Metal Seagulls Ltd are enthusiastically proactive in regards to promoting women in aviation and engineering. As such, we are proudly signatories to the UK Women in Aviation and Aerospace Charter, along with 150+ organisations, and many supporting organisations at home and abroad. We believe in promoting and supporting diversity.
What is the Women in Aviation and Aerospace Charter?
A pledge for gender balance across aviation and aerospace The UK’s aviation and aerospace sectors are making a commitment to work together to build a more balanced and fair industry for women by launching a Charter for Women. The Department for Business, Energy and Industrial Strategy and the Department for Transport welcomes the initiative that recognises more needs to be done to greater enhance the gender balance in the sectors. Organisations that sign up to this Charter are committing to be the very best at driving diversity and inclusion within their sector and providing fair opportunities for women to succeed at the highest levels. The Charter reflects the aspiration to see gender balance at all levels across aviation and aerospace. A balanced workforce is good for business – it is good for customers and consumers, for profitability and workplace culture, and is increasingly attractive for investors.
• commits organisations to supporting the progression of women into senior roles in the aviation and aerospace sectors by focusing on the executive pipeline and the mid-tier level;
• recognises the diversity of the sector and that organisations will have different starting points – each organisation should therefore set its own targets, where appropriate, and implement the right strategy for their organisation; and
• requires organisations to publicly report on progress to deliver against any internal targets to support the transparency and accountability needed to drive change. My organisation commits to promote gender diversity by:
• having one member of our senior executive team who is responsible and accountable for gender diversity and inclusion; • setting internal targets, where appropriate, for gender diversity in our senior management;
• publishing progress annually against any targets in reports on our website; and
• having an intention to ensure the pay of the senior executive team is linked to delivery against any internal targets on gender diversity and inclusion.