Building Equity in Aerospace: Industry Leaders Confront Cultural Barriers to Inclusion
Experts at London’s premier aeronautical gathering reveal how diversity, equity, and inclusion are driving innovation and performance across aviation and engineering
Creating a fair and inclusive workforce is no longer a matter of optics in aerospace—it is a business imperative. The conversation around equity, diversity, and inclusion (EDI) is shifting from compliance to competitiveness, as leaders argue that diverse teams not only mirror global communities but also deliver better innovation, decision-making, and long-term resilience.
At a recent high-level discussion on building a more equitable industry, executives and founders from across aviation and engineering stressed that the path to inclusion begins with accountability and cultural change.
“Regardless of the business you’re in, everyone wants to get as close to the customers, colleagues and communities they serve,” said Alicia McDonnell, Group Head of Equity, Diversity and Inclusion at Manchester Airports Group (MAG). “That’s business 101.”
The speakers agreed that inclusivity directly drives performance. EDI, once treated as a human-resources initiative, is now being embedded into business strategy—from recruitment and leadership development to procurement and supply-chain engagement. “When done right, inclusive recruitment can bring 16% more commercial investment into a business,” McDonnell noted, underscoring that the issue reaches well beyond corporate ethics.
“Everybody agrees diversity is a good thing,” said Natalie Desty, Founder of STEM Returners. “But not everyone knows how to achieve it. If there were no barriers to inclusion, we’d already have it.”
Leadership and Accountability
Held in London as part of the Royal Aeronautical Society (RAeS)’s President’s Conference on People in Aerospace on October 7, the panel brought together leaders who have built EDI programmes from the ground up.
McDonnell—who previously spent more than a decade at the Co-operative Group—highlighted how leadership drives structural change.
“Where there’s people, there’s EDI,” she said. “You have to make it meaningful to every function—finance, legal, procurement—so it’s embedded in their day-to-day decisions, not a brand exercise.”
Desty, who launched STEM Returners in 2017 to help professionals re-enter technical careers, said cultural bias remains a critical obstacle.
“A break in someone’s CV means they’re often deselected before they even start,” she explained. “It’s the difference between equality and equity. Companies say, ‘They can apply,’ but the process itself is the barrier.”
Both agreed that leadership commitment must extend beyond policy.
“If you’re nervous about where to start, coach someone, mentor someone, and sponsor someone,” McDonnell advised. “If every board member did that, you’d have thirty people from underrepresented groups moving up immediately. It costs nothing—just time.”
This emphasis on leadership accountability also resonated with the audience. Several executives in the audience noted that effective EDI programmes require measurable goals, transparent reporting, and genuine engagement from senior management, rather than relying solely on symbolic appointments.
Embedding Inclusion into Business DNA
For many organisations, progress hinges on data-driven strategy and behavioural change.
“EDI isn’t about lifting up just underrepresented groups,” McDonnell said. “It’s about ensuring that everyone—regardless of identity, background, or belief—feels they belong.”
She discussed MAG’s new company-wide strategy, Every Journey Matters, a five-year plan launched during National Inclusion Week. It sets out MAG’s ambition to lead in inclusive excellence by embedding EDI into daily operations, empowering staff, and ensuring that every colleague’s voice is heard. The strategy also commits to building inclusive leadership capability across its 7,000-strong workforce and working with suppliers who share those values.
Desty shared one example of how access can change lives.
“One of our participants had fled domestic abuse and was living in a women’s refuge,” she said. “She was a nuclear physicist who’d applied for over a hundred roles without success. After returning through our programme, she’s now promoted and bought her first home. For her, that opportunity was life-changing.”
The data support these anecdotes: STEM Returners reports a 96% retention rate for candidates placed with host employers—evidence that once barriers are removed, talent thrives.
“If you’re struggling with diversity, start with returners,” Desty said. “You’ll bring back both people and skills the industry desperately needs.”
McDonnell also emphasised the link between EDI and business performance, pointing to research showing that diverse leadership teams outperform less diverse peers in profitability and innovation.
Overcoming Systemic and Political Headwinds
Panelists acknowledged the broader political climate and social polarisation influencing corporate EDI efforts. While U.S. policy reversals on diversity initiatives have raised concerns, McDonnell remains optimistic.
“The UK has the legislative framework—the Equality Act—that protects progress,” she said. “We might catch the cold when America gets the flu, but I’m not worried about rollback here. Businesses must keep their colleagues informed and resilient.”
Desty cautioned, however, that shifting rhetoric can embolden resistance. She observed that some U.S.-based companies now avoid using the word “diversity,” preferring to describe their initiatives as “returning skills” programmes. She said this shift in language has not disrupted inclusion efforts but may give some organisations an excuse to delay action.
Both agreed that data remains the most persuasive argument for institutional investment.
“Do you want to reach the full market or just a fraction of it?” McDonnell asked rhetorically. “If you want full reach, you need a workforce that represents it. Gen Z cares more about social value and sustainability than pay—that’s the next generation of talent.”
Inclusive Growth for Every Size of Enterprise
While large corporations often dominate EDI headlines, smaller firms play a crucial role.
“It’s actually easier for SMEs,” Desty suggested. “Culture is more malleable, and small changes—like rewriting job descriptions or removing unnecessary ‘desirables’—make a big difference.” She urged smaller firms to challenge their supply chains, ensure inclusive recruitment channels, and tap into existing talent pools rather than “fishing in the same pond.”
McDonnell added that inclusion isn’t about scale but intention.
“Hold yourself accountable to what’s essential in every job description,” she said. “If the requirement isn’t truly necessary, remove it. Simplicity invites diversity.”
The panel also praised mentoring and reverse-mentoring schemes as low-cost, high-impact tools. McDonnell said that investing time in coaching, mentoring, and sponsoring others “will change the game for your organisation” and “costs nothing.”
Both speakers agreed that collaboration across the aerospace ecosystem—from manufacturers to airports to training institutions—is essential to lasting change. Initiatives such as industry-wide data sharing, joint apprenticeship schemes, and community partnerships can expand opportunity beyond corporate boundaries.
As McDonnell put it, “We connect people and places across the world every day. Our workforce should reflect that same diversity of connection.”
As the discussion drew to a close, Robin Saaristo, Chair of the RAeS Next Generation Board, reminded attendees that inclusion is not a side project but the foundation of a sustainable workforce.
“Creating a diverse, inclusive, and representative industry is essential for aerospace’s future success,” he concluded.