Opportunity at every level: how aviation can become a place where women thrive

International Women’s Day 2026 comes with a clear challenge. Progress is not about statements of intent, but meaningful action – action that removes barriers, expands opportunities and ensures women can thrive at every level of our industry. At Menzies Aviation, this commitment guides how we shape out business today and how we are committed to building the workforce of tomorrow.

This year, our focus centres on three key priorities: embedding gender equality as a strategic imperative; ensuring our progress is measurable, transparent and sustained; extending our impact beyond our business and into the wider aviation sector.

Gender equality as a strategic priority

Industry-wide, women make up around 42% of the global aviation workforce, according to IATA’s latest 25by2025 dataset. But this progress is uneven: only around 31% of senior leadership roles are held by women, and just 6% of pilots globally are female – one of the sector’s most persistent gaps[1].

Creating an aviation industry where women see a long-term future begins with intent but succeeds through design. At Menzies, we continue to build an environment in which women are represented, encouraged and supported at every level – from the frontline to senior leadership.

Over the past few years, we have strengthened our Diversity and Inclusion policies, expanded unconscious bias and inclusive leadership training, and increased visibility and representation of women across our workforce. These initiatives, alongside focused career development and showcasing the careers and contributions of women throughout the organisation, are building blocks of a culture where women feel valued, supported and able to progress.

Investment in leadership development is equally critical. More than 180 women globally have now participated in our Thrive – Women in Leadership programme, gaining clarity, confidence and practical support for career progression. Many participants cite Thrive as the moment when leadership started feeling genuinely attainable. We are now developing an alumni community to maintain that momentum and foster the networks and sponsorship that are essential for sustained growth.

Progress that is real, measurable and sustained

In 2025, we proudly achieved 25% female representation in senior leadership, meeting IATA’s 25by2025 benchmark. This milestone matters – not because a target has been met, but because it confirms our strategy is delivering impact.

However, true inclusion is measured not only at the top but throughout the business where future leaders are shaped. Here, our ambition is clear: 40% women in middle management by 2033, supported by year-on-year reporting and clear ownership.

Progress has not always moved in a straight line, and we are open about that. Female representation in middle management increased to 29% in 2024 before dipping to 28% in 2025. Rather than gloss over the reality, we are open about these fluctuations because transparency strengthens accountability. Now, we are using this data to sharpen our focus on development, retention and progression – areas that will make the different where it matters most in the long term.

Extending our responsibility

Gender equality in aviation cannot be achieved by individual companies acting alone. As a signatory to the UN Women’s Empowerment Principles, and participant in the UN Global Compact, we align our strategy with global frameworks for gender equality that reinforce accountability, collaboration and shared progress. That external alignment matters because sustainable change in aviation requires collective effort, not just isolated success stories.

Our work also extends to the next generation of aviation talent. Through initiatives such as Girls in Aviation Day, delivered in partnership with Women in Aviation International, we are opening our operations to students across the world. Exposure at this early stage matters: representation shapes aspiration, and you cannot aspire to what you cannot see.

Looking ahead

International Women’s Day is not a moment to recognise progress made in isolation. It is a reminder that lasting change requires long-term commitment to action, honest measurement and collective effort across the global aviation community.

Building a truly inclusive industry is not the responsibility of HR teams or leadership alone. It relies on everyday actions – mentoring emerging talent, challenging bias, supporting flexible working and recognising women who lead at every level. In an industry defined by precision, collaboration and trust, inclusion is not only the right thing to do; it is essential to building resilient, high‑performing teams.

When women can see a future for themselves in aviation, the entire industry moves forward. Together, we can ensure that future is within reach.

[1] https://www.iata.org/en/iata-repository/publications/economic-reports/gender-diversity-in-aviation-improving-but-more-to-be-done/