe they would benefit from establishing one.

Ms O’Donovan said: “The disconnect between awareness and action on diversity poses a critical challenge. There is a high level of awareness of the need for gender equality and equity amongst the community.

“However, without a deliberate effort to close the gap from knowledge to real action and change, the aviation sector runs the risk of failing to attract talent into the sector.

“Without a concerted effort, the aviation sector risks missing out on the proven benefits of a diverse and inclusive leadership team, from enhanced decision-making to better financial performance.”

She continued: “To achieve meaningful change, organisations should set measurable diversity targets across all levels from graduate programs to the C-suite.

“We should all start from the same position and have equal access to incremental career advancement. Establishing a DEI committee can be an effective way to embrace and support DEI initiatives, monitor progress and ensure accountability.

“Implementing targeted recruitment initiatives and addressing unconscious bias in hiring and promotion decisions are also important considerations.”

Work-life balance remains the biggest challenge to career progression for women and minority groups, cited by four in 10 respondents. This issue has consistently ranked as the top barrier throughout the survey’s nine-year history, highlighting a pressing need for systemic and cultural change.  

However, there has been a significant shift in the reasons for changing employers. The proportion of individuals leaving for financial incentives has dropped from 26 per cent to eight per cent year-on-year.

Lack of opportunity is now the primary reason for job changes, rising from 25 per cent in 2023 to 30 per cent in 2024.

Ms O’Donovan noted: “The findings reflect a broader industry trend where promotion opportunities outside existing employment are often preferred over internal promotion particularly where the internal route is opaque.

“Companies that offer clear, attainable career pathways and manage to adapt to the changing expectations of employees are better positioned to attract and retain top talent in the current competitive landscape.”

While 84 per cent of organisations saw promotions in 2023/2024, only 31 per cent reported an equal number of men and women being promoted — a modest one per cent increase year-on-year.

“If the industry is serious about transforming its leadership landscape, companies must go beyond surface-level initiatives,” Ms O’Donovan said.

“Legislation such as the Corporate Sustainability Reporting Directive and the EU Directive on pay transparency, which has a June 2026 deadline, will increase levels of transparency and evolve into a framework for action and compliance.

“In advance of such deadlines, the industry would benefit from creating pathways and access for diverse talent ensuring balanced representation at all levels and also seeking and working towards embedding a culture of inclusivity and equity in the core of executive leadership.”