Women in Aviation: Management, Talent and Empowerment During Crisis Era 9819930979, 9789819930975

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Nor Aida Abdul Rahman Nurhayati Mohd Nur   Editors

Women in Aviation Management, Talent and Empowerment During Crisis Era

Women in Aviation

Nor Aida Abdul Rahman · Nurhayati Mohd Nur Editors

Women in Aviation Management, Talent and Empowerment During Crisis Era

Editors Nor Aida Abdul Rahman Malaysian Institute of Aviation Technology (UniKL MIAT) Universiti Kuala Lumpur Subang Campus, Selangor, Malaysia

Nurhayati Mohd Nur Malaysian Institute of Aviation Technology (UniKL MIAT) Universiti Kuala Lumpur Sepang Campus, Selangor, Malaysia

ISBN 978-981-99-3097-5 ISBN 978-981-99-3098-2 (eBook) https://doi.org/10.1007/978-981-99-3098-2 © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors, and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, expressed or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations. This Springer imprint is published by the registered company Springer Nature Singapore Pte Ltd. The registered company address is: 152 Beach Road, #21-01/04 Gateway East, Singapore 189721, Singapore

To all wonderful readers, our spouses, childrens and parents: Ir. Jailani, Danial Adam, Balqis Adriana, Dani Alif, Hud Aqil, Noah Eusuff, Dr. Hj. Abdul Rahman, Hjh. Radziah, Suffian, Ain, Alya, Auni, Mohd Nur and Khatijah

Preface/Introduction to the Book

Women in Aviation: Management, Talent and Empowerment During Crisis Era provides doctoral, postgraduate, graduate, and final-year undergraduate students, industry practitioners, policymakers in business, marketing, logistics, and transport with comprehensive information on women empowerment, challenges, and leadership values. The text will serve as an important resource for the logistics and transport multi-stakeholder sector. Women are recognized as a potential workforce that has ascertained value that drives organizational success. The establishment of women as a leader in many industries is increasing such as in education, nursing, banking, tourism, medical, manufacturing, construction, automotive as well as logistics and transport. Even though the number is increasing, but it still considers low compared to men involvement, especially in the aviation industry. As highlighted in Catalyst, women participation in senior roles is increasing with 29% of senior management positions held by women. As reported, the proportion of women in senior leadership in five main regions, namely Eastern Europe, Asia Pacific, The European Union, North America and Latin America, is growing. As reported by Catalyst, the percentage of senior roles held by women is led by Eastern Europe, followed by North America 31%, Asia Pacific and The European Union 28%, and Latin America 25%. Women participation in the aviation industry is hindered by “low expectation, limited access to critical skills, inadequate advancement opportunities and unequal policy structures”, which result in gradual career growth. For instance, a preliminary study in Asia confirms that it is difficult for female graduates to enter aviation because of low skill and talent. Since the number of female registration in multi-aviation organizations (airline, airport, ground handler, cargo, manufacturing, and MROs) is increasing year by year, developing and broadening the skills, talent, experience, and knowledge among the women graduates is vigorous. The same goes for other aviation sectors. This is vital to equip them with the right talent, skills, and knowledge to prepare them as a women leader in aviation. Recognizing this critical issue and being the priority focus of the United Nation, Asia Pacific, Economic Cooperation countries (APEC), as well as other country nation plan to develop sustainable women leaders, this book will be very valuable vii

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Preface/Introduction to the Book

to academicians, researchers, practitioners, policymakers, and other stakeholders. Developing and broadening the skills, talent, experience, and knowledge of women workers in aviation becomes the primary goal in Asia too, aligning with United Nation goals (Sustainable Development Goal 5) and the Asia Pacific Economic Cooperation Countries (APEC). Investing in women is considered a great stimulus to economic growth as women are known to be more productive and hardworking compared to men. Having this as a background, we work on this book to provide the readers comprehensive review, discussion, and empirical study on women capacity building, leadership characteristics, talent management, and women challenges in the crisis era from an aviation perspective. This book will offer a blend of comprehensive and extensive high-quality research outputs from highly reputed authors and editors. Our book Women in Aviation: Management, Talent and Empowerment During Crisis Era aims to address the following objectives: i. To explore and discuss the women empowerment facets in aviation and its challenges in the crisis era, which will be covered in the last section of the book. Such facets of women empowerment include women awareness of the right to equality, self-confidence, changes in society, and at the workplace and capacity building. ii. To deliberate on women leadership values in aviation. Such leadership values include women leader behavior, impact and followers, leadership characteristics, and technology skills. Readers will be able to understand women research studies in an unexplored field, aviation from different points of view. In this sense, they will be able to compare, contrast, and comprehend whether the women issue from the aviation sector are different lenses and delivered similarly or otherwise in different sectors or parts of the world. This enables readers to understand differences and subsequent application toward women empowerment and leadership in a wider context. In this context, the reader will gain benefit from multi-worldwide contributors which come from women leaders in the industry who are also a member of worldwide women associations such as women in logistics and transport (WILAT) and Women in Corporate Aviation (WCA). Some authors are also a leader and a member of Centre for Women Advancement and Leadership (CWAL), UniKL Malaysia. Interestingly, this book proposes a mixture of theory and practice and aims at reaching primarily doctoral, postgraduate, graduate, and final-year undergraduate students in business and marketing, logistics and transport, gender studies, cultural studies, and it will also useful and suitable to read for both managers and decisionmakers around the world too. This book is divided into four parts. Part I of the book introduces the readers to women in the logistics and transport sector. In this part, readers are able to comprehend the evolution of women involvement in the logistics and transportation sector including aviation and the work that has been done so far in academics relating to factors of women involvement in the aviation sector. In Part II, the editors bring the readers to consider how empowerment in the transportation industry is promoted. The

Preface/Introduction to the Book

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discussion focuses on their self-ability, the right to influence social change, raising women education status, as well as women capacity building. In Part III of the book, it highlights the interrelationships between key challenges and women strategies to sustain in the aviation industry. In the final Part IV of the book, it provides the reader with women performance and challenges during the crisis era, which offer a number of agendas for future research prospects. Chapter 1 of the book, by Sri Handayani et al., focuses on identifying the traits that are essential for women to become future leaders in the transportation industry. The chapter provides a comprehensive analysis of the skills and qualities that are necessary for women to succeed in leadership roles within the industry. In Chap. 2, a group of academicians from Turkey presents a review of previous studies that have examined the barriers to women’s involvement in the aviation sector. The authors provide a comprehensive analysis of the systemic challenges and barriers that women face in pursuing careers in aviation. In Chap. 3, Mustafa et al. focus on the evolution of women leaders in the field of logistics and transport as a whole. The authors provide insights into the historical and contemporary contributions of women leaders in the industry, highlighting the significant progress that has been made in promoting gender diversity and inclusion in recent years. In Chap. 4, Koo and Majid, logisticians from China and Malaysia, emphasize the critical role of education in nurturing future women leaders in the field of logistics. Their work highlights the importance to provide women with the necessary skills and knowledge to succeed in the logistics industry. In a similar vein, Chap. 5 by Susanthi et al. from Indonesia also discuss the significance of education in promoting gender diversity and inclusion in the transportation industry. Chapter 6, authored by Abdul Menon and Hashim, focuses on the critical role of branding in promoting women in aviation. The authors also highlight the importance of branding in attracting and retaining women talent in the aviation industry. In Chap. 7, Damu and Majid provide insights into the essential training for women pilots from the perspective of Malaysia and Indonesia. The authors present a comprehensive analysis of the challenges and opportunities for women pilots, including the need for specialized training and support systems that cater to their unique needs and requirements. Abdul Rahman and Mohd Nur, in Chap. 8, explore the critical issue of gender balance in the air cargo sector. The authors provide insights into the involvement of women in the air cargo industry and the strategies needed to develop women’s talent in this sector. This study is funded by Ministry of Higher Education Malaysia, under Fundamental Research Grant Scheme (FRGS). In Chap. 9, Mohd Nur and Abdul Rahman provide a comprehensive analysis of the contributing factors that lead to gender obstacles in the aviation industry. The chapter offers valuable insights into the complex challenges facing women in aviation and provides initiatives for creating a more inclusive and equitable workplace. In the following Chap. 10, Yusriza addresses gender discrepancies in the aviation industry from an Asian perspective. The chapter offers a comprehensive analysis of the specific challenges faced by women in Asia. In Chap. 11, Octaviani et al. also highlight the challenges faced by women in the industry and highlight the importance of taking concrete steps to create a more equitable and inclusive workplace for all.

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Chapter 12 by Yousuf and Majid offers a unique perspective on the logistics management of dangerous goods, particularly in relation to the involvement of women in this field. This chapter also discussed the role of women in the logistics management of dangerous goods, highlighting the important contributions that women have made in this field despite the significant barriers and challenges they face. Chapter 13 by Mohd Noh et al. explores the role of technology in advancing the aviation industry, specifically in relation to the transfer of technology among women personnel. The chapter emphasized the importance of promoting technology transfer among women personnel in the aviation industry, highlighting the significant benefits this can have for enhancing skills development and career advancement opportunities. In Chap. 14, Fahmiasari presents a wealth of facts and figures related to women in aviation transport policymaking. The chapter offers a comprehensive analysis of the representation of women in policymaking positions in the aviation industry. In the next Chap. 15, Osman sheds light on the gender inequality prevalent among pilots in the Malaysian aviation industry. He delves into the various challenges and biases faced by female pilots in the workplace. This chapter provides valuable insights into the need for more gender diversity and practices within the aviation industry. Moving on to Chap. 16, readers are introduced to the survival skills of women during crises and how technology has played a crucial role in enhancing their safety and wellbeing. This chapter is written by a group of esteemed academicians from Indonesia, Rukmana et al. In the final Chap. 17, Sa’aid highlights the various challenges faced by women in the aviation industry during the pandemic crisis. This chapter provides a comprehensive analysis of the unique issues faced by female aviation professionals. By shedding light on these issues, Sa’aid urges the industry to adopt a more inclusive and supportive approach toward women in aviation. Subang, Malaysia Sepang, Malaysia

Nor Aida Abdul Rahman Nurhayati Mohd Nur

Contents

Part I

Introduction to Women in Logistics and Transport

1

Women as Future Leader in Transportation Sector . . . . . . . . . . . . . . . Sri Handayani, Euis Saribanon, and Yana Tatiana

2

A Systematic Literature Review Examining Factors that Hinder Women’s Involvement and Advancement in the Aviation Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Özge Peksatici Yanikoglu, Sena Kılıç, and Hatice Küçükönal

3

Women in Logistics and Transport: Evolution of Women Leaders and Future Research Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . Siti Maemunah, Yuliantini, and Sita Aniisah Sholihah

Part II 4

3

13

29

Women Empowerment in Aviation Transportation

The Role of Education for Future Women Leader in Logistics Scenario . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Vicky Koo and Zawiah Abdul Majid

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5

The Role of Education for Future Women Leader in Transport . . . . Novi Indah Susanthi, Sarovah Widiawati, and Riza Lestari

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6

Branding the Women Leaders in Aviation: What Does It Takes? . . . Ami Suhana Abdul Menon and Muhammad Shahrin Hashim

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7

Training and Capacity Building Programs: Perspective of Southeast Asia Women in Aviation . . . . . . . . . . . . . . . . . . . . . . . . . . . . Juliana Sofhia Damu and Zawiah Abdul Majid

8

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Gender Balance, Strategy and Making Way for Women Talent in Cargo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113 Nor Aida Abdul Rahman and Nurhayati Mohd Nur

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Contents

Part III Key Challenges of Women Leaders in Aviation 9

The Contributing Factors and Initiatives to Overcome Women’s Obstacles and Challenges in the Aviation Industry . . . . . . 123 Nurhayati Mohd Nur and Nor Aida Abdul Rahman

10 Women Barriers and Gender Discrepancies in Asia Aviation Industry: Cracking the Glass Ceiling . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133 Fathien Azuien Yusriza 11 Unlocking Women’s Barriers and Gender Discrepancies in the Asia Aviation Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 Reni Dian Octaviani, Nursery Alfaridi S. Nasution, and Mustika Sari 12 Navigating the Risks: A Look at Dangerous Goods Logistics Management for Women in Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161 Reshma Yousuf and Zawiah Abdul Majid 13 Technology Advancement in Aviation: How Women Workforce Adapt to Technological Knowledge Transfer . . . . . . . . . . . 175 Hazariah Mohd Noh, Elena Roibas Millan, Haslinawati Besar Sa’aid, Jessica Ong Hai Liaw, and Rita Zaharah Wan-Chik 14 Women in Aviation Transport Policy Making: Facts and Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185 Hafida Fahmiasari 15 Inequality in the Air: The Case of Malaysian Women Pilots . . . . . . . 201 Sharina Osman Part IV Women in Crisis Era 16 Women’s Leadership in Crisis: Responding to Future Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213 Ovalia Rukmana, Ratna Suminar, and Shema Shakira Bhakti 17 Pandemic COVID-19 and Under Pressure: Exploring Women in Aviation Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225 Haslinawati Besar Sa’aid, Hafizah Besar Sa’aid, and Hazariah Mohd Noh

Editors and Contributors

About the Editors Nor Aida Abdul Rahman is an associate professor at Universiti Kuala Lumpur, Malaysia and currently served as a head of Aviation Management at Universiti Kuala Lumpur (Malaysian Institute of Aviation Technology Campus) in Subang, Selangor, Malaysia. She is also a fellow at UKM-MPOB Endowment Chair at National University of Malaysia. Her research interest is in Halal logistics and supply chain, logistics and supply chain performance, logistics branding, aviation management, and air travel. Her work has appeared in Industrial Marketing Management, Journal of Islamic Marketing, Journal of Humanitarian Logistics and Supply Chain Management, Journal of Quality and Reliability and Management, and others. She has also published a number of book chapters, books, edited books, refereed conference proceedings, and part of the editorial team of book project with Routledge and Springer. Dr. Nurhayati Mohd Nur is a senior lecturer in Aerospace Department and currently served as a head of Research and Innovation at Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology (UniKL-MIAT). She received her Ph.D. in Engineering (Ergonomics Design) from the University of Malaya. She is the principal researcher for UniKL-MIAT Aerospace Research Cluster. Her main research interests include ergonomics design, human factors, manufacturing processes, maintenance activities, and quality management systems. Her research works have been published in reputable academic journals and refereed conference proceedings. She is certified as a lead auditor for ISO 9001, a graduate member of the Board of Engineers Malaysia (BEM), a member of the Chartered Institute of Logistics and Transport Malaysia (CILTM), and an associate member of the Human Factors and Ergonomics Society Malaysia (HFEM) and Industrial Engineering and Operations Management (IEOM) Society (International). (email: [email protected])

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Editors and Contributors

Contributors Nor Aida Abdul Rahman Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology (UniKL MIAT), Subang, Selangor, Malaysia Shema Shakira Bhakti Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia Juliana Sofhia Damu PT. Asia Service Container, Jakarta, Indonesia Hafida Fahmiasari School of Civil Engineering, Nanyang Technological University, Singapore, Singapore Sri Handayani Faculty of Management and Business, Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia Muhammad Shahrin Hashim Marketing and International Business, Universiti Kuala Lumpur Business School, Universiti Kuala Lumpur, Kuala Lumpur, Malaysia Sena Kılıç Faculty of Aviation and Aeronautical Sciences, Ozyegin University, Istanbul, Turkey Vicky Koo Vizilog Asia Ltd., Head of WiLAT Capacity Building Centre, Shatin, NT, Hong Kong Hatice Küçükönal Faculty of Aviation and Aeronautical Sciences, Ozyegin University, Istanbul, Turkey Riza Lestari Institut Transportasi Dan Logistik Trisakti, East Jakarta, Indonesia Jessica Ong Hai Liaw Department of Faculty of Defence and Management, National Defence University of Malaysia, Kuala Lumpur, Malaysia Siti Maemunah Institut Transportasi Dan Logistik-Trisakti, Jakarta, Indonesia Zawiah Abdul Majid Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology, Dengkil, Selangor, Malaysia Ami Suhana Abdul Menon Marketing and International Business, Universiti Kuala Lumpur Business School, Universiti Kuala Lumpur, Kuala Lumpur, Malaysia Elena Roibas Millan Department of “Ignacio Da Riva”, Universidad Politecnica De Madrid, Madrid, Spain Nurhayati Mohd Nur Aerospace Department, Malaysian Institute of Aviation Technology, Universiti Kuala Lumpur, Kuala Lumpur, Malaysia Nursery Alfaridi S. Nasution Department of Management and Business, Trisakti Institute of Transportation and Logistics, East Jakarta, Indonesia Hazariah Mohd Noh Centre of Women Advancement and Leadership (CWAL), Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology, Kuala Lumpur, Malaysia;

Editors and Contributors

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Malaysian Institute of Aviation Technology (UniKL MIAT), Universiti Kuala Lumpur, Kuala Lumpur, Malaysia Reni Dian Octaviani Department of Business Management, Trisakti Institute of Transportation and Logistics, East Jakarta, Indonesia Sharina Osman Business School, Universiti Kuala Lumpur, Kuala Lumpur, Malaysia Ovalia Rukmana Faculty of Business and Economics, Perbanas Institute, Jakarta, Indonesia; Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia Mustika Sari Department of Management and Business, Trisakti Institute of Transportation and Logistics, East Jakarta, Indonesia Euis Saribanon Faculty of Management and Business, Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia Hafizah Besar Sa’aid Universiti Teknologi Mara (UiTM), Kampus Sungai Petani, Kedah, Malaysia Haslinawati Besar Sa’aid Department of Aerospace, Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology, Kuala Lumpur, Malaysia Sita Aniisah Sholihah Institut Transportasi Dan Logistik-Trisakti, Jakarta, Indonesia Ratna Suminar Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia Novi Indah Susanthi Institut Transportasi Dan Logistik Trisakti, East Jakarta, Indonesia Yana Tatiana Faculty of Management and Business, Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia Rita Zaharah Wan-Chik Department of Aviation Management, Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology, Kuala Lumpur, Malaysia Sarovah Widiawati Institut Transportasi Dan Logistik Trisakti, East Jakarta, Indonesia Özge Peksatici Yanikoglu Faculty of Aviation and Aeronautical Sciences, Ozyegin University, Istanbul, Turkey

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Editors and Contributors

Reshma Yousuf CLLB, Klang, Selangor, Malaysia Yuliantini Institut Transportasi Dan Logistik-Trisakti, Jakarta, Indonesia Fathien Azuien Yusriza Malaysian Institute of Aviation Technology (UniKL MIAT), Universiti Kuala Lumpur, Kuala Lumpur, Selangor, Malaysia; Politecnico di Torino (POLITO), Turin, Italy

List of Figures

Fig. 2.1 Fig. 3.1 Fig. 3.2 Fig. 3.3 Fig. 3.4 Fig. 3.5 Fig. 3.6 Fig. 3.7 Fig. 3.8 Fig. 3.9 Fig. 3.10 Fig. 3.11 Fig. 3.12 Fig. 3.13 Fig. 3.14 Fig. 4.1 Fig. 4.2 Fig. 4.3 Fig. 4.4

Studies by profession. (Source Developed by the authors, 2023) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Globalialogisticsnetwork, 2022 . . . . . . . . . . . . . . . . . . . . . . . . . . . Woman in logistics and transportation . . . . . . . . . . . . . . . . . . . . . . Technical skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Soft skill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hannah Kain (Founder of ALOM) . . . . . . . . . . . . . . . . . . . . . . . . Katherina-Olivia Lacey (co-founder and Chief Product Officer) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ana Bailey (leads a team of instructional designers and trainers) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ashley Yentz (supply chain progress) . . . . . . . . . . . . . . . . . . . . . . Deanna Macdonald (Develop maritime energy and blockchain solutions) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Michelle Kodrich (supply chain solutions) . . . . . . . . . . . . . . . . . . Judy R. Mcreynolds (Senior Vice President and CFO & Treasurer) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Kristin Decas (Directors of the Association of American Port Authorities (AAPA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Elaine Forbes (Waterfronts as a gateway to world-class cities) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Jare’Buckley—Cox (Director of Customer Service Operations for North America) . . . . . . . . . . . . . . . . . . . . . . . . . . . Balancing career and family. Source 2002 career patterns of women in logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . WiLAT survey summary 2013 and 2014. Source CILT WiLAT Skill Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Result from CILT WiLAT Hong Kong survey report 2018. Source WiLAT Hong Kong Survey 2018 . . . . . . . . . . . . . . . . . . . Women inclusion in the logistics sector. Source WiLAT Skill Survey Report 2022 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

17 39 39 40 40 41 41 41 42 42 43 43 44 44 45 53 56 57 59 xvii

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Fig. 4.5 Fig. 4.6 Fig. 5.1

Fig. 7.1 Fig. 8.1 Fig. 10.1 Fig. 11.1 Fig. 11.2 Fig. 11.3 Fig. 12.1 Fig. 13.1

Fig. 14.1 Fig. 14.2 Fig. 14.3 Fig. 14.4 Fig. 14.5 Fig. 14.6 Fig. 14.7 Fig. 14.8 Fig. 16.1 Fig. 17.1 Fig. 17.2 Fig. 17.3 Fig. 17.4

List of Figures

Logo for women in logistics and transport—career advancement program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Soft skill results. Source WiLAT Skill Survey Report 2022 . . . . . Captain Esther Gayatri. Source https://www.kompas.com/ parapuan/read/532657657/ini-perjalanan-esther-gayatriperempuan-pertama-yang-menjadi-kapten-pilot-uji-cobadi-indonesia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Percentage of women in the aviation workforce. Source Women in aviation: a workforce report 2021 . . . . . . . . . . . . . . . . Strategy to develop gender balance in air cargo industry (Source The authors) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Women representation in Asia Aviation Industry in India, Japan, and China . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Aviation career (Women in Aviation Advisory Board Report, 2022) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Women in aviation workforce (Lutte, 2021) . . . . . . . . . . . . . . . . . Major airlines with the most female pilots (Lutte, 2021) . . . . . . . Production volume of organic chemicals, India, 1000 metric tons, 2017–2021. Source Industry data . . . . . . . . . . . . . . . Comparison between female STEM and space-related careers graduates in EU and its comparison with world’s numbers (Lutte & Morrison, 2022) . . . . . . . . . . . . . . . . . . . . . . . . Women in leadership positions at airlines. Source IATA (2022a, 2022b) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Betty Crites Dillon. Source TM news . . . . . . . . . . . . . . . . . . . . . . Jane Garvey. Source Jim Wallace . . . . . . . . . . . . . . . . . . . . . . . . . . Angela Gittens. Source IATA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fang Liu. Source ICAO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Historical total women jobs in aviation during 2010–2020; left: pilot, right: non-pilot. Source FAA (2022) . . . . . . . . . . . . . . . Share of job type of women in aviation; left: pilot, right: non-pilot. Source FAA (2022) . . . . . . . . . . . . . . . . . . . . . . . . . . . . Diversity in the business delivers more profitability. Source (McKinsey, 2020) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Full range leadership models. Source Bass and Riggio (2006) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Career in aviation (Women Aviation Advisory Board Report, 2022) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Women in aviation sectors timeline (Lutte, 2021) . . . . . . . . . . . . Women in leadership position at airlines in 2021 (IATA, 2023a, 2023b) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Women unpaid household and care work spent time versus man (UN WOMEN, 2022) . . . . . . . . . . . . . . . . . . . . . . . . .

61 63

74 100 117 137 150 153 154 164

179 186 187 187 188 189 190 190 194 218 226 227 229 230

List of Tables

Table 1.1 Table 1.2 Table 2.1 Table 2.2 Table 3.1 Table 5.1 Table 7.1 Table 13.1 Table 13.2 Table 14.1

Proportion of woman in transport compared to the labor market (selected country and year) . . . . . . . . . . . . . . . . . . . . . . . Employment percentage in transport equation . . . . . . . . . . . . . . Review protocol steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . List of barriers against women underrepresentation . . . . . . . . . . US daily person-miles traveled and time spent driving by age and gender (1995) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Women pilot in 2017–2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Current statistic of women in aviation careers in USA . . . . . . . List of retrofits and upgrades available for aircraft before 2030 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . List of new technology 2020–2030 . . . . . . . . . . . . . . . . . . . . . . . Current women policymakers in the aviation sector . . . . . . . . .

8 8 15 22 30 73 102 176 177 193

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Part I

Introduction to Women in Logistics and Transport

Chapter 1

Women as Future Leader in Transportation Sector Sri Handayani, Euis Saribanon, and Yana Tatiana

Introduction Due to the economic recovery in the ASEAN and other regions, the function of transportation starts to connect again people, cultures, and businesses across the globe and strengthens socioeconomic development worldwide through externalities resulting in from passenger traffic and freight traffic (Global Aviation Gender Summit, 2019). Much evidence shows that women have provided physical care for their families and played an essential role during the Covid-19 Pandemic (UN Woman, 2022). Promoting women’s participation may be an effective tool in encouraging policy change on the ground and increasing women’s overall participation at the national and regional levels. Transportation is a derivative activity that creates and increases the degree of accessibility to the potential of natural resources and existing markets and also opens access to new markets (Nur et al., 2021). Transportation affects equity of opportunity because it provides access to education and employment. Progress in transportation sector will bring increased mobility of people, mobility of factors of production, and mobility of marketed processed products. However, mobility is seldom an end in itself; furthermore, the ultimate goal of most transport activity is accessibility, which then refers to people’s ability to reach desired services and activities (Litman, 2014). In general, the higher the mobility means the more productive. Today, Indonesian women are more likely to earn a bachelor’s degree than men, and based on Indonesian statistic data, women make up nearly 49.9% working as

S. Handayani (B) · E. Saribanon · Y. Tatiana Faculty of Management and Business, Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia e-mail: [email protected] E. Saribanon e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_1

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professionals, and in general, the percentage of woman holding managerial positions in 2022 is almost 33% covering all business fields in the Indonesian Business Field Standards Classification (KBLI) (Badan Pusat Statistik, 2022). In addition, the Gender Empowerment Index reached 76.26%. Since the transportation sector is the business sector that was experiencing the highest growth in 2022, which directly and indirectly will affect the level of women’s participation in future career and leadership paths. Many women remain outside the labor market in ASEAN countries. Proportion of women in employment compared to men in workforce based on ILOSTAT is as follows: Cambodia reaches 49%, Lao People’s Democratic Republic 48%, Vietnam 48%, Singapore 47%, Thailand 46%, Myanmar 41%, Indonesia 40%, Malaysia 39%, Brunei 39%, and Philippines 39% (UN Woman, 2022). According to the data, both Indonesian Statistic and ILO Statistic, there is still male domination in workforce in each country of ASEAN. A decent work for all, including for women, is very crucial. Women somehow have responsibility for the quality of the future generation because of their tendency for childcare and household, although they already join the workforce and have permanent jobs. Women usually do multitasking. Therefore, this chapter describes the opportunities and barriers facing by woman in the transport sector and also common features of work and the most concern transport workers and women leadership. Based on data and literature available will figure out the chance and opportunity for women to become future leaders in the transportation sector. Fast-changing work environment, implementation of automation, and rapid technological innovation in artificial intelligence and also Internet of Things, in the long run, result in fundamental change on many jobs in many sectors (Coursera, 2021a, 2021b). These also have significant influence to transport sector, particularly in the aviation industry (Seligson, 2019), sea and water transport industry, and also in land transport. It is happening now. In the medium-term development plan (RPJMN) 2005–2025 of Indonesia (National Development Planning Agency (Bappenas), 2020) (Badan Pusat Statistik, 2022), one of the goals of the development plan is to improve the quality of human resources including the role of woman in development, which is a part of the vision of Indonesian Government to realize the vision of Indonesia’s superior human being 2045. Gender mainstreaming is a strategy built for integrating gender into one integral dimension of planning, preparation, implementation, monitoring, and evaluation of national development policies and programs. In the worldwide context, the Sustainable Development Goals (SDGs) proclaimed by the United Nations also support fulfilling woman’s rights, realizing gender equality and justice as well as strengthening mainstreaming gender in development. There is a need of the policy options to enhance the opportunities and mitigate the barriers facing by woman in the transport sector, common features of work, and other issues that most concern transport workers (ILO, 2013). In Indonesia, 68% of people are willing to sacrifice salary, bonus, or promotion for greater well-being, mental health, and happiness (Page, 2022).

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The total population of Indonesia in 2022 was recorded at 274.20 million people and consists of 135.75 million women (49.50%) and 138, 45 million men (50.49%), with a predominance of the young population aged 10–14 years. In addition, based on data, the majority of Indonesia’s population is of productive age. The composition of the productive age population was 69.16 male and 69.08% female (Badan Pusat Statistik, 2022). In terms of education, the percentage of female population (71.28%) aged 7– 28 years who were still in schools was greater than the percentage of male population (69.43%) particularly those in tertiary institutions (Badan Pusat Statistik, 2022). This was also indicated by the ownership of higher education certificates owned by more women than men. However, the percentage of illiterate males aged 15 and over was lower than females in both urban and rural areas. Statistical data also noted that the marital status of the Indonesian population aged 10 years and over for married women was 59.79%, while for married men, it was only 58.35%. The contribution of the transportation sector in a country’s economy is quite important. In Indonesia, this sector has the highest growth in 2022 which approximately 19.87% and accounts for 5.02% of the National Gross Domestic Product (GDP) (Badan Pusat Statistik, 2023). The high growth of the transportation sector has the implications for career potential and employment opportunities. The demands for competence and skills that must be possessed to enter this sector are also getting higher. The competency system is structured based on studies in various countries which helps not only to plan, organize, but also to assess work in this field (Baran & Kłos, 2014). Therefore, the availability of skilled employees can support sector’s activity and growth. There were also efforts of global organizations and companies to attract, select, develop, and retain prime talent on global scale in the scope of global talent management (Cooke et al., 2020).

Workforce Area The quality of transportation affects people’s economic and social opportunities. Transport planning decisions usually affect economic development and employment rate which have distributional impacts. In aviation, both passenger and air freight traffics are very important to guarantee the airlines and airports experience the healthy growth in their operations (Handayani et al., 2021) (Margret, 2020). The increasing demand in aviation will open many job opportunities. In sea transport, one of important issues is related to port effectiveness and efficiency that also contribute to loading and unloading activities that support the smooth distribution of trade and goods. The more effective and efficient the port activities, the more trade and good distribution resulted and the more job opportunities available. In land transportation, both road and railway facilities and infrastructure also affect people’s economic activities and determine the movement of people and goods to their destination up to their last mile. Whether they go for work, for schools, for leisure, or for family business.

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Transport professionals are increasingly aware of the social dimension of transport (Hamilton et al., 2005). There is, however, still a fundamental lack of awareness of the gender-differentiated impact of transport policy and provision. Decent work is a promotion delivered by the International Labor Organization’s (ILO) Sectoral Policies Department. The vision of gender equality recognizes that not only as a basic human rights but also decent work for all women and men (ILO, 2013). It advocates the organization’s tripartite constituents that consist of government, employers, and workers to get involved in seizing future opportunities besides addressing challenges generally in economic and social sectors, including civil aviation sector (Seligson, 2019). The presentation of woman in transportations sector is of great importance that will arise a diversity standpoint, workforce, transportation capacity, global perspective, and male-dominated career fields to provide a basis for understanding the gender disparity in the sector (Sobieralski & Hubbard, 2019). However, the data is often not disaggregated by gender and makes it difficult to examine variations between different groups of women who participate in transportation workforce area. As women continue to seek new opportunities in this sector, the future of work demands continuous upskilling and reskilling. Previously, the transportation sector was said to be “gender neutral”; therefore, transportation policies were not in favor of woman (Magdalena & Danandjojo, 2016). Hamilton et al. (2005) had suggested that the transport sector was gender-biased, with the characteristics which are as follows: (1) the unequal constraints placed upon women’s take-up of employment and other opportunities by the organization of the transport system, (2) the scarcity of woman in central positions in the policymaking and planning of transport, and (3) the systematic failure to incorporate the choices of woman users in the consultation and planning of transport systems. In the use of transportation, there are several things that can differentiate women and men, and it is important that people involved in transport planning understand the issues (Litman, 2014). The need to address specifically the different needs of women and men determines the use of transportation among others social factors and economics, physical differences, power and vulnerability, and psychology (Hamilton et al., 2005). Transport, as all sector of economic activity, faces the same challenges with certain sector and sub-sector characteristics that need a deep analysis of its employment issues, including gender issues. Demographics, trend in transport, labor demand, availability of skills, working conditions, and technological change are six main drivers of change that effect employment in the transport sector significantly (Christidis et al., 2014). The growing demand may increase the pressure on a workforce and attract new employees with the needed skills given that the working conditions are perceived to be harder than in other sector, and female workers constitute a small minority. Jobs in transport are varying from wages, work autonomy, and the meaningfulness of work. Transport sector consists of land transport and transport via pipelines, water transport, air transport, warehousing, and support activities for transportation. The occupation ranges from supply, distribution, and related managers; pilot, captain, car, taxi, and van drivers; bus and tram drivers; heavy truck and lorry drivers; lifting truck operators; freight handlers; and other transport occupations.

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To know the current situation, labor map of the transport sector is needed to address issues such as (Christidis et al., 2014): (1) demographics of the transport professions to elaborate average age evolution and age distribution as well as woman participation in these group of professionals; (2) working conditions, as a proxy for the attractiveness of these professions in the context of the labor market, assessing the degree of a typical working hours in these occupations; and (3) educational background and level together with access to training in these professions. Transport occupation can be classified to ship and aircraft controllers and technicians, travel attendants, railway workers, vehicle driver, ship crews, freight handlers, and nontransport occupations. In aviation industry, there are some high skill and high-wage professions, namely aircraft pilots, aircraft mechanics, aerospace engineers, aircraft structure workers, and air traffic controllers (Hamilton et al., 2005). In reality, women are facing problem in taking up job opportunities related to demographics of the transport professions, working conditions, and educational background. Women usually have responsibility in the household to take care of their child, the care of older, sick or disables relatives, and also for domestic work. Therefore, women usually have different time use patterns and employment characteristics and experience fewer financial resources. All of these factor influences women times and preferences for work in this sector. Few women are employed in the sector except in travel service occupations such as travel agents, meanwhile the great majority of transport drivers and operatives and vehicle trades such as car mechanics are male. The nature of the working conditions namely night or weekend shifts or a typical working hours might make women taking into consideration when they decide to apply for the job. This condition representing women influence over decision-making process in transport sector and in transportrelated public bodies is very limited (Christidis et al., 2014). In general, female participation in transport occupations displays an increasing growth since the transport jobs offer on average higher wages that other economic sectors for low and medium skill levels. The comparative advantage of transport jobs in this aspect is expected to continue to grow in the future. However, all too often job quantity has not been matched by job quality. Detailed and accurate statistics on employment of women in transport sector are challenging to come by, particularly for specific transport modes such as maritime, ports, inland waterways, civil aviation, road, and railways. Moreover, trends in changing working conditions in transport result in from general economic trends and are comparable to other economic sector’s trend. Specific nature of transport activities might take specific policy intervention concerning mobile workers, working time, and education or certification system. The following table illustrates the available data indicating that women are massively under-represented in the transport sector, both in absolute sense and also in comparison to their participation in the national labor market of each country. Among the selected countries shown in Table 1.1, Singapore shows the highest percentage of woman in the labor market of 45.7%. In addition, the percentage of woman in transport, storage, and communication achieves 31.5%. The lowest percentage of woman in the labor market is Singapore. However, the lowest

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Table 1.1 Proportion of woman in transport compared to the labor market (selected country and year) Country

Year

Percentage of women in the labor market

Percentage of women in transport, storage, and communications

Brunei Darussalam

2003

29.7

24.5

Indonesia

2008

32.4

9.0

Malaysia

2008

37.8

18.9

Philippines

2008

37.8

9.5

Singapore

2008

45.7

31.5

Source International Labor Organization, Laborstat (ILO, 2013)

Table 1.2 Employment percentage in transport equation Country

Ship and aircraft controllers and technicians

Ship’s deck crews and related workers

Philippines

10.0

0.0

1.6

Thailand

10.8

7.5

19.9

Transport laborers and freight handlers

Source ILO Laborstat, Segregate (ILO, 2013)

percentage of women in transport, storage, and communications is Indonesia (9.0%) and Philippines (9.5%). Table 1.2 illustrates employment percentage of woman in transport occupations in Philippines and Thailand in 2000. The availability of data was very limited. Woman’s low participation in the transport sector mainly because of the working conditions (including the time and place of work) and gender stereotyping.

Woman Leadership Woman’s empowerment and gender equality are one of the agendas for Sustainable Development Goals (SGDs) that provide woman with equal access to decisionmaking power and leadership for the sake of their well-being and their contribution toward inclusiveness and shaping the country economy (UN Woman, 2022). This inclusiveness has impacts on generations, human development, family well-being, and the environment. In the ASEAN region, although it is more effort required to promote women roles in accelerating their contribution on productivity, there is an increasing recognition of the role of woman as leaders and agents of change. Women must often perform better than men in a male-dominated working environment. The way they treat themselves is just to “fit in” and be accepted and certainly if they want to progress and realize their career aspirations. The fact is that gender

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discrimination still prevails, and it needs further analysis and tool to guide government policymakers and other interested parties to attract younger woman into the transport sector.

Challenges and Opportunities Transport policy and provision has a huge impact on efforts to improve service delivery in the public sector and the economy. It also outlined a number of ways by which gender equality in transport can be more effectively promoted and more aware of the issues such as improving woman’s representation in senior positions, sharing and disseminating good practice; integrating transport and social policy; and introducing a public sector duty to promote gender equality (Hamilton et al., 2005). It is quite challenging to describe transport as a single labor market, since each mode and sub-sector in transportation have different conditions and different labor markets (Christidis et al., 2014). There are some common characteristics in the various sub-sectors of transport mainly as regards the mobile nature, the typical working hours, and the safety responsibilities, but the supply demand as for jobs is different. To describe the career cycle of woman in the transport sector, some of the barriers faced by women are imposed such as legal restriction that inhibit the working time of woman, notably night-work that automatically and effectively excludes them from many transport occupation than has to operate 24 h a day and 7 days a week. Not to mention, gender-specific is that defines men’s work or women’s work. Finally, barriers that affect both sexes are namely inadequate childcare provision. Acknowledgements This book chapter is structured as an implementation of higher education Tri Dharma that is carried out by research lecturers. This acknowledgment is addressed to the P3M Division of Trisakti Institute of Transportation and Logistics.

References Badan Pusat Statistik. (2022). Perempuan dan Laki-Laki di Indonesia 2022. 21(1), 1–9. https://www.bps.go.id/publication/2022/12/16/a37fb493455d772274cc2314/perempuandan-laki-laki-di-indonesia-2022.html Badan Pusat Statistik. (2023). Pertumbuhan Ekonomi Indonesia Triwulan IV-2022. www.bps.go.id, 13, 12. www.bps.go.id Baran, M., & Kłos, M. (2014). Competency models and the generational diversity of a company workforce. Economics and Sociology, 7(2), 209–217. https://doi.org/10.14254/2071-789X. 2014/7-2/17 Christidis, P., Cawood, E. N., Cusco, V. P., Vroonhof, P., Schoemaker, J., & Artuso, D. (2014). Employment , skills and working conditions in transport Third Main Title Line Third Line Policy summary of interim results. https://doi.org/10.2791/59838

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Cooke, F. L., Schuler, R., & Varma, A. (2020). Human resource management research and practice in Asia: Past, present and future. Human Resource Management Review, 30(4), 100778. https:/ /doi.org/10.1016/j.hrmr.2020.100778 Coursera. (2021a). Coursera-industry-skills-report-2021a. Cour. Coursera. (2021b). Global skill reports. European University Institute, 11(2), 2–5. https://eur-lex.eur opa.eu/legal-content/PT/TXT/PDF/?uri=CELEX:32016R0679&from=PT%0A, http://eur-lex. europa.eu/LexUriServ/LexUriServ.do?uri=CELEX:52012PC0011:pt:NOT Global Aviation Gender Summit. (2019). https://www.icao.int/sustainability/Documents/AVI ATION-BENEFITS-2017-web.pdfibid. 1, 1–17. Hamilton, K., Jenkins, L., Hodgson, F., & Turner, J. (2005). Promoting gender equality in transport. 34, 83. https://www.ssatp.org/sites/ssatp/files/publications/HTML/Gender-RG/Sourcedocume nts/TechnicalReports/GenderandTransport/TEGT2PromotinggenderequalityintransportUK2 005.pdf Handayani, S., Perwitasari, E. P., & Hermawan, M. A. (2021). The effect of financial ratio to financial distress mediated by profitability ratio in PT Angkasa Pura II (Persero). Jejak, 14(2), 398–414. https://doi.org/10.15294/jejak.v14i2.32023 ILO. (2013). Promoting the employment of women in the transport sector—Obstacles and policy options. International Labour Office Geneva (Issue 298). https://www.ilo.org/wcmsp5/groups/ public/---ed_dialogue/---sector/documents/publication/wcms_234880.pdf Litman, T. (2014). Evaluating transportation equity: Guidance for incorporating distributional impacts in transportation planning. Victoria Transport Policy Institute, Victoria, British …, 8(2), 50–65. http://scholar.google.com/scholar?hl=en&btnG=Search&q=intitle:Evaluating+Transp ortation+Equity+Guidance+For+Incorporating+Distributional+Impacts+in+Transportation+ Planning+by#2 Magdalena, M., & Danandjojo, I. (2016). Pengaruh gender Terhadap Persepsi Mengenai Fasilitas Jarak Berjalan Di Lokasi Penentuan Titik Simpul Kereta Api Dan Brt Di Bandar Udara Banjarbaru effect of gender to perception of walking distance facilities in determination integration location between. Journal Transportasi Multimoda, 14(03), 121–128. Margret, S. (2020). COVID-19 and the airport industry. April. https://assets.kpmg/content/dam/ kpmg/ru/pdf/2020/04/ru-en-covid-19-and-the-airport-industry.pdf National Development Planning Agency (Bappenas). (2020). Rpjmn 2020–2024. National MidTerm Development Plan 2020–2024, 313. https://www.bappenas.go.id/id/data-dan...dan.../ rpjmn-2015-2019/ Nur, N. K., Rangan, P. R., Mahyuddin, & Tumpu, H. H. M. (2021). Sistem transportasi. Yayasan Kita Menulis, 1(69). Page, M. (2022). Make 2022 the year of opportunity. In Talent trends 2022 the great X Indonesia. https://www.ptonline.com/articles/how-to-get-better-mfi-results Seligson, D. (2019). Women and aviation: Quality jobs, attraction and retention. International Labour Organization (331). Sobieralski, J., & Hubbard, S. (2019). Women in aviation: Identifying trends in industry and higher education. Navigating Careers in the Academy: Gender …, 2(2), 37–51. https://www.purdue. edu/butler/working-paper-series/docs/WPSFall2019Issue_final1.13.20.pdf#page=39 UN Woman. (2022). Women ’ S leadership in the Asean Region: Data Snapshot.

Sri Handayani is a permanent lecturer at the Postgraduate Program, Trisakti Institute of Transportation and Logistics, Jakarta, has a broad interest in Economics and Management as well as Transportation, Logistics, and Supply Chain Management, and is actively writing and conducting research. Euis Saribanon is a permanent lecturer at the Department of Management, Institute of Transportation and Logistics Trisakti, Jakarta, has a broad interest in Management, Transportation, and Logistics, and is actively writing and conducting research.

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Yana Tatiana is a permanent lecturer at the Postgraduate Program, Trisakti Institute of Transportation and Logistics, Jakarta, and has an interest in Development Economics, Statistics, and Regional Development Planning.

Chapter 2

A Systematic Literature Review Examining Factors that Hinder Women’s Involvement and Advancement in the Aviation Industry Özge Peksatici Yanikoglu, Sena Kılıç, and Hatice Küçükönal

Introduction The aviation industry has traditionally been male-dominated, with women facing significant barriers to their involvement and advancement in various roles (Bridges et al., 2020). Although many airlines, companies, and organizations have made significant efforts to promote gender diversity and inclusion, progress has been slow. The International Civil Aviation Organization (ICAO) designed the “Air Transport Gender Equality Initiative” to offer helpful support to governments in tackling the issue of gender imbalance in personnel planning and training within the aviation industry (ICAO, 2023). The International Air Transport Association (IATA) created the 25 by 2025 initiative to increase awareness of the lack of female representation in the aviation industry and promote gender balance (IATA, 2023). Despite some progress, women continue to be significantly underrepresented in aviation (Lutte, 2019). Numerous studies have been carried out on women in the aviation industry, with some specifically examining the obstacles faced by female aviators across various occupations and countries. To facilitate a more comprehensive understanding, it is crucial to consolidate the common findings into a single document. Such a source would serve as a valuable guideline for aviation industry professionals seeking to promote gender equity. In addition, it could assist scholars who intend to conduct future studies on the subject in identifying research gaps.

Ö. P. Yanikoglu · S. Kılıç · H. Küçükönal (B) Faculty of Aviation and Aeronautical Sciences, Ozyegin University, Istanbul, Turkey e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_2

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Consequently, the aim of this chapter is to conduct a systematic literature review to examine the factors that hinder women’s involvement and advancement in the aviation industry, drawing upon existing research and literature in the field. By synthesizing this information, this chapter seeks to provide a comprehensive overview of the key challenges women face in aviation and identify potential strategies for promoting greater gender diversity and equity in the industry. The study provides insights and recommendations to help aviation companies, policymakers, and other stakeholders create more inclusive and equitable workplaces. By consolidating the latest research and knowledge on this vital topic, the chapter will also be a valuable resource for researchers seeking to address the challenges women face in aviation.

Methodology This study employs a systematic literature review methodology to analyze and evaluate factors that hinder women’s involvement and advancement in the aviation industry. A systematic review is a comprehensive and thorough examination of literature that utilizes a defined methodology to minimize bias and ensure all relevant studies are identified, evaluated, and consolidated to provide a complete understanding of the subject (Aromataris & Pearson, 2014). Xiao and Watson (2019) identified eight critical stages in conducting a literature review. For this research, their model was selected as the preferred methodology, and the following steps will explain how it was applied.

Step 1. Defining the Research Problem Defining the research problem includes determining which studies to include, selecting the data collection and synthesis methods, and presenting the results to address the research questions (Wright et al., 2007). This study identified the research problem as the underrepresentation of women in the aviation industry.

Step 2. Establishing the Review Protocol A review protocol is essential for ensuring the quality of the review and enables other researchers to replicate and verify the study. It outlines various aspects of the review, such as research objectives, inclusion and exclusion criteria, search and evaluation criteria, and reporting methods for findings (Gomersall et al., 2015). This research’s review protocol is illustrated in Table 2.1.

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Table 2.1 Review protocol steps Research question

What factors hinder women’s involvement and advancement in the aviation industry?

Inclusion criteria

• Original research articles • Published in English • Focused on the underrepresentation of women

Search strategies

• Electronic academic databases • Keywords: aviation, air transport, airlines, women, gender • Search dates: January 1, 2000, to December 31, 2022

Paper selection

Full-text articles will be assessed for eligibility based on inclusion or extraction criteria

Data analysis

The gathered information will be condensed and presented in narrative format

Limitations

The limitations of the review will be recognized and discussed in the conclusion section

Reporting of results

The results of the systematic literature review will be reported in a structured format

Source Developed by the authors, 2023

Step 3. Searching for Literature To ensure a comprehensive review, it is crucial to perform a thorough and wellorganized search for relevant and reliable literature (Elliott et al., 2017). In this study, we searched databases for relevant studies and then examined the references cited in those papers, as well as all the studies that had cited them, to ensure a complete and accurate review.

Step 4. Filtering the Literature To ensure a thorough analysis, researchers must carefully evaluate the relevance of each paper in their reference list. This typically involves screening abstracts before conducting a full-text review. In this study, the researchers conducted thorough reviews of relevant literature and compiled comprehensive lists of papers that were included and excluded for further analysis (Kitchenham & Charters, 2007).

Step 5. Evaluating the Quality The next step involves retrieving their full texts for quality evaluation. This stage serves as a more advanced filter for the papers and is the final step in the analysis

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preparation process (Ludvigsen et al., 2016). After conducting a thorough examination of the full texts, the papers that are deemed suitable for this study were identified.

Step 6. Extracting Information This step involves systematically collecting and analyzing information from each paper to address the research question in a reliable and transparent manner, minimizing bias and enhancing accuracy (Onwuegbuzie et al., 2012). In this study, the required information was gathered through a careful review of each paper, with verification by multiple reviewers to increase reliability and minimize bias.

Step 7. Data Analysis Upon completing the data extraction process, the reviewer must organize the data according to the selected review type. The presentation usually involves a combination of tables, charts, and textual explanations. In the current study, the relevant parts of each paper were categorized under the same themes and presented in a tabular format.

Step 8. Reporting the Results For literature reviews to be credible and reproducible, it is essential to record and document the process of conducting a systematic literature review (Okoli & Schabram, 2010). To achieve this objective, the present study provides a detailed description of the methodology and results.

Findings Through the process, we identified 21 studies, which are summarized in Fig. 2.1 according to the profession. Most of these studies explore the overall representation of women in the aviation industry rather than focusing on a specific profession. Among the studies that target a particular profession, the majority center on the role of pilots.

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10 9 8 7 6 5 4 3 2 1 0 General

Pilot

Aircraft Mechanics

Leadership & Management roles

Aviation and Aerospace Education

Fig. 2.1 Studies by profession. (Source Developed by the authors, 2023)

Summary of the Studies Below is a summary of the studies organized chronologically by profession.

Studies on Women in the Pilot Profession One of the very early studies on women pilots was conducted by Davey and Davidson (2000), who investigated challenges faced by female pilots in an airline company located in Europe. The findings revealed that women pilots confronted sexist behavior from male colleagues and passengers and felt pressure to prove themselves due to gender-based prejudice. They also had to adapt to masculine values and were hesitant to report gender-related issues to management to avoid being labeled as problematic. Neal-Smith and Cockburn (2009) investigated the perspectives of female commercial pilots and their interactions with male colleagues and management in the UK. They conducted interviews with 20 female commercial pilots and surveyed 445 commercial pilots. The results indicated that female pilots faced challenges due to the perceived differences from their male peers and the expectation to conform to maledominated work culture. In addition, there was a lack of gender sensitivity within the airline industry and insufficient representation of female commercial pilots. In their study, Germain et al. (2012) sought to understand the factors that encourage and discourage women from pursuing a career as a pilot. The research gathered data from 296 male and female flight instructors and pilots in the USA. The study found that female students were not accepted by male instructors and lacked social support from the training organizations. In addition, women struggled with self-confidence and were isolated due to the absence of female role models and mentors. They were also subjected to harmful gender stereotypical assumptions about their abilities.

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McCarthy et al. (2015) conducted research to identify barriers that prevent women from entering the field. The research involved ten in-person interviews with commercial flight crew in the UK. The findings confirmed that women pilots face several challenges and biases. Participants stated that the cost and the perception of piloting as a male-oriented field discourage women from pursuing a career as pilots. In addition, participants believed that women needed to adjust their behavior to fit into a masculine work environment. It was also discovered that women felt intense pressure to prove their worth. The research also revealed passengers’ negative attitudes toward female pilots. Opengart and Ison (2016) conducted a study on the experiences of female commercial and corporate pilots in the USA and Canada, with the aim of providing recommendations for the recruitment and retention of more women in the field. The study involved 61 surveys and ten interviews, which explored the participants’ perceptions of barriers to success, factors that contributed to job satisfaction and dissatisfaction, ways to increase the retention of women in the field, reasons for their attraction to the field, and suggestions for attracting more women. The findings revealed that female pilots face significant obstacles in their career paths. These obstacles include discomfort and alienation caused by male pilots, challenges in maintaining work-life balance, difficulty envisioning themselves as a good fit for the aerospace industry, a lack of role models, limited access to affordable training, and inadequate support during training and in the workplace. Thatchatham and Peetawan (2020) studied the views of male and female students and line pilots on the issue of gender stereotypes in the Thai aviation industry. They used a mixed methodology, combining a questionnaire with semi-structured interviews. The results showed that gender prejudice remains a problem in the industry, causing female pilots to prove their capabilities and skills during training and on the job. Participants agreed that the field of piloting is dominated by. Half of the female student pilot participants reported experiencing sexist comments from male pilot students and male instructors. In addition, participants agreed that gender differences in training still exist. Yanikoglu et al. (2020) examined the gender-related career difficulties faced by female pilots in Turkey. The researchers used semi-structured interviews with ten female flight crew to gather information. The findings showed that female pilots encounter gender prejudice from male colleagues, primarily influenced by societal gender stereotypes that view the profession as more suitable for men. Secondly, they experienced gender discrimination in the workplace and were mistreated compared to their male counterparts. Thirdly, they felt they had to hide their feminine traits and adopt a more masculine demeanor to be accepted by male colleagues, causing stress. Lastly, the results showed that female pilots struggled to balance work and family life. Marintseva et al. (2022) investigated the critical factors contributing to the low number of women in pilot training programs. The researchers conducted a qualitative study through in-depth interviews with nine female pilots from Europe, Australia, and the UK. The results indicated that there was gender inequality in pilot hiring. The study also found that a lack of female role models in aviation, cultural sexism,

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and a lack of support from male peers and passengers continued to prevent women from pursuing a career as a pilot. Other factors were sexual harassment, hiring and performance evaluation discrimination, and the gender wage gap. A study conducted by McCarthy et al. (2022) presented the results of a study conducted in UK flight training organizations to explore female cadets’ experiences. Seventeen in-depth interviews were conducted with male and female cadets. The research verified that male-dominated settings are seldom inclusive of women and that the culture in flight schools causes tension between women’s gender and professional identities. The female cadets mentioned several problems, including feeling stressed about performing well and being noticed for their gender rather than their accomplishments. Some women also felt socially separated from male pilots and reported that male instructors and cadets struggle to adapt to female trainees.

Studies on Women in the Aircraft Mechanics Profession Only one study by Newcomer et al. (2018) aimed to explore men’s and women’s perspectives regarding women in the aircraft maintenance field. Five hundred eightyseven men and four hundred thirty-one women participated in an eight-question survey. The results showed that women avoid the aircraft maintenance field because they are not socially accepted in non-traditional roles.

Studies on Women in Management and Leadership Positions Amaugo (2022) examined the representation and advancement of women in leadership positions in the UK aviation industry, with a specific focus on airports. Data was collected from the fifteen busiest airports in the UK. Of the one hundred fifteen executive leaders employed by these airports in 2021, only twenty-one were women. Three were led by a woman, while four had no women on their Executive Committees.

Studies on Women in Aviation in General Sobieralski and Hubbard (2019) provided aviation workforce and women-to-men earnings ratio statistics in the USA between 2000 and 2018. The study also provided statistics on the women’s trends in air transportation-related program enrollment in higher education. The authors then discussed the barriers for women in aviation, including gender norms, gender bias, and the perception of a glass ceiling. Another study conducted by Ferla and Graham (2019) identified the causes of female underrepresentation in the commercial aviation industry and the strategies to recruit and retain them. The research consisted of five in-depth interviews and a

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review of the corporate social responsibility programs of airlines. The researchers argued that because commercial aviation is still viewed as a male-dominated field due to societal and cultural gender biases and roles, women are underrepresented and face various challenges. Examples of challenges were a male-dominated training and work environment, sexist stereotypes, pay gap, sexual harassment, and work-life imbalance. Additionally, the study discovered that women were not well-represented in Science, Technology, Engineering, Mathematics (STEM) education and professions due to insufficient encouragement. Harvey et al. (2019) looked at income, employment, and work insecurity in the aviation industry. The study surveyed 2315 European aviation industry workers. Income security refers to having a minimum wage and social security systems. Employment security means that workers are protected from unjustified termination. Work security pertains to the nature of the work and the hours required. The data supported the notion that female workers in the industry experience a widespread perception of employment, work, and income insecurity. Morrison (2021) highlighted that there were still underrepresented groups of individuals in the aviation industry, and the outreach and recruitment of those groups were critical to creating a more diverse, inclusive, and equitable aviation industry. Smith et al. (2021) aimed to uncover potential biases rooted in gender in airline cultures. They analyzed ten websites and eighteen organizational documents. The study found that certain traits, abilities, and expectations were associated with larger societal and cultural narratives that determine which gender is considered most suitable to become a pilot. In addition, it was revealed that airlines’ understanding of gender imbalance mostly centered on piloting and leadership roles. The study also showed that binary gender distinctions persisted at the organizational level, contributing to gender-based segregation in airlines. In 2022, Singh et al. researched the effects of workplace challenges on women’s career progress in the Indian aviation sector. Five hundred sixty-two female employees responded to the survey. The results showed that women’s job anxiety levels greatly impacted their professional advancement. Additionally, the study found that women experienced high stress due to high job demands, company restructuring, lack of managerial support, and the struggle to balance work and family responsibilities. Douglas (2022) explored the challenges that female pilots face in the aviation industry, including stereotypes, prejudice, and discrimination, and how they impact their resilience. Employee resilience involves developing coping strategies to handle difficult and disruptive circumstances, including organizational and structural barriers faced by gender minorities in the aviation industry. The study discussed that it is crucial to focus on employee resilience, which is shaped by personal and workplace resources. Mouton and Morrison (2022) summarized barriers impeding female participation through a literature review of over seventy publications. The non-inclusive culture was the most cited barrier impacting female aviators’ careers. Recruitment barriers were the lack of awareness of aviation careers, cost of entry, and access to opportunities. Training and performance barriers included pressure to prove competence and

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suitability for the career, along with uniforms and work environments tailored exclusively for men. Retention barriers included implicit gender bias and discrimination, career path rigidity, and work-life balance. Lutte and Morrison (2022) examined the factors that influence the recruitment and retention of women in a broad array of aviation occupations. A mixed-method approach was used in which the authors utilized both closed-ended and open-ended surveys. A total of 1323 survey responses were submitted by women. About 38.2% of women replied that they had considered leaving the aviation industry. Twenty-four factors that negatively or positively influenced the decision to remain in aviation were identified. Negative factors included the cost of entry, the perceived existence of a hostile “good old boy network” culture, perceived work-life balance, and lack of support from high school counselors.

Studies on Women in Aviation and Aerospace Education Ison (2010) evaluated women’s participation trends in postsecondary aviation programs in the USA at the student and faculty levels. Data was collected via the integrated postsecondary education data system between 1997 and 2007. The study pointed out that the level of involvement of women in aviation higher education in recent years had shown no significant improvement. Marete et al. (2022) conducted a study to identify scholarly literature on gender imbalance in collegiate aviation and aerospace education. They reviewed 22 scholarly journal articles published between 2004 and 2020. The findings revealed that lack of organized mentorship, role models, networking opportunities, and challenges in recruitment and retention and outreach programs of female students were among the areas that needed more attention to bridge the gender gap in collegiate aviation programs. Other themes included a lack of diversity in STEM education, persisting gender stereotypes and masculine culture in traditionally male-dominated fields, and the misconception that aviation and aerospace careers are for men only.

Summary of Factors Hindering women’s Involvement and Advancement in the Aviation Industry After analyzing the recommendations of the studies reviewed, Table 2.2 presents a comprehensive list of factors that impede the participation and progress of women in the aviation industry.

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Table 2.2 List of barriers against women underrepresentation Social barriers Family/life/work balance due to women conventionally taking on responsibility for the majority of domestic duties and childcare Gendered stereotypes in society consider the occupation to be more suitable for men than women High cost of entry and access to opportunities Lack of visible female role models for young girls and women in aviation Lack of encouragement of young women to pursue STEM and aviation education and careers (e.g., lack of support from high school counselors) Lack of familiarity and awareness of the career and vocational interest which develops during early childhood Lack of women in aviation visibility in media and popular culture Lack of family and social support Organization and industry-related barriers Increased sense of pressure to conform to traditionally masculine values and practices, suppress their female traits, and show masculine behavior Mismatch between their perceived roles and actual job responsibilities Insufficient representation of female commercial pilot High visibility and immense stress to prove their worth and suitability for the career due to gender-based prejudice and stereotypes Facing sexual harassment (e.g., sexist jokes, insulting comments, and aggressive behavior from colleagues and passengers) Male-dominated training and working environment, “good old boy network” Lack of acceptance from male peers and passengers and non-inclusive culture Gender discrimination in wage gap Gender discrimination in hiring and performance evaluation Having lack of confidence Lack of gender awareness within the airline. The focus is primarily on prestigious roles (e.g., pilot and leadership) Lack of organized mentorship physical work environment (e.g., uniforms, equipment, cockpit) designed only for men Lack of managerial assistance and support from organizations Career path rigidity Gender binaries influence the division of labor in the aviation industry (e.g., cabin attendant as woman, flight attendant as man) Glass ceiling Source Developed by the authors, 2023

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Recommendations Studies have proposed several recommendations for the aviation industry to address gender inequality. The most critical recommendation is having women role models and establishing a mentoring program (Amaugo, 2022; Ferla & Graham, 2019; NealSmith and Cockburn, 2009; Opengart & Ison, 2016). Mentoring plays a vital role in supporting the career advancement of women pilots, and it can help break down the gender bias that often casts doubt on the viability of aviation as a career for women (Germain et al., 2012; McCarthy et al., 2015, 2022; Yanikoglu et al., 2020). Especially online mentoring platforms can help to overcome boundaries and enable more women to receive mentoring support (Durbin et al., 2022). Expanding the availability of role models can be an effective strategy for encouraging young women to consider a career in aviation. Role models can share their knowledge, skills, and experience with women, providing them with valuable support, motivation, and empowerment (Amaugo, 2022; Ferla & Graham, 2019; Neal-Smith and Cockburn, 2009; Opengart & Ison, 2016). To increase gender diversity in the aviation industry, efforts must be made to educate women and girls about career opportunities in aviation. To achieve it, airline representatives can visit schools and universities, and provide financial assistance for aviation education. There should be a collaborative effort among schools, universities, flight training institutions, and airlines to raise public awareness of pilot training and career prospects for young women (Davey & Davidson, 2000; Ferla & Graham, 2019; Ison, 2010; Marete et al., 2022; McCarthy et al., 2015; Mouton & Morrison, 2022; Newcomer et al., 2018; Yanikoglu et al., 2020). To encourage young women’s interest in aviation, it is recommended to provide them with guidance on relevant academic programs to pursue (McCarthy et al., 2015; Opengart & Ison, 2016), as well as offer internships, scholarships, and targeted marketing campaigns (Newcomer et al.). Career counseling and guidance should include information on financial sources for training, parental leave policies, and return-to-career options (Marintseva et al., 2022; McCarthy et al., 2022; Mouton & Morrison, 2022; Opengart & Ison, 2016). Organizations should also pay attention to communication tools. For example, the masculine image of pilots should be avoided in recruitment brochures. Instead, airlines and flight training organizations can showcase the success stories of female pilots (Davey & Davidson, 2000; Mouton & Morrison, 2022). What is more, gender equality in the airline industry should not solely concentrate on promoting women to prestigious roles such as pilots and leadership positions (Germain et al., 2012). Airlines must broaden their focus and acknowledge that gender equity requires addressing the situation at every industry level (Smith et al., 2021). To bridge the current gender gap in aviation education, all stakeholders should take measures to eliminate gender stereotyping and promote a positive culture where female students feel welcome (Marete et al., 2022; Opengart & Ison, 2016). Diverse coursework can be incorporated into training to address potential gender differences/ preferences in learning material. Instructors need to be aware of gender differences in learning and customize their approach to best suit the needs of the individual

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(McCarthy et al., 2015; Mouton & Morrison, 2022). In addition, a certain number of female cadets should be accepted to each program (Mouton & Morrison, 2022). To address gender-based challenges in the aviation industry, another recommendation is to incorporate gender issues into CRM training to address gender bias and harassment (Davey & Davidson, 2000; Neal-Smith and Cockburn, 2009; Yanikoglu et al., 2020). In addition, training on harassment must be provided to all employees (Davey & Davidson, 2000). Moreover, high-level managers should be appointed to handle harassment cases. Additionally, confidential reporting systems backed up with effective reward and punishment measures should be developed to address discrimination and harassment from employees or passengers (Amaugo, 2022; Ferla & Graham, 2019; Yanikoglu et al., 2020). Gender equality requires fostering a positive and supportive environment where women’s voices are heard and they have equal career opportunities as their male counterparts (Ferla & Graham, 2019). Organizations must provide tools and resources for career planning and development, family planning, transparent performance evaluations, and talent identification programs (Amaugo, 2022; Marintseva et al., 2022; Opengart & Ison, 2016). In addition, key factors that influence women’s career decisions should be addressed, and recruitment and retention strategies should be tailored accordingly (Ison, 2010; Lutte and Morrison, 2022; Morrison, 2021; Mouton & Morrison, 2022). Moreover, organizations should create a supportive work environment to enhance employee resilience through social support from colleagues and supervisors, constructive feedback, elimination of structural barriers, and a positive organizational culture (Douglas, 2022). Efforts should also be made to increase the number of women in leadership positions and to provide them with the necessary support and resources to succeed (Germain et al., 2012; Yanikoglu et al., 2020). Family-supportive policies, such as flexible scheduling and paid family leave, are needed to support women’s career progression (Opengart & Ison, 2016). In recruitment processes, organizations can avoid using biodata forms, height requirements, high-grade requirements in math and physics, and intelligence tests that may discriminate against certain groups. Instead, airlines should look for alternative tests and stay alert to the chance of prejudice. In addition, recruiters should create a detailed job description to minimize unconscious biases or prejudices. Moreover, companies should consider adding a diverse group of trained recruiters to avoid stereotypes and prejudices (Davey & Davidson, 2000). Implementing training programs can increase awareness among human resources practitioners and their organizations about the challenges women encounter (Germain et al., 2012; Mouton & Morrison, 2022; Neal-Smith and Cockburn, 2009; Smith et al., 2021). Lastly, companies need to develop an effective diversity, equity, and inclusion (DEI) strategy and communicate their commitment to all stakeholders. Progress should also be tracked through accountability measures and metrics (Amaugo, 2022; Germain et al., 2012).

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Conclusion By synthesizing the existing research and literature in the field, this chapter provided a detailed overview of the key challenges women encounter in aviation and suggested potential strategies for promoting gender diversity and equity in the industry. Furthermore, the study offered recommendations and insights to help aviation companies, policymakers, and other stakeholders build more inclusive and equitable workplaces. The chapter consolidated the most recent research and knowledge on this critical topic, making it a valuable resource for researchers who wish to understand and address the challenges faced by women in aviation. Considering the findings, more comprehensive and enhanced statistics on the demographic composition of the aviation workforce are needed to understand the trends in the representation of women and underrepresented groups in the industry and assess the effectiveness of initiatives aimed at increasing aviation diversity. In addition, to gain a better understanding of the factors that contribute to gender differences in the aviation industry, more qualitative studies such as focus groups, surveys, and interviews with individuals are recommended. However, these studies and statistics should not solely focus on pilot roles but include all occupations in the industry, including maintenance technicians, aerospace engineers, dispatchers, airport managers, air traffic controllers, and leadership positions. Efforts to promote women’s representation in aviation should prioritize the development of projects aimed at eliminating the identified barriers. It is also crucial to recognize and address the value of women’s contributions in areas where they make up a significant proportion of the workforce, such as flight attendants. In addition, cultural practices and norms that undervalue and marginalize women’s contributions in these areas must be examined and modified.

References Amaugo, A. (2022). Examining the culture of women in aviation leadership: A case of UK airports. In T. Wright, L. Budd & S. Ison (Eds.), Women, work and transport (Transport and sustainability), (Vol. 16, pp. 189–206). Emerald Publishing Limited. Aromataris, E., & Pearson, A. (2014). The systematic review: An overview. AJN the American Journal of Nursing, 114(3), 53–58. Bridges, D., Wulff, E., Bamberry, L., Krivokapic-Skoko, B., & Jenkins, S. (2020). Negotiating gender in the male-dominated skilled trades: A systematic literature review. Construction Management and Economics, 38(10), 894–916. Davey, C. L., & Davidson, M. J. (2000). The right of passage? The experiences of female pilots in commercial aviation. Feminism & Psychology, 10(2), 195–225. Douglas, S. (2022). Fostering women’s resilience in the aviation sector. In T. Wright, L. Budd & S. Ison (Eds.), Women, work and transport (Transport and sustainability), (Vol. 16, pp. 207–225). Emerald Publishing Limited.

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Durbin, S., Lopes, A., Warren, S., & Milne, J. (2022). Relational mentoring in the aviation and aerospace industry: Meeting women’s needs through the Alta mentoring scheme. In T. Wright, L. Budd & S. Ison (Eds.), Women, work and transport (Transport and sustainability), (Vol. 16, pp. 169–187). Emerald Publishing Limited. Elliott, J. H., Synnot, A., Turner, T., Simmonds, M., Akl, E. A., McDonald, S., Pearson, L. et al. (2017). Living systematic review: 1. Introduction—the why, what, when, and how. Journal of clinical epidemiology, 91, 23–30. Ferla, M., & Graham, A. (2019). Women slowly taking off: An investigation into female underrepresentation in commercial aviation. Research in Transportation Business & Management, 31, 100378. Germain, M. L., Herzog, M. J. R., & Hamilton, P. R. (2012). Women employed in male-dominated industries: Lessons learned from female aircraft pilots, pilots-in-training and mixed-gender flight instructors. Human Resource Development International, 15(4), 435–453. Gomersall, J. S., Jadotte, Y. T., Xue, Y., Lockwood, S., Riddle, D., & Preda, A. (2015). Conducting systematic reviews of economic evaluations. JBI Evidence Implementation, 13(3), 170–178. Harvey, G., Finniear, J., & Greedharry, M. (2019). Women in aviation: A study of insecurity. Research in Transportation Business & Management, 31, 100366. IATA. (2023). 25by2025—Advancing gender balance by 2025. Retrieved from https://www.iata. org/en/about/our-commitment/25-by-2025/ Ison, D. C. (2010). The future of women in aviation: Trends in participation in postsecondary aviation education. Journal of Aviation/Aerospace Education & Research, 19(3), 27–40. ICAO. (2023). The air transport gender equality initiative. Retrieved from https://www.icao.int/sus tainability/Documents/Air%20Transport%20Gender%20Equality.pdf Kitchenham, B., & Charters, S. (2007). Guidelines for performing systematic literature reviews in software engineering version 2.3. Engineering, 45(4ve), 1051. Ludvigsen, M. S., Hall, E. O., Meyer, G., Fegran, L., Aagaard, H., & Uhrenfeldt, L. (2016). Using Sandelowski and Barroso’s meta-synthesis method in advancing qualitative evidence. Qualitative Health Research, 26(3), 320–329. Lutte, R. K., & Morrison, S. M. (2022). “You’ll never really be one of Us”: Women’s underrepresentation in the aviation workforce. Journal of Aviation/Aerospace Education & Research, 31(2), 6. Lutte, R. K. (2019). Women in aviation: A workforce report. Institute Faculty Publications. 6. Marete, C., Zakharov, W., & Mendonca, F. A. C. (2022). A systematic literature review examining the gender gap in collegiate aviation and aerospace education. The Collegiate Aviation Review International, 40(1). Marintseva, K., Mahanecs, A., Pandey, M., & Wilson, N. (2022). Factors influencing low female representation in pilot training recruitment. Transport Policy, 115, 141–151. McCarthy, F., Budd, L., & Ison, S. (2015). Gender on the flightdeck: Experiences of women commercial airline pilots in the UK. Journal of Air Transport Management, 47, 32–38. McCarthy, F., Budd, L. & Ison, S. (2022). Negotiating personal and professional identities in the workplace: The case of women Ab Initio Airline Pilots. In T. Wright, L. Budd & S. Ison (Eds.), Women, work and transport (Transport and sustainability), (Vol. 16, pp. 157–168). Emerald Publishing Limited. Morrison, S. M. (2021). Moving beyond representation: Reimagining diversity and inclusion efforts in the aviation industry. The Collegiate Aviation Review International, 39(1). Mouton, A. N., & Morrison, B. J. (2022). Literature review of barriers impacting female underrepresentation in commercial and military aviation. Air Education Training Command, Studies and Analysis Squadron. Retrieved from https://apps.dtic.mil/sti/citations/AD1168801 Neal-Smith, S., & Cockburn, T. (2009). Cultural sexism in the UK airline industry. International Journal, 24(1), 32–45. Newcomer, J. M., Clark, P. J., Button, D. K., & Weiland, L. V. (2018). Gender diversity in aircraft maintenance: A cross-sectional triangulation of male perspectives. Journal of Gender Studies, 27(5), 509–521.

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Okoli, C., & Schabram, K. (2010). A guide to conducting a systematic literature review of information systems research. Communications of the Association for Information Systems, 37. Onwuegbuzie, A. J., Leech, N. L., & Collins, K. M. (2012). Qualitative analysis techniques for the review of the literature. Qualitative Report, 17, 56. Opengart, R., & Ison, D. (2016). A strategy for alleviating aviation shortages through the recruitment of women. International Journal of Aviation Management, 3(2–3), 200–219. Singh, P., Saharan, T., & Bhat, M. Y. (2022). Does workplace issues influence women career progression? A case of Indian airline industry. Research in Transportation Business & Management, 43, 100699. Smith, W. E., Cohen, S., Kimbu, A. N., & de Jong, A. (2021). Reshaping gender in airline employment. Annals of Tourism Research, 89, 103221. Sobieralski, J., & Hubbard, S. (2019). Women in aviation: Identifying trends in industry and higher education. Navigating Careers in the Academy: Gender, Race, and Class, 2(2), 37–51. Thatchatham, C., & Peetawan, W. (2020). An exploration on pilots’ and student pilots’ perspectives towards the gender Bias in Thai aviation industry. Multidisciplinary Digital Publishing Institute Proceedings, 39(1), 24. Wright, R. W., Brand, R. A., Dunn, W., & Spindler, K. P. (2007). How to write a systematic review. Clinical Orthopaedics and Related Research, 1976–2007(455), 23–29. Xiao, Y., & Watson, M. (2019). Guidance on conducting a systematic literature review. Journal of Planning Education and Research, 39(1), 93–112. Yanıko˘glu, Ö., Kılıç, S., & Küçükönal, H. (2020). Gender in the cockpit: Challenges faced by female airline pilots. Journal of Air Transport Management, 86, 101823.

Özge Peksatici Yanikoglu received her bachelor’s in Business Administration from Istanbul University in 2007. She obtained her first master’s degree in Marketing from Bahçe¸sehir University in 2010. After submitting her thesis on “Competitive Strategies of Airline Companies Operating in Turkish Domestic Aviation Market”, she started to work for Onur Air as a management trainee. She was assigned to work at various departments within the company including Ground Operations, OCC, Flight Ops, Maintenance, and Technical Departments in order to broaden the understanding of the airline business. She also has work experience in the area of banking and foreign trade. As a total, she has more than 5 years of industry experience. She received an MSc degree in Air Transport Management from Cranfield University in 2013 and received her Ph.D. title in Management and Organization from Marmara University in 2019. Her main research area includes management, strategy, organizational behavior and aviation management. Her goal is to pursue an academic career in aviation while partly working in the airline industry in order to combine theoretical knowledge with practical experience and contribute to the development of Turkish Aviation Industry. Sena Kılıç received her bachelor’s degree in Aviation Management with honor from Ozyegin University/Faculty of Aviation and Aeronautical Science in 2016. During her undergraduate education, she has been in TAV Operation Center at Istanbul Ataturk Airport as a trainee and also attended courses in University of Information Technology and Management in Rzeszow, Poland, with Student Exchange Program. Then, she completed her master’s degree in Istanbul Technical University, Institute of Social Sciences, Department of Business Administration. She is currently a PhD candidate at Yıldız Technical University. Hatice Küçükönal received her bachelor’s degree in English Language Teaching from Anadolu University Faculty of Education in 1983. She obtained her master’s degrees in Teaching English as a Foreign Language (TEFL) from Bilkent University and in Aviation Management from Anadolu University Graduate School of Social Sciences in 1989 and in 1998, respectively. She completed

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her PhD degree in Aviation Management in 2001, following which she was appointed as an assistant professor. In addition to serving as a faculty member at the School of Civil Aviation, Dr. Küçükönal also worked as a deputy director from 2003 to 2008. Her main research interests include air transportation management, airport operations, airport security, airport planning, and management. Dr. Küçükönal also has conference proceedings presented and published in national and international conferences as well as articles published in both refereed and non-refereed journals. She also served as an advisory and scientific board member in aviation symposiums held in Turkey and worked as a researcher in two research projects sponsored and published within the scope of TUBITAK and Anadolu University Scientific Research Projects. Besides her academic studies, Dr. Küçükönal also worked as a member of the working committee under the Special Expertise Commission on Air Transportation for the 8th and 9th Development Plan of the State Planning Organization and as a member of the working committee founded by the Directorate General of Civil Aviation under the Ministry of Transportation and Communication for the preparation of reports for the 2004 Economy Congress of Turkey. She is a member of the Civil Aviation Commission and of the Education Commission, which was formed within the scope of cooperation between YÖK and SHGM in 2012. Furthermore, she also serves as the head of Pilot Training Sub-committee. Dr. Küçükönal has been a member of the Board of Trustees of Aviation Accreditation Board International (AABI) since 2020 and has been working in the AABI accreditation audit team since 2021.

Chapter 3

Women in Logistics and Transport: Evolution of Women Leaders and Future Research Trends Siti Maemunah, Yuliantini, and Sita Aniisah Sholihah

Evolution of Women in Logistics and Transport In the early 1990s, women entered the workforce for 15 or 20 years (Lok et al., 2017), and previously the culture and structure had been designed entirely for men (DeCandido, 1990). As a result, women desiring high positions need to adopt the behavior and style of men. The literature showing career women emerging in the late 1970s and 1980s strongly supports this view. Bestsellers such as “The Managerial Woman and Games Mother Never Taught You” (Rivera, 2010). Women are urged to have skills, attitudes, and communicate to be able to compete with men (Leonard, 2017). Although women have made great strides in the business world, their numbers are relatively few (Harper et al., 2017). The reason behind this is the wrong perception that women are not qualified enough to make big decisions; do not understand strategy and lack vision and guts (Meshram et al., 2020). In contrast, more women are taking on leadership roles in Fortune 500 companies and global institutions. In 2020, 37 women became CEOs of Fortune 500 companies—a record high, but the numbers are still low. The Council on Foreign Relations’ Women’s Power Index shows that 64 countries have had a female head of state or government since 1946 (Gladchenko et al., 2019) (Table 3.1). These facts reveal that women are now more confident about what they have to play (Leonard, 2017). They become more comfortable having men as co-workers, just as men are more open to being co-workers (Feyissa & Genemo, 2014). All of these changes have specific causes and effects, but they all reinforce each other. In Siti Maemunah (B) · Yuliantini · Sita Aniisah Sholihah Institut Transportasi Dan Logistik-Trisakti, Jakarta, Indonesia e-mail: [email protected] Sita Aniisah Sholihah e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_3

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Table 3.1 US daily person-miles traveled and time spent driving by age and gender (1995) Age (years)

Daily travel (p-miles) Ratio (Female/ male) (%)

Daily time spent driving (min)

Male

Male

Female

Ratio (Female/ male) (%)

Female

16–29

34.9

30.6

88

57.7

56.1

97

30–39

38.7

33.1

86

80.7

65.4

81

40–49

39.7

32.4

82

85.5

57.4

79

50–64

34.9

24.5

70

87.7

61.1

70

65–74

26.3

19.4

74

73.2

54.7

75

75+

19.0

10.9

57

81.3

63.3

78

Source Spain (1997)

fact, what applies to other people also applies to women in leadership and mainstream business. The road to power is narrow and uniquely challenging for women (Turnbull, 2013). Logistics is a rapidly changing job sector (O’Brien, 2016), namely the shift towards e-commerce (Hjorthol, 2013). Logistics and transportation jobs rely on freight drivers who require (physical) strength, toughness, flexibility, and mobility (Foster, 2011). Building an inclusive work culture, where women’s careers develop and excel. International Women’s Day 2022 how companies can include more women in the logistics industry (Harper et al., 2017). Fostering a culture of equality where women’s abilities can develop to advance. In doing so, companies need courageous leadership, comprehensive action, and an enabling environment. Companies can take four important steps to increase gender diversity in logistics (Hopkins & Akyelken, 2022). The first is to set clear goals. Setting gender equality targets is the first and most important step (Banu-Lawrence et al., 2020). This should be made public, so that leaders can be held accountable. Transparent, company leaders can have an open, honest, and meaningful dialogue about how to advance a culture of gender equality in logistics. The second is that the barriers felt by women in logistics can be removed with technology, such as robotics and automation (Alhassan et al., 2016). This eliminates the dangerous manual tasks often associated with logistics work (Ngunjiri & Gardiner, 2017). The company focuses on creating opportunities for women in the workforce. Leadership roles paved the way for women to enter the logistics and transportation sector (Lok et al., 2017). The third is choosing women who have specific goals. The logistics industry projects an attractive image for women (Radu et al., 2017). Working in logistics and shipping can be fun because they are an integral part of the company that keeps the economy going (Hale & Wills, 2008). Fourth is building a growth-oriented culture. Women in employment aspire to leadership positions (Hornsby et al., 2012). This requires a culture and environment

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that supports and empowers women in leadership positions (Sobieralski & Hubbard, 2019). Companies in the logistics industry help women to occupy senior positions. Companies can make this happen (Perera et al., 2016), if they are willing to put in the effort to achieve it. Change does not happen overnight (Ferla & Graham, 2019a). Factors that must be mastered by women to be able to play a role in logistics and transportation businesses. The first is tangibles, physical appearance abilities, attitudes and personality, and ways of communicating (DeCandido, 1990). The second is reliability, the ability to perform the promised service reliably and accurately. The third is responsiveness, the willingness to help customers and provide fast service. Fourth is the assurance of knowledge and courtesy of employees and their ability to appear confident and convincing. The fifth is empathy, caring, namely giving the company individual attention to its customers.

Gender, Transport, and Environment The lack of transportation for people in poor communities is the biggest problem (Sobieralski & Hubbard, 2019). Poor housing in neglected urban areas. In society it is more often seen as homogeneous. It is recognized that women and men, from various backgrounds, in poor communities have very diverse mobility and accessibility needs. In transportation, there are gender differences in the mobility and travel patterns of men and women in poor communities (Ison, 2010). In the last twenty years in Europe and the USA, women’s mobility has become more and more like that of men’s. In the UK, the annual distance women traveled between 1975 and 1995 increased by 36%, and as drivers the distance they traveled further increased by almost 200%. Women in the USA also drive more. In 1969 and 1995, the average annual distance traveled by women increased by 87.4%, which is almost double that of men (Rivera, 2010). Demographic changes and concerns contribute to what could happen, namely the tendency for women’s mobility to become more like that of men. Similar trends are found in developing countries, albeit in the context of women’s “travel limitations”, i.e., inadequate access to street work options. Important social and environmental problems arise from the improvement of transportation. First, transport is a major producer of toxins and gases in the atmosphere and climate change, especially in urban areas (but also outside cities as a result of movement between cities and international travel, particularly by air). Traffic contributes significantly to emissions and the formation of ground level ozone, and in large cities, it generates up to 80–90% of the atmosphere. Transportation shows that travel and goods freight will continue to grow for the foreseeable future. This ensures that the environmental damage caused continues to increase (Rivera, 2010).

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The mobility of women is greater in developed countries (Hopkins & Akyelken, 2022). Traditional women are closely involved with home and local activities. Transport policy deals with transportation and safety, relatively pollution-free living quarters. Sustainability of transport policies reflects the needs of women, for a decent quality of life in work and mobility environments. Women are responsible for creating gender equality-specific travel patterns and needs. Travel goals and changing lifestyles mean that women must travel more short distances than men (Hopkins & Akyelken, 2022). Women expect safe transportation, clean air and low noise levels, and safe and orderly traffic. Dominantly, women adopt an attitude of valuing mobility over accessibility. These qualities make it more positive in transportation, especially in the most industrialized areas after the economic restructuring.

Women and Transportation Gender equality in transportation aims to reduce mobility inequality between men and women. While the issue of gender equality has been considered in a number of policy areas, little progress has been made in the transport sector. Evidence shows that in transportation there is an imbalance in the number of male and female workers (Duevel et al., 2015). For example, women are currently underrepresented in the European transport sector, making up only 22% of transport workers (Kim & Albelo, 2020). The underrepresentation of women in the transport sector can be explained by several reasons, including difficulty finding work-life balance in shift work (Lopes et al., 2015), lack of suitable work environment and equipment, lack of training and lifelong learning opportunities or targeted recruitment inadequate harassment, and bullying (Kim & Albelo, 2020). Women have specific travel characteristics in terms of mode choice, travel time, travel destination, route, and travel distance. This is because the activities carried out by women tend to be more complex than men’s (Ferla & Graham, 2019b), as women are often more responsible for household chores, children, elderly relatives, and the sick. In its development, gender differences reflect the division of roles in the family and affect women’s working conditions, income levels, and mobility needs ˇ 2020). Therefore, gender is a key factor in mobility and differences in (Cokorilo, travel behavior, and as a consequence, time lost in travel is more detrimental for women than for men (Leonard, 2017). Factors influencing women’s travel behavior, such as safety and personal safety concerns in public transport and attitudes toward innovative transport technologies, may contribute to the design. Contribution to the implementation of sustainable transport policies can reduce air pollution emissions and increase gender equality (Raworth, 2004).

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The above information can provide an overview of the issues surrounding women in the European transport sector. It outlines the key factors affecting women, transport, and mobility (Ferla & Graham, 2019b). This is followed by a summary of relevant EU policy initiatives and regulations on gender equality and transport. An analysis of the evolution of European research in addressing women’s issues in transport is carried out based on the research and innovation (R&I) projects listed in the Transport Research and Innovation Monitoring and Information System. Women’s participation in transportation by identifying the main obstacles, namely sometimes experiencing sexual harassment. Adequate transportation for safe and efficient mobility is needed to increase women’s participation going forward (Lutte, 2021). Since the 1990s, women have participated in the workplace in greater numbers. However, the hope among both women and the organizations they work for is that women will only be incorporated into cultures and structures that have been designed entirely by and for men (Kim & Albelo, 2020). As a result, it was assumed that any woman who aspired to a high position would need to adopt traditional male behavior and styles. The economic boom of the 1990s strengthened women’s presence and ambition in the workplace. The influx of women into businesses and organizations has continued alongside technological and economic evolution, a convergence that has been advantageous given the many skills women bring to the workplace. They support the kind of personal involvement that the new economy requires. These skills include women’s ability to build strong relationships at all levels and a preference for leading from the center (Harvey et al., 2019). As women’s participation and concern for sustainability grow, it is important to understand women’s position. Women have traditionally been less confident than men. The situation has changed now, women travel more often, especially as drivers of private vehicles. At the same time, the pattern of women’s travel values is still very different from that of men, in view of different ages and different incomes. This difference makes women more likely to have several implications for sustainability in transportation and the environment (Nkomo & Ngambi, 2009). The increase in the women’s movement is largely due to the feminization of labor. In the USA, between 1969 and 1995, women’s participation in the labor force increased sharply by around 122%, in contrast to men, whose numbers increased only 47%. Similar trends have been experienced in other countries, including the UK and Sweden. The demand for labor for transportation increases. The need for travel for women with young children can also generate requests for additional trips to childcare. Market production was replaced by home production. While women increase the distances they cover, they still travel shorter distances than men, and their average trip is much shorter. In 1998–2000, women in Britain traveled only 71% of the distances men did, and with cars and vans, the gap was even bigger. Women in the USA only rode 60–70% as far as men did in 1995 (Banyai, 2009). Men traveled 35.2 miles per day, compared to only 27.8 per mile for women. Limitations in women’s mobility partially correlate with childcare, parental care, and household responsibilities. Up until the age of 20 in 1994–1996, women in England typically covered about the same distances as men. In 1995–1996 between

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the ages of 26 and 59, the prime years of household responsibility, women’s travel fell by just over half.

Skills of Woman in Logistics and Transportation Based on the 2022 skills survey finding Haris et al. conducted by Woman in Logistics and Transportation (WiLAT) to 287 respondents who cover more than 10 regions (UK and Europe, Middle East, Africa, Central Asia, South Asia, Southeast Asia, America, Australia, and other regions), women work in many professional sectors: rail around 6%, bus 4%, in maritime and port 15%, aviation around 7%, supply chain around 30%, freight forwarding 8%, in sustainable transport and low carbon transport sector as much as 6%, in transportation sector planning 15%, and others. Meanwhile, the types of employment that involve women’s abilities in logistics and transportation are private sector (44%), public transport (25.5%), consultancy (11.6%), and others. The job position spread from supervisor until director, support role, subject expert, and many others. Few management positions in logistics are filled by women, assigned to or limited by “feminine” positions. Things to work on are gender-bias issues, healthcare support, training, employment and skills, access to childcare, access to local service, education, and involvement in industry policy processes (Haris et. al., 2022). Research by Haris and Adesegun in the WiLAT Skills Survey 2022 also conveyed: Skills set are required in industry, both soft skills and technical skills. For the technical skills, most of respondents (84%) point out that technology is the most important technical skill in the industry. Also, a large number of respondents (75%) believe that logistic/supply chain and transport planning are the crucial technical skills. Meanwhile for the soft skills, the most essential soft skills in the industry are communication, time management, customer service, and strategic and operational management. Over 75% respondents point out analytical, business planning, and financial management are the important skills in the field.

Women’s Leadership in Transport and Logistics In 2009, Megan Smith built on her family’s business legacy supported by certification from the National Women Business Owners Corporation, Smith later became CEO of Amware Logistics and changed the company name to Symbia Logistics. Managed shipping companies become successful led by women. She supports placing women in important roles, not to fulfill quotas, but because they are risk takers and bold. The Symbia Company is a shining example of what happens when gender diversity initiatives are built into a company from the ground up. In 1976, Edwina Justus Railroad Engineer. Railroads served as the original mode of transportation in supply chains before 1900, with the ability to move goods faster

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and farther than ever before. Rail was easier and more cost-effective than ships or horses and thus ushered in a new era for supply chains. Yet many of those who work on the railroads—and run the industry behind the scenes—are men. Edwina Justus became the first black female locomotive engineer to work for the Union Pacific Railroad. Started as a traction motor clerk and continued to work for the next 22 years shipping livestock, airplane wings, and automobiles to Wyoming and Colorado, Justus was one of the first important women to succeed in transportation and logistics. Ellen Voie is President and female CEO of the Trucking Association. Truck drivers are an important part of the logistics industry, but according to Voie indeed, only eight percent of all truck drivers are women. Ellen Voie is working to change that. As a respected authority on gender and inclusion in non-traditional work environments, Voie travels the world lecturing and empowering women in the trucking industry. In 2012, Voie was named one of the White House Transportation Innovators for Change, having won numerous awards in the field. As logistics and supply chain management move further toward diversity and inclusion, having the power of women elevating other women in historically male-dominated industries is critical. Melonee Wise is CEO of Fetch Robotics, which manufactures autonomous mobile robots (AMR) that make it easy to find, track, and move inventory. So far, the company has raised a total of $99 million in funding and has several hundred robots stationed in 11 countries around the world. With his expertise in robotics and building diverse leadership opportunities in the supply chain, can’t wait to see what he has to say about the future of this industry. While industry is often seen as a male-dominated field, women have made invaluable contributions as pioneers, leaders, and disruptors. And leadership opportunities for women are only expected to grow. In fact, according to 2018 research from AWESOME and Gartner on women in supply chains, women continue to be overrepresented in positions of power year after year. Furthermore, 50 percent of companies (wisely) stated their commitment to increasing gender diversity. This list only scratches the surface—hundreds of other extraordinary people are leading the charge in logistics, and we are committed to empowering women, celebrating women’s contributions to supply chain management, and providing opportunities for advancement. That logistics and supply chain management is best when it is diverse and inclusive.

2020’s Top Ten Women in Logistics Despite the fact that developments during the 1990s demonstrated that women possessed the skills and competencies needed for leadership roles in business, many still suffer from a lack of self-confidence, which is expressed freely by their male counterparts. The “confidence gap” as it is called has always been a problem for most women. Not all women lack self-confidence, as revealed in a 2002 corporate scandal. Sherron Watkins at Enron and Cynthia Cooper at WorldCom, who turned

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out to be whistleblowers after their wrongdoing warnings to their company leaders, were ignored. These two women along with FBI agent Coleen Rowdley appeared in Time magazine cover as Persons of the Year. Women in logistics can be a rare find. This is not to say that women are not accepted in fields usually dominated by men; in fact, they often bring valuable perspective shifts. However, many women do not choose careers in logistics. While there are many theories as to why this is the case, one thing is certain, women in logistics are breaking new ground. Women are helping to change the face of the industry with everything from growth-promoting initiatives to environmental policies and even guidance. These top women in logistics prove that women are valuable players in the logistics industry. Hannah Kain is the founder of ALOM, and Hannah Kain has grown her business from one location to several facilities around the world, including several new locations in 2019. As a supporter of environmental sustainability implements programs within ALOM to reduce the company’s carbon footprint. Examples of these programs include banning single-use plastic bottles in all facilities. Kain is also dedicated to diversity in the workplace—in fact, under his leadership, ALOM’s diversity spend reached 46 percent in 2019 alone. A champion businesswoman and business leader, Kain served in the Danish Parliament in her 20s and currently serves as a mentor and a community advocate, sitting on several boards including the National Council of Women Business Companies (WBENC). She is passionate about education in the workplace and promotes STEM education for children, especially girls. Kain offers personally guided student tours of ALOM facilities and even hires students as summer interns. Second is Katherina–Olivia Lacey, the co-founder and the chief product officer at Singapore-based logistics technology company Quincus. Katherina works for a swimwear company managing inventory and doing marketing for the company, and Lacey sees inefficiencies in the industry and sets out to help solve them. Today, under Lacey’s leadership, the company serves two of the world’s top parcel delivery companies and one of Asia’s largest airlines. Quincus’ turnover has increased by more than 1000%. Quincus has 70 staff and five location offices globally (India, Singapore, Malaysia, Indonesia, and UK). Within Quincus, Lacey has spearheaded committees such as Women@Quincus, a mentorship group designed to develop teamwork and mentorship among female employees. Lacey is credited with developing an environment of teamwork, charity, growth, and work-life balance that helps unleash friendship and teamwork among Quincus employees.

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The third is that Ana Bailey leads a team of instructional designers and trainers in the creation and implementation of online educational programs. Bailey is also a key consultant for Lean transformation, driving customer value, and developing a winning environment at LeanCor. Bailey implemented cost reductions at double the expected target, achieving a 97.5% contract rate in 2019 on the LeanCor Supply Chain. He has led LeanCor’s training and education services and has taught classes at institutions such as Georgia Tech University and the University of Kentucky. Bailey has also led client engagement with businesses such as GE Transportation, Lexmark, JC Penney, and Amazon.com. A Six Sigma Master Black Belt, Bailey is bilingual in English and Spanish and holds a degree in Psychology. Fourth is Ashley Yentz, working with clients to ensure everything from goal creation to supply chain progress. Yentz is known for his innovative methods, working to challenge LeanCor’s corporate and social responsibility. Under Yentz’s leadership, LeanCor has experienced a 10–20 percent increase in on-time delivery and productivity, developing an enterprise management system. Known as a “transparent and approachable leader”, Yentz manages a team of more than 10 remote leaders, still managing to make the team feel cohesive and involved. Says the nominee, “Some people teach, some people do. Ashley did both really, really well”. Fifth is Deanna Macdonald. At the helm of BLOC, MacDonald has helped companies develop maritime energy and blockchain solutions. Today, at just four years old, BLOC is the leading platform of its kind. At BunkerTrace, co-founded by MacDonald in 2019, the goal is to use a combination of synthetic DNA and blockchain to improve traceability of marine fuels, a goal the company has achieved in just one year time. A respected public speaker and advocate of open-source technology, MacDonald uses his blockchain expertise to educate many aspects of the emerging field. Sixth is Michelle Kodrich working to provide clients with end-to-end supply chain solutions worldwide. The role that comes from Kodrich is intended to help grow international supply chains and strengthen links with domestic services. Kodrich has worked in the logistics industry for over 25 years, managing international supply chains for the retail and wholesale industries. He is experienced in sea contracting and TMS management implementation, as well as planning domestic shipments and auditing bills of lading. A truly versatile expert, Kodrich’s experience in all aspects of the supply chain made him a perfect fit for his newest venture at Note Logistics. Seventh is Judy R. McReynolds, whom she has risen through the ranks in her 20plus year tenure. Since joining ArcBest in 1997, McReynolds has served as Chairman of the Board of Directors, Senior Vice President, and CFO & Treasurer.

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In addition to his role at ArcBest, McReynolds is active on many transportation industry boards, as well as local and education boards in his Arkansas community. Today, McReynolds also serves on OG&E as Chair of the Compensation Committee and the executive committee of the board. Eighth is Kristin Decas, Kristin Decas has served the only deep-water port between Los Angeles and San Francisco since 2012. Among her many accomplishments, Decas oversees an increase in the port’s annual economic impact of more than $1 billion and more than 10,200 direct and indirect jobs. Recognized by the Commerce Administration for his outstanding drive toward economic development and for his dedicated service to a number of port and shipping committees, Decas has served on many panels, including the Freight Advisory Committee (NFAC), the U.S. Marine Transportation System’s National Advisory Council (MTSNAC) and the Board of Directors of the Association of American Port Authorities (AAPA). Ninth is Elaine Forbes, Mayor Edwin Lee appointed Elaine Forbes Executive Director of the Port in October 2016, making her (along with Kristin Decas of the Port of Hueneme) one of 12 female port directors in the USA. Prior to Forbes’ appointment, he served as Deputy Director of Port Finance and Administration for six years. Forbes leads ports to responsibly manage waterfronts as a gateway to worldclass cities and advancing environmentally and financially sound maritime, recreational, and economic opportunities to serve San Francisco, the Bay Area region, and California. Tenth is Jare’Buckley—Cox, Jare’Buckley-Cox helped launch Walmart’s successful e-commerce program, which allows third-party sellers to sell through Walmart, enabling the retail giant to provide warehousing, packing, and shipping for these vendors. Prior to his tenure at Walmart, Buckley-Cox worked at Amazon.com as Director of Shipping & Delivery Logistics Support, Product Director of Global Support Services, Director of Technical Products, Post-Purchase Delivery Experience, and as Director of Customer Service Operations for North America. As logistics become increasingly important in this increasingly globalized economy, women remain a valuable resource for innovation, dedication, and education. These logistics pioneers and many others bring years of hard work and diverse experience, all while shattering the glass ceiling along the way. While the next generation of logistics leadership remains to be seen, we can only hope to see more women enter the logistics field, especially with such exemplary leaders to draw inspiration from (Figs. 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13 and 3.14).

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Fig. 3.1 Globalialogisticsnetwork, 2022

Fig. 3.2 Woman in logistics and transportation

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Fig. 3.3 Technical skills

Fig. 3.4 Soft skill

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3 Women in Logistics and Transport: Evolution of Women Leaders … Fig. 3.5 Hannah Kain (Founder of ALOM)

Fig. 3.6 Katherina-Olivia Lacey (co-founder and Chief Product Officer)

Fig. 3.7 Ana Bailey (leads a team of instructional designers and trainers)

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Fig. 3.8 Ashley Yentz (supply chain progress)

Fig. 3.9 Deanna Macdonald (Develop maritime energy and blockchain solutions)

3 Women in Logistics and Transport: Evolution of Women Leaders … Fig. 3.10 Michelle Kodrich (supply chain solutions)

Fig. 3.11 Judy R. Mcreynolds (Senior Vice President and CFO & Treasurer)

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Fig. 3.12 Kristin Decas (Directors of the Association of American Port Authorities (AAPA) Fig. 3.13 Elaine Forbes (Waterfronts as a gateway to world-class cities)

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Fig. 3.14 Jare’Buckley—Cox (Director of Customer Service Operations for North America)

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Foster, A. E. (2011). Integrating women into the astronaut corps: Politics and logistics at NASA, 1972–2004. In Integrating women into the astronaut corps: Politics and logistics at NASA, 1972–2004. books.google.com. https://books.google.com/books?hl=en&lr=&id=D-G4vNFu 6MsC&oi=fnd&pg=PP1&dq=women+in+logistic&ots=oREvwrTNs3&sig=xPFh9bIBRGzK 9IeFde5DYrZYuNY Globalialogisticsnetwork, 2022. Women as the future of transportation and logistics industry. https://www.globalialogisticsnetwork.com/blog/2022/03/08/women-as-the-future-oftransportation-and-logistics-industry/ Gladchenko, E. A., Saprykin, O. N., & Tikhonov, A. N. (2019). Optimization of urban freight transportation based on evolutionary modelling. In CEUR workshop proceedings (Vol. 2416, pp. 95–103). ceur-ws.org. https://doi.org/10.18287/1613-0073-2019-2416-95-103 Hale, A., & Wills, J. (2008). Threads of labour: Garment industry supply chains from the workers’ perspective. In Threads of labour: Garment industry supply chains from the workers’ perspective. books.google.com. https://doi.org/10.1002/9780470761434 Harper, S., Grubb, C., Stiles, M., & Sumaila, U. R. (2017). Contributions by women to fisheries economies: Insights from five maritime countries. Coastal Management, 45(2), 91–106. https:/ /doi.org/10.1080/08920753.2017.1278143 Harvey, G., Finniear, J., & Greedharry, M. (2019). Women in aviation: a study of insecurity. Research in Transportation Business and Management, 31(March). https://doi.org/10.1016/j.rtbm.2019. 05.001 Hjorthol, R. (2013). Transport resources, mobility and unmet transport needs in old age. Ageing and Society, 33(7), 1190–1211. https://doi.org/10.1017/S0144686X12000517 Hopkins, D., & Akyelken, N. (2022). Mother truckers? The gendered work of freight and logistics. Women, Work and Transport, 71–86. https://doi.org/10.1108/s2044-994120220000016006 Hornsby, E. E., Morrow-Jones, H. A., & Ballam, D. A. (2012). Leadership development for faculty women at the Ohio State university: The President and Provost’s Leadership Institute. Advances in Developing Human Resources, 14(1), 96–112. https://doi.org/10.1177/1523422311428758 Ison, D. (2010). The future of women in aviation: Trends in participation in postsecondary aviation education. Journal of Aviation/Aerospace Education & Research, 19(3). https://doi.org/10. 15394/jaaer.2010.1368 Kim, E., & Albelo, J. L. D. (2020). Women in aviation: A phenomenological study exploring the needs and wants necessary for graduation. Collegiate Aviation Review, 38(2), 67–81. https:// doi.org/10.22488/okstate.20.100215 Leonard, M. (2017). Gender in the music industry: Rock, discourse and girl power. In Gender in the music industry: Rock, discourse and girl power. taylorfrancis.com. https://doi.org/10.4324/ 9781351218269 Lok, A., Burke, C. A., Crowe, S. E., & Woods, K. L. (2017). Society leadership and diversity: Hail to the women! American Journal of Gastroenterology, 112(9), 1353–1355. https://doi.org/10. 1038/ajg.2017.261 Lopes, A., Durbin, S., Neugebauer, J., & Warren, S. (2015). Mentoring professional women in aviation and aerospace. Centre for Employment Studies Research, SEPTEMBER 2015, 1–6. https://doi.org/10.13140/RG.2.1.2916.7840 Lutte, R. (2021). Women in aviation workforce. December. Meshram, A., Choudhary, P., & Velaga, N. R. (2020). Assessing and modelling perceived safety and comfort of women during ridesharing. Transportation Research Procedia, 48, 2852–2869. https://doi.org/10.1016/j.trpro.2020.08.233 Ngunjiri, F. W., & Gardiner, R. A. (2017). Future strategies for developing women as leaders. Handbook of Research on Gender and Leadership, 423–437. https://doi.org/10.4337/978178 5363863.00038 Nkomo, S. M., & Ngambi, H. (2009). African women in leadership: Current knowledge and a framework for future studies. International Journal of African Renaissance Studies - Multi-, Inter- and Transdisciplinarity, 4(1), 49–68. https://doi.org/10.1080/18186870903102014

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O’Brien, A. (2016). Women and logistics: The final frontier. MHD Supply Chain Solutions. https:/ /doi.org/10.3316/informit.973688676018569 Perera, A., Sooriyarachchi, M. R., & Wickramasuriya, S. L. (2016). A goodness of fit test for the multilevel logistic model. … in Statistics-Simulation ….https://doi.org/10.1080/03610918.2013. 868906 Radu, C., Deaconu, A., & Frasineanu, C. (2017). Leadership and gender differences—Are men and women leading in the same way? Contemporary Leadership Challenges. https://doi.org/10. 5772/65774 Raworth, K. (2004). Trading away our rights: Women working in global supply chains (Oxfam International, Oxford). books.google.com. http://scholar.google.co.in/scholar?q=Raw orth%2C+2004&btnG=&hl=en&as_sdt=0%2C5#3 Rivera, R. L. K. (2010). Gender and transport: experiences of marketplace workers in Davao City, Philippines. Environment and Urbanization Asia, 1(2), 171–186. https://doi.org/10.1177/097 542531000100205 Sobieralski, J., & Hubbard, S. (2019). A goodness of fit test for the multilevel logistic model. Navigating Careers in the Academy: Gender …, 2(2), 37–51. https://www.purdue.edu/butler/ working-paper-series/docs/WPSFall2019Issue_final1.13.20.pdf#page=39 Turnbull, P. (2013). Promoting the employment of women in the transport sector—Obstacles and policy options. In International Labour Office Geneva (Issue 298). oit.org. https://www.ilo.org/ wcmsp5/groups/public/---ed_dialogue/---sector/documents/publication/wcms_234880.pdf

Siti Maemunah ST., MBA, is as an associate professor and a lecturer at the Trisakti Institute of Transportation and Logistics Postgraduate, Jakarta, Indonesia, and born in Mataram City, West Nusa Tenggara Province. The author teaches supply chain management courses, marketing, strategic management, academic writing, and proposal guidance. The author holds the position of the managing editor in the journal Transportation and Logistics Management. The author participates in various trainings to improve lecturer performance, especially in the fields of teaching, research, and service. The author actively conducts research published in various national and international journals. The author is also active in national and international conferences. Yuliantini earned a bachelor’s degree at STMT Trisakti, a master’s degree at IPWIJAYA, and a doctorate at Trisakti University and is a vice chancellor and a lecturer at the Transportation and Logistics Institute-Trisakti, Jakarta, Indonesia. Sita Aniisah Sholihah earned bachelor’s degree in mathematics from Padjadjaran University, master’s degree in industrial engineering from Bandung Institute of Technology (ITB), and doctoral degree in industrial engineering and management from ITB. Her research focuses on inter-organizational system, maritime logistics, agent-based system, lean logistics, and data analytics in logistics. During her time in pursuing doctoral, she had also worked for Center for Logistics and Supply Chain Studies—ITB, Bandung. Currently, she works at Institut Transportasi dan Logistik Trisakti as an assistant professor and serves under Logistics Program Study as a secretary of program.

Part II

Women Empowerment in Aviation Transportation

Chapter 4

The Role of Education for Future Women Leader in Logistics Scenario Vicky Koo and Zawiah Abdul Majid

Education in Supply Chain Management Supply chain management has become an integral part of business success since the globalization of trade. Logistics is part of supply chain management had evolved exponentially. Started from a conventional warehouse and shipping task-based function towards a forecasting and planning-based activities along the business process since early 90s. It is a continuous breaking of the paradigm and a breakthrough of the conventional practices to develop the discipline into today’s status. This changes the coordination and management functions which do not only demand physical strength in difficult working environment but also employing woman became an option. In the early stage, higher education programs and literatures were rare to find due to the lack of case studies and research. The continuous improvements derived from this function were a collection of logical and detail-minded creativities. In the early millennium, degree programs were gradually developed at universities and institutions to formally train young entrants to pick up the role. The ever-changing global trade requires supply chain roles to equip with knowledge on planning and forecasting, multimodal transportation operations, customs clearance, inventory and warehouse management, customer service, and the list can go on. These functions are collectively called “logistics”. However, in the past two V. Koo Vizilog Asia Ltd., Head of WiLAT Capacity Building Centre, 536 Entreprise Place, 5W HKSTP, Shatin, NT, Hong Kong e-mail: [email protected] Z. A. Majid (B) Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology, Lot 2891 Jalan Jenderam Hulu, 43800 Dengkil, Selangor, Malaysia e-mail: [email protected]

© The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_4

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decades, companies have been competing against each other’s supply chains and networks. Therefore, supply chain professionals must have a strategic mind and incorporate product knowledge, technological advancement, data analytics and be able to reduce carbon footprints. The need to keep up with all these developments requires us to seek for related knowledge on an ongoing basis.

Education for Women in Logistics and Transport Formal education in this discipline is finding it hard to keep up with the everexpanding requirements. And it is not easy for any learner to commit their finances and time to a multi-years program especially for women. We have to provide alternative means of education to nurture women leadership in supply chain, logistics and transport so that women can effectively make informed decisions and orchestrate the operations. In developing the alternative education models, we have to recognize the limitations of women in learning and the challenges that they encountered at work. Based on these conditions which will be discussed in the following pages, a new way of learning was developed by the WiLAT Capacity Building Centre (WCBC). Women in Logistics and Transport (WiLAT) is one of the fora at Chartered Institute of Logistics and Transport (CILT). It is a membership-based international organization originated from the UK. WiLAT promotes the status of women in logistics and transport, to bring together those who support talent and career development of women and to provide a support network and mentoring opportunities for women in the sector. Examples of the WCBC programs are provided in the latter part of this chapter. Women account for one-half of the potential talent base throughout the world and therefore, over time, a nation’s competitiveness depends significantly on whether and how it educates and utilizes female talent – Prof Klaus Schwab, Founder and Executive Chairman World Economic Forum

Limitations for Woman in Lifelong Learning Lifelong learning is a continuous method of education for one to further study. This will enable her for future development and add-value to increase their competency. Woman is relatively limited in sparing resources and time compared to man for further studies. Some of the determinant factors are as follows:

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Fig. 4.1 Balancing career and family. Source 2002 career patterns of women in logistics

Financial Allocations Generally, the salary or pay gap still existed among gender and is a continuous practice in certain organization. Man will be paid much higher than woman since this logistics companies is a male dominated industry. Therefore, the preference is often for man and not supportive to woman. Hence, the allocation of fund for further study is often a challenge to woman.

The “Third Shift” Naturally, the roles of women as mother are care-taker and looking after their children at home. They are multi-skilled as finished a day at work is the beginning of the house chore, checking on the seniors needs, children’s activities at school, preparing meals and continuous listing. Life at home is like a “second shift” after office work. Dedicating time and allowing attention to learn is like a “third shift”. In 2002, The Ohio State University’s Max M. Fisher College of Business conducted a survey on how women are coping with work-life balance. Majority of the women responded moderate to very difficult. The situation has not improved much after two decades (Fig. 4.1).

Commute to Learning Centres Traditional learning usually is at school or training centres. Fortunately, we have online programs nowadays, but the internet service is not often easily accessed, and computers are also not affordable financially.

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Lack of Educational Resources There are very few educational resources offering insights about the industry, mainly catering towards men-dominated, in terms of technical skills like engineering and operations management within the scope of logistics, making it harder for women to access such information without prior exposure to those topics.

Rigid Qualification Systems The degree programs require multiple years of commitment and is not an easy decision. Additionally, certification programs would take months. Stackable microcredential programs would be a better option but is yet to be available for the logistics and transport industry.

Insufficient Support System Generally, there is less focus on finding mentors or role models within the logistics sector who are female, thereby limiting potential pathways of success within this sector. In summary, the listing is not exhausted and highlighted that women need to be encouraged, supported and to be able to acquire knowledge for advancement. Family support to share the house chores and take initiative to share the caring task are encouraging. Employers allowing budget and flexible working hours is a must. Especially in the logistics and transport industry, irregular working hours is another hurdle to be dealt with. In logistics scenario, the determinant factors shown that women had more limitation compared to man in their leadership progression.

CILT WiLAT Skill Survey Result In a skills survey conducted by CILT for WiLAT in March 2022, women expressed that how they best learn and develop. There were 287 respondents from around the world. The top three ranking from the provided options shown that some of the limitations listed above can be overcome in an alternative way of learning.

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Top Three Ranked Options of “How Women Best Learn and Develop” from Respondents are as Below 1. Active learning and doing—59.5% 2. Informal discussions with other professionals—45.1% 3. Being mentored and coached—43.6% Source: WiLAT Skill Survey Report 2022.

Leadership Training for Woman It is imperative that woman leaders in logistics to receive adequate leadership training specifically designed for them. Women are challenged by stereotypes regarding gender roles and lack of professional guidance from experienced colleagues. Therefore, not receiving the same direction as their male counterparts and not being offered much opportunities for growth or succession plan within leadership positions in logistics companies. Leadership training for females should include modules covering topics such as ethics and compliance practices; crisis management; communication skills; process improvements and implementation within different organizational departments; and team building and morale development among others. It is vital that future female leaders in logistics obtain appropriate education/training coupled with key areas of experience to successfully make lasting contributions that will meet the ever-changing challenges.

Limited Women Leader in Board Room Lifelong learning and knowledge are becoming important to economic well-being; and there is no exception to the supply chain and logistics industry which has been developed for 30 plus years to support globalized operations. Effective leadership is in demand especially female leaders are not often considered to be in the board room. Based on survey conducted by Women in Logistics and Transport (WiLAT) in Hong Kong in 2013-2014, women in the board room of logistics companies were only 13% although lower ranking positions has passed the 30% quota. Hong Kong government has mandated 30% quota in the board of public transport companies; hence, it has shown 34%. However, other levels of work remain low on female gender as mandate does not apply (Fig. 4.2).

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WiLAT Survery Summary 2013 & 2014 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

Frontline / Supervisor

Managerial

Executive

Board

Logistics

35%

43%

41%

13%

Transport

15%

17%

16%

34%

L&T Combined

18%

22%

25%

25%

Logistics

Transport

L&T Combined

Fig. 4.2 WiLAT survey summary 2013 and 2014. Source CILT WiLAT Skill Survey

Learning from CALF Program WiLAT Hong Kong further investigated how women can be supported and attracted to join and retain in the supply chain, logistics and transport industry in 2018. Two out of four major findings from the survey were about learning. Women want to learn from experienced and successful leaders through “Career Advancement and Life Formula” (CALF) program; mentorship which allows mentees to learn closely from the mentor at work. It is interesting to learn that 30% quota is not wanted by women at work. Instead, transparency is demanded in promotion system so that women can compete on fair ground against the other gender. Another highlight was that flexible working hours or fractional appointments are wanted in order to strike a better balance against family and the “Third Shift”.

Result from CILT WiLAT Survey Report Had Concluded the Following Flexible Working Hours or Fractional Appointment To introduce flexible working practices such as job-sharing part-time work, flexible working hours, home-office working practices or fractional appointment of work with access for all levels of employees when practically feasible.

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Transparent Promotion System To encourage corporates and companies to adopt a transparent and fair promotion system in the workplace for all levels of employees, regardless of their gender, in order to create a strong sense of fair and harmonious working atmosphere in the workplace.

As an Essential Part of a Sustainable Capacity Building Program for Female Practitioners, there is a call for: (a) Mentorship program To provide knowledge and guidance from experienced and trusted advisers to young practitioners in the industry.

Career Advancement and Life Formula (CALF) Program* (See Fig. 4.3).

Fig. 4.3 Result from CILT WiLAT Hong Kong survey report 2018. Source WiLAT Hong Kong Survey 2018

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Challenges to Women in Supply Chain and Logistics Industry Further from the WiLAT surveys which express more about what women wants, there are more issues for limit women’s performance at work. Some of them as listed below.

Lack of Role Models There is a lack of visibility of women role models, which limits the influence and visibility of women in supply chain and logistics. Hence, a structured mentorship program is wanted.

Gender Discrimination Women tend to experience higher rates of gender discrimination, as well as sexual harassment in the workplace. This makes it difficult for them to advance their careers, given higher attrition and more difficulty being promoted within the industry.

Bias Towards Technical Ability Although a lot has been done over the years to promote an inclusive workforce in supply chain and logistics, there is still often an unconscious bias against women’s technical skills which can lead to women being overlooked for higher roles or responsibilities.

Lower Pay and Less Recognition Women are often underpaid compared to comparable male counterparts and face more difficulty accessing opportunities for promotions or recognition within the industry due to gender disparities (Fig. 4.4).

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Fig. 4.4 Women inclusion in the logistics sector. Source WiLAT Skill Survey Report 2022

WiLAT Capacity Building Centre (WCBC) To address the limitations and challenges posted at women who recognize the importance of education and learning are important for their career advancement as well as for economic stability, we need to have a platform that organize sustainable capacity building program for women. Their potential can be unlocked and to propel them all the way to the board room.

WCBC Programs WCBC is organized to help empowered women by providing them with tools, resources and training in order to develop their businesses and reach the boardroom executive level. The centre focuses on helping women building their skillset to enable them to climb the corporate ladder with self-confidence, resilience and leadership. Therefore, by teaching important concepts such as communication, problem-solving, resource management and strategic planning would serve the purpose. This can also involve exposing them to mentorship opportunities and internships, providing access to capital financing or hosting workshops related to starting a business or leading a team. In addition to helping women gain essential leadership skills, these centres help facilitate networking opportunities for professional growth and development. All of these offerings can play a vital role in propelling more women into boardroom executive roles in our society.

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Mentorship A special note on mentorship which was one of the four findings in WiLAT’s 2018 survey. Mentorship circles allow young professionals the opportunity to learn from experts in the field and build lasting relationships. These circles also give individuals an increased sense of confidence when entering a new job or expanding their current skill set. Furthermore, internships provide invaluable experience that cannot be covered through curriculum alone; but by developing one-on-one hands-on learning opportunities with experienced professionals in the trade.

Online Learning When we strive to survive during the pandemic, we have adapted to online learning model. Although not frequently enough to make it a structured certification program at the beginning, we have found 90- to 120-minutes webinars are effective to enrich our women with knowledge and experience and be able to keep them progressed in difficult time. As long as they have internet connection, they found it easier to make time to participate. No commute is needed, and they can join anywhere they are. So, dialling in at work or at home is not an issue. Speakers share the latest industry happenings instead of academic theory are more applicable than learning at institutions or universities. Based on a KPMG report, the Golden Age of universities in the developed world is passing and life is becoming tougher. Rising costs are no longer matched by a willingness of governments and students to pay for them. And yet the traditional operating model of a university cannot produce sufficient productivity gains to cover the gap. The pandemic in 2020 to 2022 has accelerated abruptly to transform university classroom learning to distance online learning due to boarder closure and limitation on physical gathering. Technological change and a new era of work are generating calls for new types of continuous education. WiLAT has ridden on the wave and established a Capacity Building Centre (WCBC) to offer certification programs via the internet in order to allow our members and associates continue to learn and explore career advancement opportunities in rough times. The introduction of WCBC programs was overwhelmingly welcomed by women and youth in our industry since the establishment in June 2021. Short programs with focused industry trended topics made professional learning a lot more affordable and meaningful for women in the industry. Because all classes were online, global attendance was possible. To ensure world class knowledge and case studies are shared across the platform, only industry elites and successful leaders are invited to ensure the quality of the content.

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Fig. 4.5 Logo for women in logistics and transport—career advancement program

Career Advancement and Life Formula (CALF) To give an example of our signature program: Career Advancement and Life Formula (CALF), participants will go through eleven 120 minutes sharing and discussion with successful industry leaders online. The speakers are industry elites who can offer unique and diverse perspective of the industry and helping participants to develop a broader understanding of supply chain, logistics and transport on a global scale. Topics included are divisively included from industry must-know to soft skills such as leadership and communication skills. It gives an all-rounded perspective to women in mid-management level to equip with the knowledge and know-how to advance in their career. Discussions upon speakers sharing facilitate their application at work. The post-program assignment of a “Work Report” ensures what they learn will be applied. The certificate issued by the Chartered Institute of Logistics and Transport (CILT) adds to the participants credentials for more job opportunities. Short programs with small-bites learning are the future. WCBC was established to support women in our industry in June 2021. WCBC will further design its programs to be stackable micro-credentials as an alternative for women to be recognized and educated for senior positions (Fig. 4.5).

Micro-credentials is the Future of Learning What is “micro-credentials”? They are exactly what they sound like. They are small, certification-style courses that focus on a particular area of study. Unlike a broad three-year bachelor’s degree, micro-credentials tend to pick one skill, one niche and one proficiency over the shortest possible time. To conceive them like digital merit badges. A fast and practical way to upskill, without sacrificing their day job.

Micro-credentials for Soft and Hard Skills Some micro-credentials tackle broad themes (digital leadership, sustainability leadership, for example) but most of them are focused on one specific aptitude. You can get micro-credentials for “hard skills”, like data analytics or Python coding for your

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AI algorithm, or “soft skills”, like communication, risk management or innovation. Unlike diplomas or graduate certificates, micro-credentials are designed to meet very specific industry needs.

Advantages of Micro-credentials The advantages of micro-credentials are obvious. Because they are short, bite-sized curriculums, they can be easily updated, tweaked and modernized. Micro-credentials are usually much more practical, more industry-relevant than traditional degrees. Micro-credentials are also much quicker and cheaper than most formal qualifications, which means people can upskill quickly, without sacrificing their day job.

Evidence of Micro-credentials It was evidenced by the Ministry of Education Singapore and Education Bureau of Hong Kong that major vocationalizing and professionalizing tendencies of educational reform initiatives at all levels of education are under review. Particularly in the context of continuing education that encompasses both public and private in professional and vocational education programs. The review reflects the education and learning needs of the supply chain, logistics and transport industry. Academic research and theory often cannot be applied practically. The gap needs to be filled by small-bites short learning programs which enable practitioners and management to respond to the business needs in an agile manner.

Micro-credentials Program The consensus on taking the path of offering stackable micro-credentials program is established at WiLAT. WCBC is the extended arm to deliver the mission of developing female leadership and to encourage knowledge acquisition of the latest industry trends for advancement in our ever-changing world of supply chain, logistics and transport. Upon the recent industry development, we have recognized the need for women to learn more about carbon management, digitalization and enhancement of their soft skills. So, the following programs are set to offer. (a) Low Carbon Management Providing the concept and approach of carbon management to deliver ESG goals. The 10-hour online program comprising a series of empirical lectures and moderated discussion address the latest climate and environmental issues

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Fig. 4.6 Soft skill results. Source WiLAT Skill Survey Report 2022

and how leading organizations are encompassing it. Upon completion of the program, participants will be ready to undertake a leadership role in their organization’s initiatives towards sustainability. (b) Reality of Digitalization A 10-hour program designed to provide the essential knowledge for business leaders, strategy and senior professionals who have to manage or engage in digitalization projects at work. Participants will be able to query and make known decisions on digitalization investments. (c) Soft Skills Women recognize the essential soft skills are needed for effective success at work. It was evidenced in the WiLAT Skill Survey in 2022. From leadership to risk management, six topics per year to be offered as an enrichment and compliment to the other WCBC programs (Fig. 4.6). These are essential learnings in this new era of technology and sustainability waves after the pandemic. Women need to be equipped with this essential education to stay inspired and impacted in the industry. In closing of this chapter, the quote from Prof Alan Waller OBE, Cranfield University and CILT International Past President. EVERYONE and thus EVERY WOMAN needs to be educated and made aware of their capabilities and potential—and ACT to make it happen! EVERYONE and thus EVERY WOMAN must have belief in their own capability and potential—and ACT to make it happen! Acknowledgements The Chartered Institute of Logistics and Transport (CILT), Women in Logistics and Transport (WiLAT), WiLAT Capacity Building Centre (WCBC), Universiti Kuala Lumpur (UniKL MIAT).

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References Cooper, M.C., et al. (2002). Career patterns of women in logistics. Max M. Fisher College of Business, The Ohio University. Edirisinghe, L. (2020). Mind the gender gap in workforce, including transport and logistics: the perspective from Sri Lanka and beyond. Faculty of Management and Social Sciences, Transport Division of ESCAP. P. Janjevic, M. (2022). The new competitive edge: Analytics-driven supply chain design. MIT Centre for Transportation & Logistics, Coupa Keller, S.B. (2009). University of West Florida, John Ozment, University of Arkansas, research on personnel issues published in leading logistics journals: what we know and don’t know. The International Journal of Logistics Management. Kramarae, C. (2001). The Third Shift: Women Learning Online. American Association of University Women Educational Foundation, EDRS. Lee, Y. F. (2021). Trends and issues in international technical and vocational education in the Indo-Pacific Region. Technological and Vocational Education Research Centre, National Normal University. Lily, A. E. A., et al. (2020). Distance education as a response to pandemic: Coronavirus and Arab Culture. King Faisal University. Lim, Y., et al. (2020). Research in social stratification and mobility. Seoul National University. McKinnon, A., et al. (2017). Logistics competencies, skills and training: a global overview. World Bank Publication. Nigam, S. (2010). Breaking the barriers: Women in logistics. Working Paper No. 1251. Ozment, J., & Keller, S. B. (2023). Research on personnel issues published in leading logistics journals. In The International Journal of Logistics Management. Emerald Group Publishing Group. Parker, A.O.S. (2020). The future of higher education in a disruptive world. Education and Skills, KPMG Australia. Tam, M. (2013). Increasing professionalization and vocationalization of continuing education in Hong Kong: Trends and issues. The Hong Kong Institute of Education. International Journal of Lifelong Education. Women in Lgostiics and Transport (WiLAT) 2022 Skills Survey Report. (2022). https://www.wilat. org/wilat-skills-survey-2022 Women in Logistics and Transport (WiLAT) 2018 Survey Report. (2018). https://www.wilat.org/ wilat-hong-kong-survey Women in Logistics and Transport (WiLAT) Hong Kong 2014 Survey Report. (2014). Women in Logistics Issues. (2000). Air Force Journal of Logistics

Vicky Koo is the founder and CEO of Vizilog Asia Ltd., where it offers digitalization solutions and services to enterprises to attain process excellence. Vicky is known for her strategic supply chain management and converging Operation Technology (OT) and Information Technology (IT) consultancy services. With over 30 years of supply chain and logistics management experience, Vicky has re-engineered processes for multinational companies including Levi’s, Columbia, Occidental Chemical, Avery Dennison, Hong Kong Tramways and other enterprises globally. She is the current Women in Logistics and Transport (WiLAT) Global Chair and former head of WiLAT Building Capacity Centre (WCBC). She is one of the founding members of WiLAT in Hong Kong since 2012 and is the fellow of The Chartered Institute of Logistics and Transport (FCILT), a council member of CILT Hong Kong and a founding member of CILT Macao. She is also the key driver of Career and Life Formula (CALF), a professional advancement program for young managers in the supply chain, logistics and transport industry. CALF launched in 2016 at CILT HK and was adopted by WiLAT Global in 2020. Recent developed programs “Sustainability

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Leadership” and “Reality of Digitalization” were offered in 2021. She is SCOR-P certified master instructor and is providing advisory to the ASCM organization members. She was the invited keynote speaker for Alibaba Supply Chain Conference and SCOR instructor for COFCO, Beigene, Yashili, Keyuan, JD.com and more. She has been reappointed as Adjunct Professor at The Macao Science and Technology University and has been appointed as Member of Expert Panel of China Communications and Transportation Association (CCTA) and The Chartered Institute of Logistics and Transport (CILT) China. She is Sustainability Professional Certified. Zawiah Abdul Majid is a senior lecturer at Universiti Kuala Lumpur and served as Head of Teknoputra, International, Industrial and Institutional Partnership (3IP). She has 20 years’ experience teaching various courses such as Logistics, Entrepreneurship, Marketing and Innovation Management. Currently, she is Fellow at the Chartered Institute of Logistics and Transport (CILT), Woman in Logistics and Transport (WiLAT), Former Global Vice Chairperson (GVC) Southeast Asia and Founder of WiLAT Malaysia. She is a professional logistician with more than 30 years’ experienced and conferred Professional Technology in Transport and Logistics from MBOT. She is DSM WG Panel of MS2400 Halal Supply Chain and TC10 for SMIIC, Istanbul, Turkey. She is also the chairman of National Competency Standard (NCS) for Halal Logistics under MOHR, HDC and JPK. She is Certified Halal Professional Board Trainer endorsed by JAKIM. She is also an academic advisor to universities and appointed as the guest speakers/facilitator for Women affair, Mental Health, Logistics and Entrepreneurship. She is active in research and publication, as a reviewer JIMA, has also published numerous books on Entrepreneurship, Innovation Management, Halal Supply Chain and editorial committee for WiLAT global Wing of Change. She earned a Ph.D. in Colour Vibration Therapy (CVT) and PhD in Management (Halal Supply Chain).

Chapter 5

The Role of Education for Future Women Leader in Transport Novi Indah Susanthi, Sarovah Widiawati, and Riza Lestari

The Role of Education The role of education in general is to provide individuals with the knowledge, skills, and values necessary to live productive and fulfilling lives. It also plays a crucial role in personal and professional development and is essential for social and economic mobility. Education helps in the development of critical thinking, problem-solving, and communication skills; fosters creativity and curiosity; and instills values such as responsibility, civic engagement, and respect for diversity. Education also helps in the overall development of a person, including physical, mental, emotional, and social growth. It is also important for the development of a country and its economy, by providing skilled workforce, promoting innovation and research, and contributing to a more informed and engaged citizenry. There are some global aims related to education. UNESCO promotes three things through education: a. fostering international understanding among all people in the world b. improving the standard of living of people in various countries c. solving continuing problems that plague humanity, such as war, disease, hunger, and unemployment Oliva and Gordon (2013) stated in their book “Developing the Curriculum” that the aims of education have special relevance to the nation as a whole as of the educational system, society, and country. Education plays a critical role in personal and societal development. It helps individuals acquire the knowledge, skills, and values necessary for personal growth and success, as well as for active citizenship and participation in the workforce. Education can also foster critical thinking, creativity, and problem-solving abilities, N. I. Susanthi (B) · S. Widiawati · R. Lestari Institut Transportasi Dan Logistik Trisakti, East Jakarta, Indonesia e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_5

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which are essential for innovation and progress. Additionally, education can help bridge social and economic disparities, promoting greater equality and opportunity for all. For a person to succeed in life, education is crucial. It has a significant effect on people’s chances in maintaining their quality of life. The foundation of a society, which promotes social prosperity, political stability, and economic health, is generally viewed as education. The necessity of education in creating a new generation that is capable of addressing our society’s pressing issues cannot be overstated. The majority of people in today’s constantly expanding population are not satisfied with their basic education and attempt to pursue secondary or tertiary education in order to meet the demands of modern society (Idris et al., 2012). In developed economies, changes in the labor market have altered the skills required for many jobs. People work in teams, frequently multidisciplinary ones, to solve problems in technologically advanced workplaces. Problems are frequently ill-defined. Traditional education has been replaced by digitalized education, which necessitated the development of specialized skills among students, lecturers, and employers as manual labor was replaced by machine-based work. The shift affected how people worked and lived. It altered how people thought and what resources they used for work or study. Giving the informational skills the general public needs to thrive in the information age is a new challenge for education. Education systems must change to place more emphasis on information and technological skills than on skills based on production. Even if their related commodity skills are still in demand, those without the abilities to act as information producers, distributors, and consumers will be at a disadvantage. In a world of digital information, the capacity to learn, work together, and resolve issues has become essential (Binkley et al., 2014).

Women in Education Women have historically faced barriers in accessing education, but in recent decades, there have been significant improvements in increasing educational opportunities for girls and women. However, disparities still persist in many parts of the world. In some cultures, traditional gender roles prioritize educating boys over girls. In some low-income countries, girls are more likely to drop out of school early to help with household duties or marriage. Additionally, women may face discrimination and harassment in educational settings, which can discourage them from pursuing their studies. In Thomas et al., (2015)’s research and Bartman (2015) about the education analysis of African American girls and women, especially in the early educational landscape, it can be found that the research gives important experiences to the rich social legacy of African American individuals as a rule, and all the more explicitly, the huge job that African American girls and women played in the long, hard-faced conflicts for racial elevate and sexual correspondence in a general public that were, and keep on being, innately bigoted and misogynist. The research stages the analysis related

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to women struggle to be educated equally through the years that started from early education to now. Since the new millennium, started from 2001, the women struggle to be educated is not about equality anymore but how to perform highly or achieve high performance than men. Hamdan (2005) did the research of Saudi Arabian women. The paper examines Saudi women’ schooling since its starting point during the 1960s. The target of the paper is three things: first, to feature the ongoing status of women in Saudi society overall and, in schooling, specifically; second, to separate Islamic lessons from the literal and narrow translations of Quranic text that cause strains around women’ education activities at school in Saudi society; third, to stretch the advance accomplishment of women long way education and to investigate the progress of education for women that will be essential for the monetary endurance of the country in years to come. However, this research is irrelevant now since the Saudi Arabian prince, in 2022, has bent many rules including women not wearing hijab and are allowed to drive. Providing equal educational opportunities for girls and women can have a significant impact on their lives and the societies in which they live. Educated women are more likely to have better health, lower rates of maternal mortality, and smaller and healthier families. They also tend to earn more income and participate more actively in the workforce, which can contribute to economic growth. Additionally, education can empower women to make informed decisions about their lives and to participate more fully in civic and political life. In some research related to health, women’s choices of food, routine diet, and fertility rate are related to their educational experience. Lawrence et al., (2009) stated in their study that women with less education are more likely to consume unhealthy diets than women with more advanced educational backgrounds. Research does not clearly explain why education and diet quality are so closely related though it suggests a variety of causes which are cost of food, time to eat, affect, social, historical, and psychological factors, health beliefs, and self-efficacy. Lawrence study informed that higher-quality foods were also viewed as more expensive by women with lower educational levels in part as a result of the marketing techniques some supermarkets use. Women with lower levels of education described as being bored at home because the majority did not work. When they were at home, it was very challenging for them to control their eating behaviors. They were tempted to eat throughout the day. Other research talks about some benefits obtained when women as leaders in higher education (Madsen, 2015) and in (Bashir, 2022)’s article related to women in surgery. The benefits are as follows. a. b. c. d. e.

Improving financial performance Strengthening organizational climate Increasing CSR and reputation Leveraging talent Enhancing innovation and collective intelligence.

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Recent research has demonstrated that companies with more women in management and on boards typically outperform other companies in terms of financial performance. In a large study (2360 companies) released in 2012 by Bloomberg, it was discovered that businesses with a market capitalization of $10 billion or more that had women on their boards performed 26% better than similar companies with all-male boards related to leveraging talent, the leadership traits and behaviors that women typically display differ from those of men. According to some studies, women tend to think more holistically than linearly. They are typically more process-oriented than men and prefer to find win–win solutions as opposed to win-lose ones. Additionally, women frequently pose unique questions. Based on the explanation above, efforts to promote gender equality in education, such as targeted programs and policies, and cultural change are important to bridge the gap between men and women in education and to realize the full potential of women in society.

The Needs of Education for Women in Transport and Logistics Field The needs of education for women in transport and logistics may vary depending on the specific role they are pursuing within the industry, but in general, they may include: 1. Technical skills: Women in transport and logistics will need to be familiar with the various modes of transportation, including road, rail, air, and sea, as well as the logistics and supply chain management processes involved in moving goods and people. 2. Business knowledge: Women in transport and logistics will need to understand the financial, legal, and regulatory aspects of the industry, as well as the economic and market factors that influence it. 3. Leadership and management skills: Women in transport and logistics will need to be able to manage teams, negotiate with suppliers and customers, and make strategic decisions. 4. Digital skills: With the increasing use of technology in the industry, women in transport and logistics will need to be familiar with digital tools such as transportation management systems, GPS, and data analysis to stay competitive. 5. Gender-specific training: Some training programs specifically designed for women in transport and logistics may be available, which may help to address the particular challenges that women may face in the industry such as unconscious bias, lack of representation, and lack of networking opportunities. Additionally, networking opportunities and mentorship programs are also important to help women in the transport and logistics industry to learn from experienced professionals and connect with other women in the field.

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Experience Needed by Women in Transport and Logistics Industry The experience needed by women in the transport and logistics industry will vary depending on the specific role they are pursuing, but in general, it may include: 1. Industry experience: Having prior experience in the transport and logistics industry, such as working as a truck driver, logistics coordinator, or freight forwarder, can help women understand the day-to-day operations and gain the skills needed for more advanced roles. 2. Education: A degree in logistics, transportation, supply chain management, or a related field can provide women with the theoretical knowledge and skills needed for many roles in the industry. 3. Technical skills: Understanding the technical aspects of transportation, such as routing, scheduling, and tracking, is important for many roles in the industry. Familiarity with transportation management systems and other technology used in the industry is also beneficial. 4. Leadership and management skills: Women in leadership roles in the transport and logistics industry will need to have experience managing teams, leading projects, and making strategic decisions. 5. Adaptability and flexibility: The transport and logistics industry is constantly evolving, so being able to adapt to changes in technology and regulations is important. The ability to handle multiple tasks and work well under pressure is also necessary. 6. Networking: Having a strong professional network can help women in the transport and logistics industry connect with other professionals and gain access to job opportunities and industry information. 7. Compliance knowledge: Familiarity with laws and regulations, including safety standards and compliance with international trade laws, is important for many roles in the industry. It is important to note that experience and education are not always mutually exclusive, and a combination of both can be beneficial for women in the transport and logistics industry.

Transport and Logistics industry’s Policy Related to Women as Leader Management The transport and logistics industry has traditionally been male-dominated, and as a result, there is a lack of women in leadership and management positions. However, there have been some recent efforts to address this imbalance and promote gender

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diversity in the industry. Some examples of policies related to women as leaders in the transport and logistics industry include: 1. Recruitment and promotion: Some companies have implemented policies aimed at increasing the number of women in leadership and management roles by actively recruiting and promoting women. 2. Mentoring and networking: Some companies have established mentoring and networking programs for women in the transport and logistics industry to help them connect with other professionals and gain the skills and experience needed for leadership roles. 3. Flexible working arrangements: Some companies have introduced flexible working arrangements to make it easier for women to balance work and family responsibilities, which can help retain and attract female employees. 4. Unconscious bias training: Some companies have implemented unconscious bias training for their employees to help them become aware of their own biases and reduce discrimination in the workplace. 5. Diversity and inclusion programs: Some companies have started diversity and inclusion programs aimed at fostering an inclusive and equitable work environment, which can help to promote gender diversity in leadership roles. 6. Gender pay gap audit: Some companies have started to conduct a gender pay gap audit to identify and address any pay disparities between men and women employees. 7. Childcare support: Some companies have started to provide childcare support for their female employees, which can help them to continue working and advance in their careers. It is worth noting that these policies are not always fully implemented and their effectiveness might vary, but they represent a step forward toward the goal of equal opportunities for women in transport and logistics industry.

Women in Transport Industry The transport industry, like many other industries, has traditionally been maledominated (ILO, 2023). However, in recent years, there has been a growing push to increase the representation of women in the industry. This includes initiatives to recruit and train more women for jobs in the industry, as well as efforts to create a more inclusive and supportive work environment for women. Some organizations, such as the Women’s Transportation Seminar, are dedicated to advancing the careers of women in the transport industry. Despite these efforts, there is still a significant gender gap in the transport industry and more work needs to be done to ensure equal opportunities for women. Many people agreed that transport jobs are promising, rewarding, and have good career opportunities. Unfortunately, the jobs are dominated by male, and there are gender gaps in the areas of transport industry (EIGE, 2020). Gender gap is an unequal

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experience due to the different rights and treatments between men and women in workplace. Women also get less job security and are paid lower than men (Wright, 2016). In transportation area, only some women can rise to higher position. Based on European commission in 2016, 22% of transport workers are women. Violeta Bulc, an EU Commission for transport in Brussels 2016, said that the modern and sustainable society in the future can exist if women and men can collaborate together in transport industry. Women are there not because they want to take over what the men have done. Women join because they want to collaborate with men. Research conducted in Europe in 2022 showed that 38% pilots are women and 62% are men. It showed that men dominated the aviation industry. Alice Saive, a senior pilot for over 15 years, said that men and women are different in making decision. There is a problem that cannot be seen from male point of view, like if there are children or babies on board. She will control the plane slowly and smoothly to make it comfortable not only for the children or babies but also for the passengers on board. If the children are not comfortable and crying, they will disturb other passengers (Table 5.1). From the data taken from pilot institute, the women pilot in 2017–2021 increased year by year, but it did not rise significantly. There were 7.01% women in 2017 and 7.34% in 2018. It increased 0.33%. Then in 2019, there were 7.94% women pilots, and it increased 0.12%. After that, in 2022, there were 8.46 women pilots, and it increased 0.52%. Lastly, in 2021, there were 9.02% women pilots, and it increased 0.56%. It can be concluded that women’s interests in the aviation industry had grown. However, this industry still needs to be promoted and socialized to make women more interested in aviation and can collaborate with men in the workplace. There are many women pilots in Indonesia. In fact, Indonesia has a relatively high percentage of female pilots compared to other countries. According to the Indonesian National Air Carriers Association (INACA), women make up around 10% of the total number of pilots in Indonesia (Fig. 5.1). Captain Esther Gayatri is an aircraft test pilot at PT Dirgantara Indonesia. She is the only woman who has license as a test pilot in Indonesia. Her job is to ensure that the aircraft is worthy and has flight safety guarantees. Captain Esther enrolls at the Indonesian Aviation College in Banten. However, she was rejected because she did not meet the criteria for height and majors at high school because Captain Esther was majoring in social studies, while the flight school asked students for science majors. Finally, she went to school at the Sawyer School of Aviation in Arizona, USA. After graduated from America, she returned to Indonesia and wanted to change the license she obtained from America to become an Indonesian license. However, this Table 5.1 Women pilot in 2017–2021 Category Pilot-total

% of women 2017

2018

2019

2020

2021

7.01

7.34

7.94

8.46

9.02

Source https://pilotinstitute.com/women-aviation-statistics/

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Fig. 5.1 Captain Esther Gayatri. Source https://www. kompas.com/parapuan/read/ 532657657/ini-perjalananesther-gayatri-perempuanpertama-yang-menjadi-kap ten-pilot-uji-coba-di-ind onesia

license change application was rejected. Captain Esther was once looked down upon by an official at the Ministry of Transportation because of her status as a woman who was considered not suitable to be a pilot. She tried to contact the Minister of Transportation at that time, Roesmin Noerjadin, in order to be included in the pilot test selection. Finally, Captain Esther passed. Because her persistence, Captain Esther was appointed by B. J. Habibie as the co-pilot at PT. Dirgantara Indonesia. She became the only female test pilot in Indonesia. Several Indonesian airlines, including Garuda Indonesia, have actively recruited female pilots and have programs in place to support their training and career development. The Indonesian government has also encouraged more women to pursue careers in aviation, recognizing the important role that diversity plays in the industry. Despite these efforts, however, there are still some challenges and barriers that women face in pursuing a career as a pilot in Indonesia, such as cultural and societal attitudes toward gender roles and expectations. Nevertheless, many Indonesian women are breaking through these barriers and becoming successful pilots, serving as role models for future generations. There are some reasons why transport industry is dominated by male. Gender stereotype, sexual harassment, and wage gap are some issues that makes few women work in transport sector. They are afraid of the issues if they work in that sector. Gender stereotypes for women in the workplace can include a number of preconceived notions or beliefs about how women should behave, communicate, and perform in their jobs. Some common examples include that women are too emotional to be effective leaders, women are not as competent or capable as men, women are not interested in pursuing careers in traditionally male-dominated fields such as science, technology, engineering, and math (STEM), women are not good at multitasking and

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should focus on their families, and women should be more passive, less assertive, and less ambitious than men. The stereotypes can lead to discrimination and bias against women in the workplace and can limit their opportunities for advancement and success. For example, women may be passed over for promotions, not be taken as seriously as their male colleagues, or be given fewer challenging assignments. In aviation, people judge that women have less ability, like the ability to fly and repair a plane. They also have lack of thrust in selecting careers. The barriers happened because some condition like woman do not have like flexible working hours, working away from home, and maternity leave. Sexual harassment is a form of discrimination that affects many women in the workplace. It refers to any unwanted sexual attention, behavior, or advances and can include a wide range of actions, from verbal comments and jokes to physical touching or assault. Sexual harassment can have a significant impact on women’s careers and well-being and can affect their mental and physical health, job satisfaction, and productivity. It can also create a hostile and intimidating work environment and make it difficult for women to advance in their careers. In order to address sexual harassment in the workplace, it is important to have clear policies and procedures in place and to educate employees and managers about what constitutes sexual harassment and how to prevent and respond to it. This includes providing training and resources to help identify and report incidents of harassment, as well as taking appropriate action when incidents are reported. It is also important to create a culture of respect and inclusivity, where everyone feels safe and valued. A survey conducted by the Association of Flight Attendants showed 68% of flight attendants have experienced in sexual harassment, such as inappropriate touching. Another survey in Hong Kong showed that 27% of them had been sexually harassed by consumers in the past. The sexual harassment of flight attendants happened because the images that airlines used in their marketing were often suggestive and sexually charged. Airline companies usually select women based on their age, weight, and also marriage status. Getting married could be considered as the end of a flight attendant careers (Seligson, 2019). The gender pay gap refers to the difference in earnings between men and women. On average, women earn less than men in nearly every country and industry worldwide. The reasons for the gender pay gap are complex and multifaceted, including discrimination, bias, and societal expectations and norms. Some studies suggest that women are often concentrated in lower-paying jobs and industries and are underrepresented in higher-paying ones. Women also tend to have more interruptions in their careers due to caregiving responsibilities, which can lead to gaps in experience and lower earning potential. Addressing the gender pay gap requires identifying and addressing the root causes of these disparities and promoting equality and inclusivity for all genders in the workplace. In aviation sector, pilots are paid higher than flight attendants (Seligson, 2019). In the USA, the median annual salary for airline pilots, co-pilots, and flight engineers

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was US$140,340 in 2018, which is 70% more than the median pay for flight attendants that was US$56,000. In 2013, the average annual salaries of (co-pilots) and (training captains) were EUR89,928. In the case of training cabin crew, salaries ranged from EUR26,970 to EUR32,408.

Women Leader in Transport Women leaders in the transportation industry are relatively underrepresented, with a small percentage of women in senior management roles. However, there are a number of women who have broken through the glass ceiling and have achieved leadership positions in various transportation-related fields. Some examples of women leaders in the transportation industry are Sarah Feinberg and Alexandra Pamela Chiang. Sarah is the first woman to be appointed as Administrator of the Federal Railroad Administration in 2020–2021. The Federal Railroad Administration (FRA) is an agency in the United States Department of Transportation (DOT). The agency was created by the Department of Transportation Act of 1966. Pamela is a senior transport specialist, sustainable development and climate change department in Asia. Pamela is an experienced team leader with more than 20 years of international experience in the development and management of transport projects including urban transit systems, railways, seaports, airports, roads, cross-border transport, and regional connectivity. She co-authored recent knowledge products on Smart Ports in the Pacific, Trade and Maritime Trends in the Pacific, and is currently leading an ongoing partnership study with ARUP on the Future of Transport. From Sarah and Pamela, it can be seen that women have made significant contributions to the transportation industry and have served as a role model for other women in the field. However, the transportation industry still has a long way to go to reach gender parity and to ensure that women are represented and have equal opportunities in leadership positions. The recent data highlighted in the WIT Index 2022, which was just published by the Women in Trucking Association (WIT), the proportion of women in positions of leadership in businesses in the commercial freight transportation industry is continuing to rise. The WIT Index is the recognized industry standard for comparing and gaging the proportion of women in leadership positions in the transportation sector on an annual basis. Based on WIT Index data in 2022, women make up 33.8% of C-suite executives in the transportation industry, an increase from the previous WIT Index measurement in 2019 of 10.5%. Furthermore, according to the 2022 WIT Index, women lead companies in a 39.6% proportion. The data showed that the representation of women in the transportation industry is improving, but still, there is a long way to go to reach gender equality and to ensure that women have equal opportunities in the

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industry. This can be achieved by investing in education and training for girls and women in transportation-related fields, creating a more inclusive and supportive work culture, and implementing policies that promote gender equality and diversity in the workplace.

Education and Skills for Women in Transport Can women lead men with her education in the future transport industry? Education is the key component in preparing and sustaining individuals in careers. The curriculum also should focus continues to move beyond its traditional base to include other areas of specialization. For example, transportation professionals in the twenty-first century must have the ability to see how their work affects the environment—not only in costs to air, land, and water, but also in energy use. There is a growing body of research on the education and skill levels of women in the transport industry. Studies have shown that while the number of women entering the transportation industry is increasing, they are still underrepresented in leadership roles, and in many cases, women in transportation face discrimination and lack of opportunities for career progression. In education, a study by the International Transport Forum (ITF) found that women are less likely than men to have a tertiary education in transport-related fields, with only 21% of women in the transport sector having a university degree, compared to 29% of men. In terms of skills, studies have found that women in transport tend to have a more diverse range of skills than men and are generally more adaptable and better at multitasking. However, they may lack specific technical skills and experience that are often required for leadership roles in the transportation industry (Ng & Acker, 2020). To overcome these challenges, it is important for the transport industry to invest in targeted training and development programs for women and to provide them with mentoring and sponsorship opportunities. In addition, companies can also implement policies that promote gender diversity and inclusion, such as flexible working arrangements and parental leave, to help retain and advance women in the industry. Women should have a range of skills that are valuable in the transport industry, like communication (ability to have effective communication with co-workers, customers, and superiors), problem-solving (ability to have quick identify and resolve issues that arise during transportation), attention to detail ability to maintain a high level of accuracy in data entry, document preparation, and following safety procedures), organizational (ability to prioritize tasks, manage schedules, and coordinate transport activities), technical skill (proficiency in using computer programs, GPS systems, and other technologies used in the transport industry), leadership (ability to lead and motivate teams, delegate tasks, and make effective decisions), and adaptability (ability to adjust to changing circumstances, work under pressure, and handle multiple tasks at once). Women bring a diverse range of skills and perspectives to the transport industry, and their contributions are important to the industry’s success.

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A research conducted in Japan by Kitada (2019) showed that Vocational Education and Training (VET) as one of the effective strategies to support women works in transport. The institutional framework in Japan includes opportunities for VET. Vocational Education and Training (VET) refers to a type of education or training that provides practical and job-specific skills to students or workers. It is designed to prepare individuals for specific careers or trades and is often focused on handson training, practical experience, and the development of technical abilities. VET programs can vary in length and scope and may be offered by educational institutions, government agencies, or private training providers. They are designed to provide students with the skills and knowledge they need to succeed in their chosen careers and may lead to certification, apprenticeships, or other forms of employment. It can be concluded that education is crucial to attract women in transport. In conclusion, women are increasingly joining the transport industry in various roles, challenging the historical male-dominated industry. Despite progress in recent years, women still face challenges and barriers, such as discrimination, harassment, and lack of access to training and development opportunities. However, there are encouraging signs that governments, organizations, and the industry itself are recognizing the value of diversity and the need to address gender disparities. Through continued efforts to promote gender diversity and equality in transportation, the industry can become more inclusive and equitable and benefit from the unique skills and perspectives that women bring to the table. Ultimately, a more diverse and inclusive transportation industry will benefit society as a whole by better reflecting and serving the needs of all people.

Future Research One area of future research could focus on identifying the specific skills and competencies that are necessary for women to succeed in leadership roles in transport. This could involve a study of successful women leaders in the industry, as well as interviews with industry experts and employers. Another area of research could explore the impact of education on the career progression of women in transport. This could involve examining the educational backgrounds of successful women leaders in the industry, as well as surveying women in various stages of their careers to identify the role that education has played in their career advancement. Additionally, research could be conducted on the types of educational programs that are most effective in preparing women for leadership roles in transport. This could involve examining existing educational programs and identifying best practices, as well as developing and testing new educational programs specifically designed for women in the transport industry. Finally, research could focus on the broader societal and cultural factors that impact the representation of women in leadership positions in transport. This could

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involve exploring the role of gender stereotypes and biases, as well as identifying strategies for promoting greater gender diversity and inclusivity in the industry.

References Bartman, C. C. (2015). College student affairs leadership African American women in higher education: Issues and support strategies. College Student Affairs Leadership, 2(2). http://schola rworks.gvsu.edu/csal/vol2/iss2/5 Bashir, S. (2022). Why do we need more women in surgery? Indian Journal of Colorectal Surgery, 5(1), 1. https://doi.org/10.4103/ijcs.ijcs_3_22 Binkley, M., Erstad, O., Herman, J., Raizen, S., Ripley, M., Miller-Ricci, M., & Rumble, M. (2014). Defining twenty-first century skills. In Assessment and teaching of 21st century skills. https:// doi.org/10.1007/978-94-007-2324-5_2 EIGE. (2020). Relevance of gender in employment, policy areas, gender mainstreaming. European Institute for Gender Equality. Hamdan, A. (2005). Women and education in Saudi Arabia: Challenges and achievements. International Education Journal, 6(1), 42–64. Idris, F., Hassan, Z., Ya’acob, A., Gill, S. K., & Awal, N. A. M. (2012). The role of education in shaping youth’s national identity. Procedia—Social and Behavioral Sciences, 59, 443–450. https://doi.org/10.1016/j.sbspro.2012.09.299 ILO. (2023). Women in the transport sector. Kitada, M. (2019). Progress or regress on gender equality: The case study of selected transport STEM Careers and their vocational education and training in Japan. ELSEVIER. Lawrence, W., Skinner, C., Haslam, C., Robinson, S., Inskip, H., Barker, D., Cooper, C., Jackson, A., & Barker, M. (2009). Why women of lower educational attainment struggle to make healthier food choices: The importance of psychological and social factors. Psychology & Health, 24(9), 1003–1020. https://doi.org/10.1080/08870440802460426 Madsen, S. R. (2015). Why do we need more women leaders in higher education? HERS National Report Series. https://www.usu.edu/uwlp/files/hers.brief.no.1.pdf Ng, W.-S., & Acker, A. (2020). The gender dimension of the transport workforce. International Transport Forum Discussion Paper, 11, 1–32. Oliva, P. F., & Gordon, W. (2013). Developing the curriculum (8th ed.). Pearson. Seligson, D. (2019). Women and aviation: Quality jobs, attraction and retention. International Labour Organization, Working paper no. 331, 1–35. Thomas, V. G., Jackson, J. A., & Jackson, A. (2015). Girls and American. The Education of African Past to Present Women , 76(3), 357–372. Wright, T. (2016). Understanding gender, sexuality and occupation in male-dominated work. In Gender and sexuality in male-dominated occupations: Women workers in construction and transport. Palgrave Macmillan.

Novi Indah Susanthi is an English lecturer in ITL Trisakti and the head of Language Laboratory in the same institute. She has been teaching English for more than 10 years, and she has many interests in other field of subjects for research including transportation and logistics as the main core of the institute she works at. Now, she is taking her doctoral degree in Indonesia Educational University majoring Curriculum Development. Sarovah Widiawati is an English lecturer in ITL Trisakti for more than 5 years. Having an enthusiastic and cheerful personality, she is creating an enjoyable situation in all her classes. Her

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research papers also vary from English education, transportation and logistics, and also literature. She has graduated from Jakarta State University in 2016 majoring English Education. Riza Lestari is an English lecturer in ITL Trisakti for more than 10 years. Being an active lecturer and traveler, she had been teaching Indonesian Language in Hawaii when she joined the scholarship program in America. Now, she is focusing teaching in the institute and Indonesian University Language Institute.

Chapter 6

Branding the Women Leaders in Aviation: What Does It Takes? Ami Suhana Abdul Menon and Muhammad Shahrin Hashim

Introduction Commercial aviation has experienced fast growth, leading to substantial changes and increased resources use. A key barrier to this growth is the lack of skilled personnel and the aging of the workforce. The industry must make a concentrated effort to use all resources available in order to overcome this obstacle and maintain growth, with a special emphasis on empowering and involving women who are currently underrepresented in commercial aviation (Ferla & Graham, 2019). Aviation industry is a diverse field that involves a range of activities, from designing and developing aircraft to their operation and use in various contexts, including commercial aviation, military aviation, government, flight training, business travel, search and rescue, and recreational flying. While commercial airline and military pilots may be the most visible careers in aviation, the industry also includes a wide range of professionals, such as engineers, air traffic controllers, maintenance technicians, data analysts, information technology specialists, government affairs personnel, and human resources professionals. Together, these professionals help to ensure the safe and efficient operation of the aviation industry, which is essential to our modern transportation infrastructure and global economy (Women in Aviation Advisory Commitee, 2022).

A. S. A. Menon (B) · M. S. Hashim Marketing and International Business, Universiti Kuala Lumpur Business School, Universiti Kuala Lumpur, Kuala Lumpur, Malaysia e-mail: [email protected] M. S. Hashim e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_6

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The underrepresentation of women in leadership positions within the aviation industry which started off with lack in women participation is a concern, particularly as the industry is experiencing growth amid the post-COVID-19 pandemic and increasing demand for air transportation and logistics services (Women in Aviation Advisory Commitee, 2022). According to Mosolena (2021), as the aviation industry expands and new career opportunities emerge, it is essential to recruit, retain, and advance women to ensure that the industry has access to the full range of talent available. The industry cannot afford to underutilize this valuable source of talent, especially given the current shortage of workers. There is a dire urgency to fill the gap in the workforce, and ensuring that women have equal opportunities in aviation is essential to meeting this challenge. By promoting diversity and inclusion, and providing support for women to enter and advance in the field, the aviation industry can position itself for long-term sustainability and success. The lack of women involvement in aviation has been addressed in many research and white papers. According to Deloitte (2022) in the report “Women in the Boardroom: A Global Perspective” stated that in the aviation industry, there is a lack of gender diversity in leadership positions, with only 6% of airlines having a female CEO, which is in line with the global average of 5%. Furthermore, globally, less than 5% of students enroll in aviation programs, indicating that there has been little progress in increasing diversity within the industry (Sobieralski & Hubbard, 2019). With such small percentages of women involvement is claimed to be resulted from lack of gender diversity that posed problem for women to advance their career in the male-dominant industry. The challenges faced by women in the aviation industry have led many to pursue careers in other industries, which has contributed to a lack of female leaders in aviation (Seligson, 2019; Sobieralski & Hubbard, 2019). The perception of a “glass ceiling” is prevalent among many women in the industry, as the underrepresentation of women in leadership positions reinforces the notion that opportunities for advancement are limited (Mosolena, 2021). In addition, according to Women in Aviation Advisory Commitee (2022), while there has been a promising increase in the number of women student pilots, at 14% in 2020, the conversion of these student pilots to women private pilots has been consistently low, at 7%. Furthermore, data shows that the rate of women remaining active as pilots declines after the age of 25, while men tend to remain active as they age. This highlights the need to not only attract more women to the field, but also to support and retain them throughout their careers. The issue of recruitment and retention of women in aviation is complex and multifaceted and includes a range of factors such as economic considerations, worklife balance, availability of alternative career options, lack of women in leadership positions, and the need to navigate a workplace culture that is often perceived as male-dominated. Women may face barriers to entry and advancement in the aviation industry due to these factors, which can create a hostile or unwelcoming environment (Women in Aviation Advisory Commitee, 2022).

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Previous research has discussed the importance of gender diversity in the aviation workforce, the underrepresentation of women in aviation, and the perceptions of women regarding the aviation workplace (Seligson, 2019). By addressing these issues and promoting diversity and inclusion, the industry can attract and retain more female talent and build a more equitable and sustainable workforce. This can help to meet the growing demands of the industry and provide women with equal opportunities for career growth and advancement (Sobieralski & Hubbard, 2019; Stevenson Katie Kirkpatrick et al., 2021). To address this issue, it is important to create a more inclusive and supportive workplace culture that values and promotes diversity and equity. This includes implementing policies and initiatives that support work-life balance, flexible working arrangements, mentorship, and professional development opportunities for women. By breaking down barriers and promoting equal opportunities for all, the aviation industry can attract and retain more female talent and build a more diverse and innovative workforce (Sobieralski & Hubbard, 2019). A research by Stevenson Katie Kirkpatrick et al. (2021) stated that retaining women in aviation has been a significant challenge, and research indicates that sexual harassment and gender bias are among the major factors contributing to women leaving the industry. The prevalence of these issues creates a hostile work environment that makes it difficult for women to advance in their careers and reach their full potential. To address these issues, it is important for aviation companies to implement policies and training programs that promote a safe and respectful workplace culture. This includes providing resources and support for employees who experience harassment or bias, as well as holding those who engage in such behavior accountable for their actions (Women in Aviation Advisory Commitee, 2022). Additionally, it is important to increase awareness and education about the benefits of diversity and inclusion in the workplace and to actively work toward creating a more equitable and supportive environment for women in aviation. By addressing these issues requires a concerted effort to promote diversity, inclusion, and respect for all individuals in the workplace, as well as providing support for women who may experience discrimination or harassment. By creating a more welcoming and inclusive work environment, the aviation industry can help to retain its female workforce and tap into the valuable skills and talents of all employees, contributing to the industry’s long-term success. According to Hynes and Puckett (2011), women in the aviation industry often face significant challenges, including ridicule, harassment, alienation, and malicious comments from co-workers and passengers. These experiences can create a hostile work environment that makes it difficult for women to succeed in their careers and can even drive them out of the industry entirely Mosolena (2021). For women who are determined to succeed in the aviation industry, changing airline employers up to seven times may be necessary in order to achieve their personal and career goals. This can involve making difficult decisions and balancing the demands of work and personal life. However, by pursuing opportunities for career advancement and finding a supportive work environment, women can build successful careers in aviation and contribute to the industry’s long-term success.

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In the first section, the paper will explore the various reasons why women are interested in aviation. These reasons may include a fascination with flight, a desire to explore new places, or a passion for science and technology. Additionally, the paper may examine some of the challenges that women face in the aviation industry, such as gender discrimination, lack of representation, and limited career opportunities. In the second section, the paper will suggest several areas within the aviation industry where women can brand themselves and advance their careers. These areas may include piloting, air traffic control, aircraft maintenance, engineering, and management. The paper may also discuss the importance of networking, mentorship, and professional development programs in helping women succeed in these fields. Overall, the aim of this paper is to provide a starting point for further research into how women can thrive as leaders in the aviation industry.

Interest in Aviation Industry by Young Adults Various factors can influence young women’s interest in exploring the aviation industry, including exposure to the industry, encouragement from family and friends or local community, career advice from schools, and the industry’s perceived glamor. According to a dissertation by Gagliardo (2020), women may be encouraged to explore careers in aviation by their parents, teachers, mentors, or other members of their local community which could help them to overcome barriers and take steps toward pursuing their passion for aviation. Other research by Microsoft (2018) and Joseph (2012) also concurred with findings that students with strong family support are more likely to develop the inner strength necessary to handle adversity, perceive their limitations more effectively, and have higher levels of self-confidence. Additionally, students with strong family support are more likely to persist in their pursuit of STEM education and careers, with a higher likelihood of staying in STEM fields to a higher level (Gagliardo, 2020). Family support can take many forms, such as encouragement, emotional support, financial support, and access to resources and opportunities. By providing a strong foundation of support, families can help to foster their children’s interest and success in STEM fields (Seligson, 2019). Moreover, a study by Kang et al. (2019) concurred with a finding that a girl’s exposure to science at home can be a significant predictor of her future interest in pursuing a career in science, technology, engineering, and math (STEM) fields. This exposure can take the form of parents, siblings, or other family members engaging with the girl in scientific activities, providing her with access to STEM resources and toys, or encouraging her curiosity in scientific concepts. Early exposure to STEM can have a significant impact on a person’s interest, confidence, and competency in scientific fields. By engaging with STEM activities, resources, and concepts from a young age, individuals can develop a curiosity and passion for these areas, which can ultimately lead to pursuing a career in STEM (Gagliardo, 2020; Seligson, 2019). Additionally, early exposure can help to build a foundation of knowledge and skills

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that can be further developed and expanded upon over time, increasing the likelihood of success and achievement in STEM fields. Research by Lutte (2021a, b) and Lacia (2018) both stated that to sustain the interest of young girls in aviation, successful outreach through school resources is important, as their interest tends to solidify before the age of 20. However, after age 20, having a role model is vital to maintain the interest. School counselors often introduce traditional career fields like lawyers or doctors to girls, while non-traditional fields like aviation may be overlooked. The lack of role models and knowledge about such fields among counselors can cause girls’ interest to wane, as they may not be aware of the opportunities available to them (Gagliardo, 2020). Career advice provided by schools or guidance counselors can play a significant role in influencing young women’s career choices. Schools can provide information on the various career paths within aviation, and the required education and training to enter the field (Seligson, 2019). However, according to Anderson and Pucel (2003) some items were identified as having no or very little significance toward influence on professional pilot as a career choice. High school guidance counselors and teachers are important in inducing career choices but not influential enough to become the driver of a certain career choices. This indicated that the need of more direct involvement or activities with the students such as career fair or aviation summer camps. Parents tend to show varying levels of support for their children’s career choices based on the perceived prestige and financial rewards of the profession. This can influence children to choose careers based on societal expectations rather than their passions. To address this, parents should be supportive of their children’s interests and passions regardless of the perceived status of the career field. A research by Rice (2019) Research has found that parents tend to provide more financial and emotional support to sons compared to daughters. This may be due to gender bias and societal expectations that place greater value on male children. This can have a negative impact on daughters’ career opportunities and may lead to gender inequality in the workforce. It is important for parents to be aware of this bias and provide equal support and encouragement to all their children regardless of gender (Ferla & Graham, 2019). The aviation industry is often seen as glamorous and exciting, which can be a draw for some young women. The opportunity to travel, work with advanced technology, and the sense of adventure associated with aviation can all be factors that spark an interest in exploring the industry (Avis et al., 2019). According Ferla and Graham (2019), the presence of women symbolized an example of receptive family environment, which cultivates positive self-esteem. They further noted that the presence of a woman who symbolizes a role model, and a receptive family environment helps to cultivate positive self-esteem. Through self-esteem, young women tend to develop a high ability to withstand any negative perceptions associated with male-dominated fields, both in schools and at workplaces. Popular culture shares the blame in the endorsement of such gendered roles, given that it upholds and portrays traditional stereotypes about occupations (Women in Aviation Advisory Commitee, 2022).

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According to Ferla and Graham (2019), many people are concerned about the long and unsociable working hours that come with working in aviation. This can make it difficult to balance work and personal life, leading to a demanding lifestyle. To address this, aviation companies should provide flexible working arrangements and work-life balance programs to help their employees balance their personal and professional lives.

Gender Trends in Aviation Higher Education and Employment Market Enrollment in aviation higher education is low and slightly decreasing among women. Aviation higher education programs include aviation management, aeronautical engineering, professional flight, and unmanned aerial systems. These programs prepare students for careers in aviation operations, aircraft design, and piloting. It is important to encourage more women to pursue these programs to promote diversity and innovation in the field (Sobieralski & Hubbard, 2019). According to Sobieralski and Hubbard (2019), women students would be more interested to take up aviation management rather than other technical programs. Hence, such shortage would affect the numbers of women leaders in the industry. The choices in aviation higher education program also haves relation to the opportunity available in the industry, issues of wage disparity, and perception of glass ceilings in the male-dominant industry. The limited number of women in leadership positions in civil aviation has resulted in a slow pace of change, and it reinforces the image of women in male-dominated aviation jobs. This is especially true in challenging aviation jobs, such as board rooms and chief executive, operative, and financial positions in aviation companies (Women in Aviation Advisory Commitee, 2022). The lack of women in leadership roles in civil aviation can be attributed to several factors, including gender bias, stereotyping, and discrimination. This reinforces the perception that aviation jobs are typically male-dominated, making it even more challenging for women to advance in their careers (Ferla & Graham, 2019). To address this issue, aviation companies should implement policies and programs that promote diversity and inclusion in the workplace. This can include measures such as equal pay, flexible work arrangements, and mentorship and leadership development programs for women (Women in Aviation Advisory Commitee, 2022). It is also important to challenge stereotypes and biases by promoting positive images of women in aviation and highlighting their achievements and contributions to the industry. This can help to change the perception that aviation is a male-dominated industry and make it more attractive to women.

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Overall, the limited number of women in leadership positions in civil aviation reinforces the image of women in male-dominated aviation jobs. To promote diversity and inclusion in the industry, aviation companies must take proactive measures to address gender bias, stereotypes, and discrimination and promote positive images of women in aviation (Seligson, 2019). According to Hynes and Puckett (2011), female pilots and captains in the aviation industry often face challenges such as gender discrimination and balancing work and family life. However, these challenges can help them develop resilience, creativity, and problem-solving skills that can benefit their careers. They can also benefit from networking and involvement in events outside the aviation industry and from mentors or sponsors who can provide guidance and support. By leveraging these experiences and building networks, they can rise to the top of the leadership ladder and inspire future generations of women in aviation. Before the COVID-19 pandemic, women in aviation especially in piloting are considered as “untapped demographic”; hence, efforts are being made to attract women into it. This also indicated the shortages of women pilots or in aviation worldwide (Mosolena, 2021).

Leadership in Aviation In aviation, leaders have a key role in creating a culture of safety, which comes from the organization’s values and attitudes toward safety. To do this, leaders must show they are committed to safety, build trust with employees, and encourage a learning environment. This means providing resources for safety, holding employees accountable for safety, and promoting an environment where employees can report safety concerns without fear. When leaders create a safety culture, safety becomes a top priority and incidents are reduced (Ayiei et al., 2020). Leadership involves managing groups of people and includes methods of motivating and guiding others. There are different leadership styles, including authoritarian, dictatorship, and laissez-faire (Nanjundeswaraswamy & Swamy, 2014). Authoritarian leadership is characterized by a leader who makes decisions independently and with little input from their team. This style can be effective in certain situations where quick and decisive action is needed, but it can also lead to a lack of creativity and motivation among team members. Dictatorship leadership is similar to authoritarian leadership, but the leader is more focused on maintaining strict control over their team. This style can be effective in emergency situations or where there is a need for strict adherence to rules, but it can also result in a lack of trust and resentment among team members. Laissez-faire leadership is characterized by a leader who provides little direction or guidance to their team, instead allowing team members to make decisions independently. This style can be effective when team members are highly skilled and motivated, but it can also lead to confusion and lack of direction among team members. Each leadership style has its advantages and disadvantages, and effective leaders often use a combination of styles depending on the situation and the needs of their team (Rouco et al., 2021).

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With the face paced business environment, organizations need to expand their knowledge for changes that will bring toward survival and development. Changes in team members’ involvement tend to be more dynamic and demanding to the heard. Leaders can strengthen team members’ understanding and improve their quality of life (Korejan & Shahbazi, 2016). Leaders being more involved in the future drive of the organization, influence the team members that shape their beliefs, value, and goals, and motivate them to contribute more than what is sited in the employment contract. These are the qualities of transformational leadership (Korejan & Shahbazi, 2016). Transformational leaders encourage challenges, a clear sense of mission, and trust for team members (Ahmed Khan et al., 2016). With the creating of an atmosphere of trust and motivation, leaders can act as role models for their team members. Research in the aviation industry has established a positive correlation between transformational leadership and safety climate. Transformational leadership is a leadership style that seeks to inspire and motivate followers to achieve a shared vision. It has been linked to higher levels of safety climate in aviation organizations. Safety climate, on the other hand, refers to employees’ perceptions of the importance of safety and their commitment to safe practices in the workplace (Ahmed Khan et al., 2016). Thus, adopting a transformational leadership style can promote a positive safety climate within the organization, which is essential for safe and efficient aviation operations. The results of this research have important implications for aviation organizations, as they suggest that leaders who adopt a transformational leadership style can help to create a culture of safety within their organization (Bastola, 2020).

Field in Aviation Industry that Are Preferred by Women Within the aviation industry, women may be more likely to show interest in certain types of jobs due to a variety of reasons, including family encouragement and personal preferences. One such job is that of a flight attendant, with approximately 79.2% of women employed in this role. While flight attendants play a critical role in ensuring the safety and comfort of passengers, this occupation can also offer flexibility in scheduling and may be more conducive to balancing family responsibilities. However, it is important to note that women should have equal opportunities to pursue any job within the aviation industry, regardless of societal or personal biases toward certain roles. Achieving greater gender diversity across all occupations within the aviation industry can help foster a more inclusive and supportive workplace culture, ultimately benefiting both individual women and the industry as a whole (Lutte, 2021a, b). In addition to flight attendants, women are employed in various other roles within the aviation industry. Approximately 19.7% of women work as dispatchers, who play a critical role in managing flight operations by coordinating communication between pilots and ground personnel. About 16.8% of women work as air traffic controllers, who are responsible for ensuring the safe and efficient movement of aircraft in the airspace. Additionally, 16.7% of women work as airport managers,

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overseeing the operations of an airport facility and managing the various teams that work there. While these roles may require a different set of skills and qualifications, they all contribute to the successful operation of the aviation industry. It is important to create a more inclusive and diverse workplace culture, where women are given equal opportunities to pursue any career within the industry, based on their skills and interests (Lutte, 2021a, 2021b). Despite the increasing presence of women in the aviation industry, some roles remain male-dominated, with relatively low levels of women’s involvement. For instance, the percentage of women working as maintenance technicians is only 2.6%, while the number of female aviation organization CEOs is 3.0%. Additionally, women make up only 4.6% of air transport pilots. In terms of senior leadership roles, women’s representation is also limited. Only 15% of CFO positions are held by women, while only 4.0% hold Chief Operating Officer (COO) position. Chief Commercial Officer made up of 13% same as Chief Investment Officer. The highest percentages of women participation are as Human Resource Director at 37% (Lutte, 2021a, 2021b). It is noteworthy to see that the high representation of women in the field of management is in line with the high representation pursuing their higher education in aviation management at 28% against the least percentage in courses of Aeronautical Engineering and Piloting both at 14% (Sobieralski & Hubbard, 2019). These figures indicate the existence of gender disparities in the aviation industry, with women having limited opportunities to advance to certain roles. Addressing these disparities can help promote greater gender diversity and inclusivity in the aviation industry and create more opportunities for women to succeed in all aspects of this field (Sobieralski & Hubbard, 2019). Aviation management is a multifaceted field that encompasses a wide range of subjects, including but not limited to: 1. Aviation Finance: This subject deals with financial management in the aviation industry. It covers topics such as financial analysis, cost management, investment, and financial planning. 2. Aviation Strategic Marketing: This subject focuses on the marketing strategies and tactics employed in the aviation industry. It covers topics such as market research, segmentation, pricing, advertising, and brand management. 3. Aviation Economics: This subject deals with the economic principles and theories that underlie the aviation industry. It covers topics such as supply and demand, pricing, revenue management, and market structure. 4. Principles of Accounting: This subject provides an overview of basic accounting principles and practices. It covers topics such as financial statements, balance sheets, income statements, and cash flow. 5. Principles of Finance: This subject covers the fundamentals of finance and financial management. It covers topics such as time value of money, risk and return, capital budgeting, and financial markets. Other subjects that may be included in aviation management programs include aviation law and regulations, aviation safety management, airport management,

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and air traffic control (Purdue University, 2016; Universiti Kuala Lumpur, 2020; UNSW, 2020).

Branding of Women Leaders in Aviation Attracting the best women talent to enter and to stay in the aviation industry is quite a challenge. To gain positives career outcomes, women leaders in aviation are not an exception for the need to build their personal brand (Gorbatov et al., 2019). There is a dire need on how the industry to build the right personal branding of women leaders in aviation industry. Personal branding women leaders in aviation are essential on both career and personal branding to the aviation industry on how to gain and maintain their employment. Apart from increasing employability and maintaining their place in higher echelon of the aviation industry, personal branding contributes toward better career satisfaction. Amid the awareness on the personal branding in changing ones’s career, the problem is how do we do it systematically and strategically? How do we shape the perception that there are no gender disparity in the aviation industry? The common notion of branding a professional is about the abilities to build a reputation and image of someone who can be trusted and credible (Smolarek & Dziendziora, 2022). In creating a personal brand, the aviation industry needs to take introspective look at the women’s participation in the industry, understand the current perception of women’s role in the industry, develop a correct personal brand mantra, craft the physical and digital footprint, and the most important thing is communicate a compelling narrative on women’s leadership in aviation industry (Philbrick & Cleveland, 2015). The narrative needs to emphasize on the personality qualities, past experience and development, and relationship with peers (Rangarajan et al., 2017). Narratives were communicated in various forms before. Mass media were prevalent in communicating brand narrative before the advent of social media. Now, the usage of social media especially LinkedIn was used to communicate the narrative of personal branding as its ability to reach bigger number of audience compared to mass media (Marin & Nil˘a, 2021). The main advantage of social media is the synchronous communication between the parties in social media that lead to higher engagement with the audience (Doyle et al., 2022). Communication through social media increases the “consumer-brand relationship” through branded storytelling (Lim & Childs, 2020). The idea is for the aviation industry to craft a reputation strategy such as “CEO Executive Visibility” in promoting its brand in highlighting the women leaders and aligning their characteristics with the value of the industry. This strategy will attract new audiences and improve brand loyalty, while generating excitements and engagements (Pérez-Serrano et al., 2020). The aviation industry needs to change its narrative by focusing on the struggle and success of the women leaders in the industry. According to Ferla and Graham (2019), the presence of women in the aviation industry has served as a testament to the ability to successfully balance career and familial responsibilities. By defying societal

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norms that place undue emphasis on gender roles, these women have become model of work-life balance, providing a source of inspiration for women and men alike who strive to reconcile professional aspirations with family priorities (Vasakarla, 2015). Their ability to manage competing demands with composure has not only inspired admiration, but also facilitated the integration of women in the aviation industry, while simultaneously promoting a culture of inclusivity that has the potential to reverberate across all industries. To be a successful female leader in the aviation industry, it is important to have good communication skills, integrity, compassion, competence, and patience. Effective communication helps build relationships, while integrity and compassion promote a positive work environment. Competence is critical for ensuring safe and effective aviation operations, and patience helps navigate industry challenges (Hynes & Puckett, 2011). Aviation is a challenging and highly demanding field for women due to persistent issues surrounding gender bias. Women in this industry often face unique obstacles, including limited opportunities for advancement, inadequate representation in leadership roles, and disparities in compensation. Furthermore, gender stereotypes and biases can lead to discrimination and exclusion in the workplace, making it difficult for women to fully participate and excel in their roles. Addressing these issues is crucial for creating a more equitable and inclusive aviation industry, which can help attract and retain talented women who can contribute to the industry’s continued success (Mosolena, 2021). The participants’ unexpected response of “compassion” in relation to their careers in aviation highlights an important aspect of leadership and professional development. By expressing compassion toward their colleagues and passengers, these pilots are able to build trust and rapport with others, which can ultimately lead to greater success in their careers (Hynes & Puckett, 2011). The participants elaborated on the rewarding aspects of their careers, such as mentoring and training other pilots and helping people overcome their fear of flying. This demonstrates that being a successful leader in aviation requires more than just technical skills it also requires emotional intelligence and the ability to connect with others on a personal level (Women in Aviation Advisory Commitee, 2022). By emphasizing the importance of compassion and empathy in aviation leadership, this research has the potential to inspire a new generation of pilots who are not only skilled and knowledgeable, but also caring and compassionate in their approach to their work. The finding that women in aviation attribute their success to experiences, people, and events outside of their workplace environments highlights the importance of a holistic approach to leadership development. While workplace environments certainly play a role in shaping one’s career trajectory, these women emphasized the impact of external influences such as mentors and community experiences on their development as leaders (Anderson & Pucel, 2003). Employers play significant role as the enabler and shaping the personal branding of women leaders in the aviation industry (Dumont & Ots, 2020). This suggests that organizations seeking to foster a more diverse and inclusive leadership pipeline should not only focus on improving workplace environments, but also invest in mentorship and community

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programs that provide opportunities for individuals to build the skills and confidence needed for leadership positions. By recognizing the value of diverse experiences and perspectives, organizations can create a more dynamic and effective leadership culture that benefits both individual leaders and the broader organization (Ahmed Khan et al., 2016). In helping developing the personal branding of these women leaders, it has a quid pro quo effect to the industry as workers’ personal branding has a direct influence on how consumers view and engage with a particular industry (Potgieter & Doubell, 2020).

Conclusion The importance of role models cannot be overstated when it comes to developing women leaders in male-dominated industries like aviation. Role models serve as inspiration and provide guidance for women who aspire to leadership positions and can help to break down barriers and stereotypes that may be present in the industry. By creating more visible role models and providing opportunities for women to network and connect with other women in leadership positions, organizations can help to create a more supportive and inclusive environment for women in aviation (Ferla & Graham, 2019). Women leaders in aviation often demonstrate a unique blend of compassion and grit, which enables them to succeed in high-pressure situations while maintaining empathy and connection with their colleagues and passengers. Compassion allows women leaders to connect with others on a personal level, build trust and rapport, and create a positive workplace culture. Grit, on the other hand, enables women to persevere in the face of challenges and setbacks and to maintain their focus and determination in pursuit of their goals. By embodying both compassion and grit, women leaders in aviation are able to create successful careers and inspire others to follow in their footsteps. Despite the lack of a clear career pathway, many women have found success in aviation by drawing on their own perseverance and determination to carve out their own opportunities. Women who are committed to their careers and willing to take risks and pursue their passions often find that they are able to build successful careers in the aviation industry, even if the path is not always clear or easy. By seeking out mentors and role models, building strong networks, and focusing on their own personal development, women can overcome the obstacles that may be present in the industry and create their own pathways to success (Ferla & Graham, 2019; Vithanagama & Sirisoma, 2020). It is important for organizations in the aviation industry to create pathways for women to succeed and provide more visible role models to encourage the next generation of women leaders (Vithanagama & Sirisoma, 2020). By creating clear career paths, offering mentorship and development programs, and promoting diversity and inclusion at all levels of the organization, aviation companies can help to attract and retain talented women who are eager to succeed in leadership positions. By

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showcasing the achievements of women leaders and providing opportunities for networking and connection, organizations can inspire the next generation of women to pursue careers in aviation and become leaders in the industry. Acknowledgements The authors would like to thank Associate Professor Dr. Nor Aida Abdul Rahman, Dr. Nurhayati, and reviewers for their helpful comments.

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perception. Social Science and Humanities Open, 4(1). https://doi.org/10.1016/j.ssaho.2021. 100174 Mosolena, I. (2021). Exploring the experiences of women pilots in commercial aviation in Australia [Southern Cross University]. https://doi.org/10.25918/thesis.155 Nanjundeswaraswamy, T.S. and Swamy, D.R. (2014) Leadership Styles. Advances in Management, 7, 57–62 Pérez-Serrano, M.-J., García-Santamaría, J.-V., & Rodríguez-Pallares, M. (2020). The social media presence of Ibex 35 top executives and their role as influencers. Communication & Society, 33(2), 313–328. https://doi.org/10.15581/003.33.2.313-328 Philbrick, J. L., & Cleveland, A. D. (2015). Personal branding: Building your pathway to professional success. Medical Reference Services Quarterly, 34(2), 181–189. https://doi.org/10.1080/ 02763869.2015.1019324 Potgieter, A., & Doubell, M. (2020). The influence of employer branding and employees’ personal branding on corporate branding and corporate reputation. African Journal of Business and Economic Research, 15, 109–135. https://doi.org/10.31920/1750-4562/2020/v15n2a6 Purdue University. (2016). https://polytechnic.purdue.edu/degrees/airport-management-and-operat ions Rangarajan, D., Gelb, B. D., & Vandaveer, A. (2017). Strategic personal branding—And how it pays off. Business Horizons, 60(5), 657–666. https://doi.org/10.1016/j.bushor.2017.05.009 Rouco, J. C. D., Soares, M. E., Mendes, E., & Jamal, S. (2021). Leadership style and communication style of airline pilots: Perceived associations with crew members’ satisfaction and effort. International Journal of Aviation, Aeronautics, and Aerospace. https://doi.org/10.15394/ijaaa. 2021.1627 Seligson, D. (2019). Women and aviation quality jobs, attraction and retention. www.ilo.org/publns Smolarek, M., & Dziendziora, J. (2022). Impact of personal branding on the development of professional careers of managers. European Research Studies Journal, XXV (1), 133–147. https://Eco nPapers.repec.org/RePEc:ers:journl:v:xxv:y:2022:i:1:p:133-147 Sobieralski, J., & Hubbard, S. (2019). Women in aviation: Identifying trends in industry and higher education. Susan Bulkeley Butler Center for Leadership Excellence and Advance Working Paper Series, 2(2), 37–51. Stevenson Katie Kirkpatrick, L. S., Maria Cuevas Marisa Aguiar, H. D., Rivera Jorge, L. D., & Albelo, K. K. (2021). Perceptions of the aviation workplace: An exploratory study. Collegiate Aviation Review International, 39(1). http://ojs.library.okstate.edu/osu/index.php/CARI/article/ view/8091/7475 Universiti Kuala Lumpur. (2020). https://www.unikl.edu.my/programme/bachelor-of-aviation-man agement-hons/ UNSW. (2020). https://www.unsw.edu.au/study/undergraduate/bachelor-of-aviation-management? studentType=Domestic Vasakarla, S. (2015). Women in Indian airline industry: Challenges and prospects (with special reference to women Pilots). ELK Asia Pacific, Special ISsue. https://www.elkjournals.com/mic roadmin/UploadFolder/543WOMEN-IN-INDIAN-AIRLINE-INDUSTRY.pdf Vithanagama, S., & Sirisoma, R. (2020). A study of women’s empowerment in aviation industry in Sri Lanka. In13th international research conference general Sir John Kotelawala Defence University. Women in Aviation Advisory Commitee. (2022). Breaking barriers for women in aviation: Flight plan for the future. https://www.faa.gov/regulations_policies/rulemaking/committees/docume nts/media/WIAAB_Recommendations_Report_March_2022.pdf

Ami Suhana Abdul Menon is a senior lecturer in Marketing and International Business section at the Universiti Kuala Lumpur Business School. She has authored articles and book chapters in the area of branding, fashion marketing, and digital marketing. She is also a reviewer of a number

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of international journals. She specializes in marketing strategy, new product development, and fashion marketing. Muhamad Shahrin Hashim is a senior lecturer in Marketing and International Business section at the Universiti Kuala Lumpur Business School. He teaches the intersection of consumer behavior, branding, and corporate law at the postgraduate level. His current research area is sustainable marketing and consumer culture through semiotic research. He regularly writes articles in academic journals and has won several best paper awards at conferences. He is also an active contributor to Malaysian local newspapers and news portals.

Chapter 7

Training and Capacity Building Programs: Perspective of Southeast Asia Women in Aviation Juliana Sofhia Damu and Zawiah Abdul Majid

History of Women in Aviation The participation of women in aviation industry has started from Europe and USA in the beginning of the invention of an airplane since eighteenth century until early twentieth century. Raymonde de Laroche is the first woman in the world who earn pilot license on March 8, 1910. There were Helena Dutrieu of Belgium, the first woman to pilot a real solo flight in an airplane in 1909, later she becomes the fourth woman in the world to earn pilot license on November 25, 1910. Raymonde de Laroche and the other 98 licensed women pilots then creating a group called “Ninety-Nine’s”. This group becomes an organization in 1929 as a response of the network needs for women to support each other. In 1931, Amelia Earhart was elected as the first president. In Southeast Asia, women involvement in aviation industry specifically as pilot started in the middle of the twentieth century. Below is the history from Indonesia, Singapore, and Malaysia on first woman in aviation as pilot in their respective countries.

Indonesia Indonesia has its first woman pilots in 1963 when Lulu Lugiyati and Herdini Suryanto joined and passes the military pilot training at the first Indonesian women air force J. S. Damu PT. Asia Service Container, Bizpark Commercial Estate Blok A1 No. 5, Jalan Raya Bekasi KM 21, 5—Rawaterate, Jakarta 13920, Indonesia e-mail: [email protected] Z. A. Majid (B) Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology, Lot 2891 Jalan Jenderam Hulu, 43800 Dengkil, Selangor, Malaysia e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_7

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(Wanita Angkatan Udara—Wara); they have their solo flight of Piper Cub L-4J. Both Lulu and Herdini with the other 28 women joining the first batch of the Indonesian women air force WARA to challenge themselves as women to join the air force military, Lulu and Herdini are the aviators who pass the test out of three women who registered as pilot. Herdini quits the job as pilot after 2 years working, and Lulu quits the job 2 years later. They were the first squad to be examining whether woman can fly an airplane or not. Indah Yuliani becomes the first female pilot for civil and commercial flight, earns her pilot’s license in 1978, and becomes the first pilot captain.

Singapore In Republic of Singapore Air Force, Koh Chai Hong is the first female pilot who obtained her pilot’s wings in 1979 after the Republic of Singapore Air Force (RSAF) first allowed woman to join. During Koh’s training, she was the only student to win all three flying trophies: best in basic phase, best in advance phase, and best in aerobatics. And in 1981, she became a flying instructor.

Malaysia Janet Chen Nyuk Jin, Malaysia’s first female commercial plane pilot. According to a 2006 interview that Daily Express cited, Chen said she obtained her commercial pilot’s license in 1981 after a brief working stint as an account executive. As a woman pilot in the 80s and 90s, she received much derision and skepticism regarding her ability to fly. A colleague of Chen in the 1990s namely Captain Naru Kiob said, “At that time, there was much skepticism about female professionals, including in our line of work”. Chen was described by her friend as a strong, tactful, and dedicated person, but still, many clients requested a change of pilot whenever they saw Chen’s name and found out that she was a woman. They initially complied with such requests before eventually telling the clients to wait if they did not wish to fly with Chen. “Later, many had to just accept her as their pilot, and all survived their flights.” Chen joined Air Asia after many of her friends and former colleagues encouraged her to apply to the low-cost carrier, which was looking for a female pilot at the time. “Things were just falling into place. The right time, right place, and right people”, the late Chen said. She was grateful that Air Asia accepted her and hoped the company would open more doors for women to become pilots.

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Current Scenario—Issues and Challenges Women were responsible for many major milestones in the origins of aviation. They contributed to several “firsts” in the industry but faced constant prejudice. Women have played a significant role in the history of aviation, contributing to several “firsts” and major milestones in the industry’s origins. However, they have also faced significant challenges and prejudice throughout their careers. One of the pioneers of aviation was a French woman Raymonde de Laroche, who in 1910 became the first woman in the world to receive a pilot’s license. Another notable female aviator was American Bessie Coleman, who in 1921 became the first African American woman to earn a pilot’s license. In addition to these “firsts”, women also made significant contributions to the field of aviation during World War II. Women pilots played a crucial role in the war effort, flying military aircraft in non-combat roles and serving as test pilots for new planes. The most famous group of these pilots was the Women Airforce Service Pilots (WASPs) in the USA. Despite these achievements, women in aviation have often faced discrimination and prejudice. Many early aviation organizations and clubs excluded women, and even after women gained access to the industry, they often faced unequal pay and fewer opportunities for advancement. Women have also been underrepresented in aviation-related professions, such as air traffic control, aircraft mechanics, and engineering. However, in recent years, there has been a growing recognition of the important contributions of women in aviation, and efforts have been made to increase diversity and promote gender equality in the industry. Women are now serving in key leadership roles in aviation organizations, and initiatives have been launched to encourage more women to pursue careers in aviation and related fields. In the aviation fields, most women significantly remain underrepresented. To enhance safety, increased innovation, greater profitability, and meeting workforce demand in the aviation industry, it’s essential to create a diverse aviation.

Introduction Women remain significantly underrepresented in most fields in aviation. Creating a diverse aviation workforce is essential for enhanced safety, increased innovation, greater profitability, and meeting the workforce demand of the aviation industry. The key factors that contribute to the underrepresentation of women in aviation include: • Negative workplace culture to include implicit bias, discrimination, and sexual harassment • Challenging work/life/family balance • Lack of women in leadership positions • Need for leadership commitment to diversity and inclusion • Need for increased youth outreach.

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Negative workplace culture to include bias, discrimination, and sexual harassment is a clear deterrent to the ability to recruit, retain, and advance women in aviation. The main determinant factors are: • • • • •

Culture of negative workplace—sexual harassment, bias, and discrimination Work, life, and family balance challenges Inadequate position on women leadership Commitment from leadership toward diversity and inclusion Greater height for youth outreach.

Employment Opportunities—Workforce Profile Report on a recent data collection for Workforce of Women in Aviation: A Workforce Report, by the University of Nebraska at Omaha Aviation Institute, women in aviation leadership and technical roles are primarily underrepresented; however, low-profile positions and low-income are overrepresented (Fig. 7.1). Percentage of women in aviation areas is as follows: • • • • • • •

All pilots 5.1% and airline captains and 1.5% of all pilots Mechanics 2.4% CEOs, COOs and other key leadership 3% Air traffic control and airport managers 16% TSA screeners 40% Flight attendants 79% Travel Agents 86%.

Fig. 7.1 Percentage of women in the aviation workforce. Source Women in aviation: a workforce report 2021

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Women leave (the aviation industry) within five years because of lack of advancement or desire to achieve work-life balance, indicating this is a problem not just for the flight deck but for the entire aviation and aerospace industries (CNN). According to the study, women who leave aviation usually continue to work outside the home, indicating a lot can be done to retain women in aviation careers.

Currently, women need encouragement to pursue a career in the field, especially in lucrative leadership positions. This is where the largest gap that needs to ensure a work–life balance is obtained and maintained. Percentage of women holding airline transport pilot (ATP) certificates (the certification needed to fly passengers and cargo as a professional pilot) was only 4% in 2018. Women represented over 13% in the workforce report are student pilots. Therefore, the growing number of women in the aviation industry is a good sign of direction. Nevertheless, at 13% in spite more than boosting, women are tremendously underrepresented. It is expected that more than 800,000 new pilots are in demand, which in USA alone the need are more than 200,000. Hence, this demand for pilot is an important opportunity in filling the gap for more female pilots.

Career Paths The aviation industry offers a wide range of career opportunities for women. Here are some potential career paths: Pilot: Women can become commercial pilots, flying commercial airliners, private jets, or helicopters. Although the percentage of female pilots is relatively low, the number is growing, and airlines are actively recruiting more women. Air traffic controller: The responsibility of an air traffic controllers is for directing and guiding aircraft in the air and on the ground. The job requires strong communication skills, quick decision-making abilities, and the ability to work under pressure. Women can be highly successful in this field (Table 7.1). Aerospace engineer Aerospace engineers design and develop aircraft, spacecraft, and missiles. This field requires a strong technical background in mathematics and physics. Women can be highly successful in this field as well. Aircraft maintenance technician Aircraft maintenance technicians are responsible for inspecting, repairing, and maintaining aircraft. This field requires technical skills and attention to detail. Women can be highly successful in this field as well.

102 Table 7.1 Current statistic of women in aviation careers in USA

J. S. Damu and Z. A. Majid

Women

All 691,691

Pilots (total)

58,541

8.4%

222,629

Students

31,687

14.2%

105

Recreational

6

5.7%

6,643

Sport

259

3.9%

160,860

Private*

11,316

6.6%

103,879

Commercial*

7724

7.0%

164,193

Airline transport*

7549

4.6%

13,629

Rotorcraft (only)

NA

NA

19,753

Glider (only)

NA

NA

117,558

Flight instructors**

8592

7.3%

206,322

Remote pilots***

14,882

7.2%

Source FAA’s Aeronautical Centre (December 31st, 2020 data)

Aviation management Women can also pursue careers in aviation management, including roles such as airport managers, aviation program managers, and airline executives. These roles require strong leadership and management skills. Overall, the aviation industry offers a range of exciting and rewarding career opportunities for women. With the industry’s increasing focus on diversity and inclusivity, there has never been a better time for women to pursue careers in aviation.

Accelerating Gender Equality in Civil Aviation Sustainability Development Goals—ICAO Aviation, through providing connectivity between nations, creation of jobs, and facilitating trade and tourism, is a key driver of economic and social development, and as such plays a key role in supporting the Sustainable Development Goals of the United Nations 2030 Agenda for Sustainable Development. While aviation is recognized as a forward-looking and innovative industry, it is yet to unleash its full potentials through a more gender-balanced workforce at all levels, especially in technical, decision-making, and senior roles. The inaugural Global Aviation Gender Summit was organized by the International Civil Aviation Organization (ICAO) and the South African Civil Aviation Authority in 2018. The objective of the summit is to discuss the challenges faced by women in aviation as well as the barrier on how to attract, retain, and promote women in the aviation workforce. The outcome of 2018, first Global Aviation Gender Summit, was continued in 2023 hosted by ICAO and Ministry of Transport, Mobility and Urban

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Agenda, the Government of Spain, International Labor Organization, International Transport Forum (ITF) of the Organisation for Economic Cooperation and Development (OECD) and UN Women. The objective is the togetherness of international and intergovernmental organization, government, academia, private stakeholders, academia, influencers of change from around the world in order to catalyze the development, advocate for change in addition to promote actions of gender equality achievement and empowering women in aviation. The objective of the Global Aviation Gender Summit 2023, in line with the ICAO Assembly Resolution A41-26: ICAO Gender Equality Program promoting the participation of women in the global aviation sector, as well as the Sustainable Development Goal 5, is to gather aviation high-level officials as well as stakeholders in areas of education, labor, and other fields with portfolios related to gender and diversity, to: • Reaffirm our collective responsibility for improving gender equality in global aviation, especially at leadership and decision-making levels, and to renew commitment toward this important cause in line with the Sustainable Development Goal 5, ICAO Resolution A41-26 on gender equality in aviation and ICAO Resolution A41-24 on aviation and its support of the 2030 Agenda for Sustainable Development. • Explore how gender in aviation fits within the broader development context, impacts of COVID-19 pandemic on women in aviation, as well as the future challenges and opportunities in gender and air transport; • Identify enablers and entry points for enhanced gender equality in aviation, in order to ensure gender is featured as a recognized issue in air transport policies and planning processes, particularly from a workforce perspective; and • Share best practices and lessons learnt, programs and initiatives aimed at overcoming barriers to attract, retain, and train women in aviation at all levels.

The ICAO’s Efforts: No Country Left Behind (NCLB) ICAO Standards and Recommended Practices (SARPs) was an ICAO’s efforts concerned on the NCLB. This will ensure implementation of SARPs as the primary goal to a harmonize globally which all states are accessible to socioeconomic benefit of safe and reliable air transport significantly. The No Country Left Behind (NCLB) initiative is an important program launched by the International Civil Aviation Organization (ICAO) in 2014 to assist its member States in implementing ICAO Standards and Recommended Practices (SARPs). The ultimate goal of this initiative is to ensure that all member states have access to the benefits of safe and reliable air transport, regardless of their level of development. The NCLB initiative recognizes that the implementation of ICAO SARPs is a crucial element in ensuring the safety, security, and efficiency of air transport worldwide. However, many member states face challenges in meeting these requirements, often due to limited financial and technical resources, inadequate regulatory frameworks, or capacity constraints. To address these challenges, the NCLB

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initiative provides a comprehensive and tailored approach to assist member states in implementing SARPs, including training, capacity building, technical assistance, and financial support. This approach is based on the principle of collaboration and partnership, with ICAO working closely with member States, international organizations, and other stakeholders to ensure that all states have access to the necessary resources and expertise. The NCLB initiative also aims to promote greater harmonization of SARPs implementation globally, ensuring that all member states meet the same high standards and enjoy the same socioeconomic benefits of safe and reliable air transport. This harmonization is achieved through the development of regional and global plans, the sharing of best practices and information, and the promotion of cooperation and coordination among member states. Overall, the NCLB initiative represents an important step forward in the efforts of ICAO and its member states to promote safe, secure, and efficient air transport for all. By working together, member states can ensure that no country is left behind in the pursuit of these important goals.

Improvement Needs to Be Done Currently, female pilots and women in aviation are still facing challenges and struggling to make a breakthrough although there is incredible progress in the industry. Working hour and work–life balance Historically, the aviation industry is dominated by male; nevertheless, the number of women participation in this industry is increasing. However, women in aviation still face challenges when it comes to work–life balance, particularly when it comes to working hours and the demands of the job. Working hours in the aviation industry can be long and irregular, with pilots and flight attendants often working long shifts, overnight flights, and weekends. This can make it difficult for women to balance their work with their personal lives and responsibilities, such as caring for children or elderly relatives. In addition to the long hours, women in aviation may also face discrimination and bias in the workplace, which can make it even more difficult to balance work and life. This can lead to stress, burnout, and a feeling of being undervalued and unsupported. To address these issues, some airlines have implemented policies aimed at promoting work–life balance for their employees. These may include flexible working arrangements, such as part-time or job-sharing options, as well as family-friendly policies such as parental leave and childcare support. There are also organizations and support networks dedicated to promoting the interests of women in aviation, such as the International Aviation Women’s Association and Women in Aviation International. These groups provide networking opportunities, mentorship, and advocacy for women in the industry, helping to ensure that their voices are heard and their needs are met.

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In summary, while women in aviation still face challenges when it comes to work– life balance, there are steps being taken to address these issues and support the needs of women in the industry. By promoting more flexible working arrangements and providing support and advocacy, we can help ensure that women are able to achieve success in their careers while also maintaining a healthy work–life balance.

Capacity Building and Skill Training Discrimination against women in the workplace is a serious issue that has been documented in many countries and industries around the world. It is important for governments, employers, and individuals to take steps to ensure that women have equal opportunities to participate in the workforce and achieve their full potential. Capacity building and skill training for women in the aviation industry is an important step toward promoting gender equality and diversity in the sector. Women have historically been underrepresented in the aviation industry, and increasing their participation can bring numerous benefits, including improved innovation, greater economic growth, and increased job opportunities. There are several ways to promote capacity building and skill training for women in the aviation industry, including: • Education and Training Programs Offering education and training programs that are specifically designed for women in aviation can help them to acquire the skills and knowledge they need to succeed in the industry. These programs can cover a range of topics, including aviation safety, management, and technical skills. • Mentorship Programs Mentorship programs can help women in the aviation industry to connect with experienced professionals who can provide guidance and support. These programs can help women to build their confidence and develop the skills they need to succeed in their careers. • Networking Opportunities Networking events can provide women in the aviation industry with the opportunity to meet other professionals in the sector, share ideas, and build relationships. This can help to create a supportive community of women in aviation, which can be beneficial for career advancement. • Internship and Apprenticeship Programs Internship and apprenticeship programs can provide women with practical experience in the aviation industry. These programs can help women to develop the skills and

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knowledge they need to succeed in their careers, while also providing them with valuable work experience. • Advocacy and Support Advocacy and support from industry leaders and organizations can help to promote gender equality and diversity in the aviation industry. This can include initiatives to promote women in leadership roles, equal pay, and policies to support work-life balance. Overall, promoting capacity building and skill training for women in the aviation industry is crucial for promoting gender equality and diversity in the sector. By providing women with the tools and support they need to succeed, we can create a more inclusive and equitable aviation industry.

Recommendations Despite the progress made toward gender equality, women are still underrepresented in the aviation sector, particularly in technical and leadership roles. There are several recommendations to get more women into the aviation industry: • Promote Role Models The aviation industry can promote female role models who have already made significant contributions to the sector. This can inspire young women and girls to consider aviation as a career path. Encourage Girls in STEM: To attract girls’ participation to pursue STEM (science, technology, engineering, and mathematics) subjects in school can help to build a pipeline of women with the skills needed for aviation careers. • Eliminate Bias Eliminating gender bias in the recruitment and hiring process can help to ensure that women have equal access to opportunities in the aviation industry. Employers can implement policies and training programs to reduce bias and promote diversity. • Provide Mentorship and Networking Opportunities Mentorship programs and networking opportunities can provide women with the support and connections they need to advance in their aviation careers. Employers can create these programs and encourage women to participate. • Provide Education and Training

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Education and training programs specifically designed for women in aviation can help to build their skills and confidence in the industry. Employers can partner with schools and training organizations to provide these programs. • Support Work–Life Balance Offering flexible work arrangements and supportive policies can help to make careers in aviation more accessible to women. Employers can provide benefits such as paid parental leave, childcare support, and telecommuting options. • Raise Awareness Raising awareness about the benefits of diversity and the opportunities available in the aviation industry can help to attract more women to the sector. Employers can participate in career fairs, sponsor events, and engage with schools and communities to promote aviation careers to women. By implementing these recommendations, the aviation industry can create a more inclusive and diverse workforce, which can lead to improved innovation, growth, and success in the sector.

Government Policies and Initiatives Governments in the Southeast Asia region have recognized the importance of increasing gender diversity in the aviation industry and have taken various initiatives and policies to support the capacity development of women in this field. Here are some examples: • Scholarship and training programs Many governments offer scholarships and training programs to women who want to pursue careers in aviation. For instance, in Malaysia, the government provides scholarships for women to study aviation-related courses at the tertiary level. • Affirmative action policies Some countries in the region have affirmative action policies that require airlines and aviation companies to hire more women in certain roles. For example, in Indonesia, the government requires airlines to have at least 10% of their pilots as women. • Mentoring and networking opportunities Governments may provide mentoring and networking opportunities to women in aviation. For example, the Civil Aviation Authority of the Philippines launched

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a program that provides mentorship and networking opportunities for women in aviation. • Awareness campaigns Governments can launch awareness campaigns to promote the participation of women in aviation. For example, in Thailand, the Ministry of Transport launched an awareness campaign to encourage more women to pursue careers in aviation. • Equal pay and working conditions Governments can ensure that women in aviation receive equal pay and are provided with safe and supportive working conditions. For instance, in Singapore, the Tripartite Alliance for Fair and Progressive Employment Practices provides guidelines to ensure equal treatment and opportunities for all employees, including women. • Research and data collection Governments can conduct research and collect data to better understand the barriers that women face in aviation and to identify strategies to support their development. For instance, the ASEAN Women in Aviation Taskforce was established to collect data and provide recommendations to promote gender diversity in the aviation industry in the Southeast Asia region. These policies and initiatives can go a long way in supporting the capacity development of women in the aviation industry in the Southeast Asia region and promoting greater gender diversity in the sector.

A Case Study Women in Aviation, Indonesia Perspective Taking Flight: Supporting Women’s Professional Development in Aviation.

Capacity development programs aimed at women in aviation can help to address this disparity. Capacity development involves the process of strengthening individuals, organizations, and systems to improve their abilities to perform their functions effectively. Capacity development programs for women in aviation can focus on a range of areas, including technical skills, leadership, and management. These programs can help to empower women to overcome barriers to entry and advance in their careers in the aviation industry. Effective capacity development programs for women in aviation require collaboration between industry stakeholders, policymakers, and educational institutions. Such programs can increase the representation of women in the aviation industry and contribute to a more diverse and inclusive workforce.

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Key Perspectives: Gender Disparity in the Aviation Industry According to the interviewed, women participation in the Indonesian aviation industry is currently around 40%, most of them are frontliners, flight attendants, and other spread across air traffic control, aeronautical information services, and airport technicians. It is good to know that the participation of women in the industry is relatively high, especially in front-line roles. However, it is concerning that women are still underrepresented in more senior positions such as pilots and CEOs not only in Indonesia but also globally. The lack of diversity in leadership positions could potentially limit the perspectives and experiences brought to the table and hinder progress and innovation within the industry. There are various factors that may contribute to this gender imbalance, including cultural and societal norms, lack of access to training and education, and bias in recruitment and promotion. It is crucial to address these barriers and provide equal opportunities for women to pursue careers in aviation. Efforts to increase diversity and inclusion in the aviation industry should be prioritized by the industry and supported by governments and educational institutions. This includes promoting and supporting mentorship and sponsorship programs, providing equal opportunities for training and education, and implementing policies and practices that promote diversity and inclusion in recruitment and promotion. By doing so, the industry can benefit from a more diverse workforce and leadership, which can ultimately lead to greater innovation, creativity, and success.

The Importance of Training and Capacity Development Training and capacity development of women in the aviation industry are crucial for several reasons. First, it can help address the underrepresentation of women in the industry, particularly in more senior positions. By providing equal opportunities for training and education, women can acquire the necessary skills and knowledge to pursue careers in aviation and advance in their careers. Second, training and capacity development can help close the skills gap and improve the quality of the workforce in the aviation industry. This is particularly important as the industry continues to evolve and adopt new technologies and practices. By investing in training and development programs, the industry can ensure that its workforce has the necessary skills and knowledge to meet the demands of the changing landscape. Third, training and capacity development can help promote diversity and inclusion in the aviation industry. By providing equal opportunities for women to access training and education, the industry can attract and retain a more diverse workforce. This, in turn, can lead to a more inclusive workplace culture that values diversity and fosters innovation and creativity.

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Finally, training and capacity development can help address the shortage of skilled workers in the aviation industry. This is particularly relevant in Indonesia and other developing countries, where there is a growing demand for air transportation but a shortage of qualified personnel. By investing in training and development programs, the industry can build a pipeline of skilled workers who can support its growth and development. In summary, training, and capacity development of women in the aviation industry are crucial for addressing the underrepresentation of women in the industry, closing the skills gap, promoting diversity and inclusion, and addressing the shortage of skilled workers. By investing in these programs, the industry can build a more skilled, diverse, and inclusive workforce that is better equipped to meet the demands of the evolving aviation landscape. In conclusion, capacity development for women in aviation in South East Asia is a multifaceted issue that requires a coordinated effort from a variety of stakeholders. By providing access to quality education and training, mentorship and networking opportunities, and support from organizations and government policies, we can create a more diverse and inclusive aviation industry that benefits everyone. Acknowledgements The Chartered Institute of Logistics and Transport, Women in Logistics and Transport, Universiti Kuala Lumpur, Sri Rahayu Surtiningtyas, Lecturer/Deputy Director II at Politeknik Penerbangan Indonesia Curug, Ester Kezia Veronica, Air Traffic Controller at Airnav Indonesia

References ASEAN Secretariat. (2021). ASEAN women in aviation taskforce. https://asean.org/asean-womenin-aviation-taskforce/ Bangkok Post. (2020). Campaign aims to encourage more women into aviation. https://www.ban gkokpost.com/business/2027855/campaign-aims-to-encourage-more-women-into-aviation BBC News. (2018). Indonesia’s efforts to boost the number of female pilots. https://www.bbc.com/ news/world-asia-46455407. CAAP Program Supports Women in Aviation. (2018). Civil aviation authority of the Philippines. https://www.caap.gov.ph/caap-program-supports-women-in-aviation/ Federal Aviation Administration. (2020). Women in aviation advisory board. https://www.faa.gov/ about/initiatives/women_advisory_board/ GOV.UK. (2018). UK Government launches women in aviation and aerospace charter. https://www. gov.uk/government/news/uk-government-launches-women-in-aviation-and-aerospace-charter Hindustan Times. (2017). Indian aviation regulator mandates minimum 30% cabin crew as women. Retrieved January 3, 2017, from https://www.hindustantimes.com/india-news/indian-aviationregulator-mandates-minimum-30-cabin-crew-as-women/story-hbknJlBjT18TxCjMZjkOxH. html ICAO Gender Equality Programme. (2021). International Civil Aviation Organization. https://www. icao.int/gender-equality/Pages/default.aspx Malaysia Airlines Cadet Pilot Programme. (2021). Malaysia Airlines. https://www.malaysiaairl ines.com/my/en/careers/pilot/cadet-pilot-programme.html

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Ministry of Manpower. (2021). Tripartite alliance for fair and progressive employment practices. https://www.mom.gov.sg/employment-practices/tripartite-alliance-for-fair-andprogressive-employment-practices Pay Equity Act. Government of Canada. (2018). https://www.canada.ca/en/employment-social-dev elopment/services/labour-standards/reports/pay-equity-act.html Women in Aviation Scholarship. (2021). Women in aviation international. https://www.wai.org/edu cation/scholarships

Juliana Sofhia Damu is a Chartered Member of the Chartered Institute of Logistics and Transport. She started her career in Logistics since 1993 working with a local Customs Broker and Container Terminal company. Based in Jakarta, Indonesia, Juliana runs her own Freight Forwarding company, PT Asia Service Container since 2004, which cover both International and Domestics Freight. PT Asia Service Container is a member of African Logistics Network. In order to support the Freight Forwarding business, Juliana established a General Trading company— PT Sukrindo Makmur in 2008 followed by Trucking company—PT ASCO Kontainer Terminal in 2012. Juliana is the WiLAT Indonesia Founder; she has successfully set up and developed the WiLAT Indonesia to be recognized nationally and has become one of the role models for WiLAT in other countries. Juliana is now the WiLAT Global Vice Chairperson Southeast Asia. She is also the Vice President of CILT Indonesia. Her intense engagement with some universities in Indonesia has generated and dragged her to establish her own Training Company in 2022, namely PT Pusat Pengembangan Logistik dan Bisnis. Juliana is a committee member of Indonesia Chamber of Commerce and Industry for Supply Chain and Logistics Department. Juliana is also active in Indonesia Women Leader Association, and she is the Chair for North Jakarta section. Zawiah Abdul Majid is a senior lecturer at Universiti Kuala Lumpur and served as Head of Teknoputra, International, Industrial, Institutional Partnership (3IP). She has 20 years’ experience teaching various courses such as Logistics, Entrepreneurship, Marketing, and Innovation Management. Currently, she is a Fellow at the Chartered Institute of Logistics and Transport (CILT), Woman in Logistics and Transport (WiLAT), Former Global Vice Chairperson (GVC) Southeast Asia, and founder of WiLAT Malaysia. She is a professional logistician with more than 30 years’ experienced and conferred Professional Technology in Transport and Logistics from MBOT. She is DSM WG Panel of MS2400 Halal Supply Chain and TC10 for SMIIC, Istanbul, Türkiye. She is also Chairman of National Competency Standard (NCS) for Halal Logistics under MOHR, HDC, and JPK. She is a Certified Halal Professional Board trainer endorsed by JAKIM and HRD Corp. Zawiah is an appointed academic advisor to universities, invited guest speaker/facilitator for Women Entrepreneurs, Mental Health, Logistics, and Entrepreneurship. She is active in research and publication, as JIMA reviewer and has published numerous books on Entrepreneurship, Innovation Management, Halal Supply Chain and Editorial Committee for WiLAT Global Wing of Change. She earned a PhD in Color Vibration Therapy (CVT) and PhD in Management (Halal Supply Chain).

Chapter 8

Gender Balance, Strategy and Making Way for Women Talent in Cargo Nor Aida Abdul Rahman and Nurhayati Mohd Nur

Introduction to Research in Aviation and Air Cargo Industry Research associates with aviation is still booming, and the rapid transformation of aviation industry is reshaping the markets and society globally. It is acknowledged that aviation industry continuum is wide and diverse, highly regulated and very dynamic in nature. Actor involved in the aviation industry such as airlines, airport operator, airline caterer, ground handler, MROs (maintenance repair and overhaul), aviation manufacturing, as well as air cargo services are challenged in the way they operate in the twenty-first century with the rise of technology (Yusriza et al., 2023). In fact, environmental factors such as politics, economics policy, limited resources, stakeholders influence, as well as gender imbalance issue are also among the issues arise in the aviation industry and any other sectors across the globe. In general, women involvement in the aviation sector including air cargo is rarely discussed but yet a very interesting topic to highlight. A decade ago, as reported in women in supply chain (2010), women remain underrepresented in the commodity sector such as logistics and transport including aviation. This is due to the fact that women challenge in this transportation filed is much challenging compared to women working in traditional fields. There is always imbalance in gender in the logistics and transportation industry. The involvement of women in any organization is seen N. A. Abdul Rahman (B) Universiti Kuala Lumpur Malaysian Institute of Aviation Technology (UniKL MIAT), Persiaran A, Off Jalan Lapangan Terbang, Subang, Selangor, Malaysia e-mail: [email protected] N. Mohd Nur Universiti Kuala Lumpur Malaysian Institute of Aviation Technology (UniKL MIAT), Lot 2891, Jalan Jenderam Hulu, Dengkil, Selangor, Malaysia e-mail: [email protected]

© The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_8

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as important values to the organizational success. Developing women talent is seen as a key strategy for many organization as it leads to positive results (United Nation Women, 2022). As highlighted in World Economic Forum in year 2017, women empowerment strategy is vital due to the fact that it will balance the gender gaps in labor force of any industry. As highlighted in that report, women is always associated with positive working values such as hardworking, better education, better health performance and higher international competitiveness. Additionally, balancing women gender involvement is recognized as one of the United Nation (UN) Sustainable Development Goals (SDG). Therefore, identifying women talent, developing their capacity building and broadening the talent has been seen as one of the important strategies for many organizations to sustain nowadays. From academic research perspective, there is a growing interest of women study in multisector. For example, a recent work from Godfrey (2019) did emphasize on the challenges in attracting and retaining women in the transportation sector and call more research to look at the issue from multiperspective including air freight. With this background, this study aims to shed light on the women issue in the field of air cargo with highlighting on the key challenges and the key strategy to develop women talent in air cargo sector.

Global Outlook of Air Cargo Industry In general, air cargo activities represent less than 1% of the total tonnage worldwide as highlighted by IATA in year 2015 (IATA < 2015). However if measure in value form, dollar and cents, air freight or air cargo business represent more than 35% of the total global trade. In the aviation transport, airplane travel high value cost product and special items that needs special handling. For instance, consumer electronics products, electronic chips, vaccines, medical appliances, pharmaceutical, live animals, dangerous goods, overweight and large equipment’s, perishable items, valuable product as well as vulnerable products. In fact, cost of transporting freight by air is generally about 4 times more than for road freight and 12–16 times higher than for sea freight. This problem limits demand for air freight services. Air cargo must pass promptly through an airport since transportation by air has much shorter travel times. The time it takes to complete a cargo operation is determined by four things: the way customs clearance is handled, how the cargo is inspected, how well the cargo handlers work, and how the storage facilities are organized. The air freight market expanded at varying rates because to improve routes in various nations. Air cargo transportation is regarded as the fastest and most hasslefree means of transportation; however, shipment by other modes remains viable possibilities. Soon, it is anticipated that special economic zones (SEZ), free trade zones (FTZ) and bonded warehouses would be able to meet the large warehousing demands for the goods coming into and leaving the airport. Air cargo has experienced

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major difficulties in 2020 due to the disruption of various global event. These difficulties including decreased worldwide trade volumes, decreased global economic activity and decreased consumer trust. Due to safety concerns, this impact caused a significant number of flights to be canceled and reduced number of passengers. The worldwide air freight is down from the 2021 number but is still near to 2019 performance, according to statistics given by the International Air Transport Association (IATA) in February 2023. A major measure of cargo demand, new export orders globally, has been stable since October. New export orders are declining for major economies, except for Germany, the USA and Japan, where they are increasing. While in terms of cargo ton-kilometers, the full-year demand globally fell by 8.2% in 2022 compared to 2021. It decreased by 1.6% in comparison to 2019. In terms of available cargo ton-kilometers (ACTK), capacity in 2022 was 4.5% higher than in 2021. Comparing the capacity to pre-pandemic 2019 levels, it fell by 9.0%. After a 3.4% growth in October, the global trade in goods fell by 1.5% in November. At present, the air cargo industry remains to play a crucial role in the global logistics sector by facilitating the swift and effective delivery of commodities and products throughout the globe. Despite the unfortunate events having a significant impact on the industry globally, the air cargo sector has shown the ability to respond to the shifting market conditions. Concerns on sustainability and regulatory matters must also be addressed in order to secure the industry’s long-term success.

Women Participation in Logistics and Cargo Gender equality in logistics and cargo sector remains the important issue to discuss in the industry (Ortega Hartelano et al., 2019). Earlier study by Nigam (2010) shows that data on the number of women working in the transportation including aviation sector are still underrepresented especially at the higher level of management. Compared to men in the field, the leaders are coming from male gender. In the European transport sector, the ratio of women working in the transportation and logistics sector is increased in year 2018, 1:3 compared to 1:4 in 2010. Similar findings from Stiffler et al. (2019) stress that the women participation in cargo logistics and transport sector has been increased especially at supervisory and managerial level. In Europe and Central Asia, women make up only 23% of workers in the transport, storage, and communication sector. While men predominate in the fields of engineering, driving, and management, a large portion of women work in lowpaying vocations including administration, sales, catering and cleaning. Nowadays, female logistics professionals dominate office positions in industries including sales, management and human resources. Yet, as a result of the industry’s integration into the value chain of global commerce and the ongoing demand for logistics services, it currently provides a variety of professional prospects for women. In addition, women are better at resolving conflicts, adapting to change, being receptive to others, making decisions and achieving goals. Without a shadow of a doubt, it has been established that a more diverse workforce will unquestionably

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benefit the supply chain sector as a whole. By including more women in logistics, the industry can improve its professional competency while also benefiting from the addition of organized problem-solving talents and a previously unobtainable perspective. Women can contribute a variety of skills to the logistics sector; however, the following are the most crucial ones: They are capable of completing two things simultaneously: in this industry you want to do bunches of exercises simultaneously. Nobody is better qualified to explain how to fully utilize an outing, a truck or how to enhance a distribution center and time than someone who is organized; they view everything as it should be and the progression of time. Empathetic; understand the situations we find ourselves in; offer support all day long and help clients, colleagues and suppliers. Additionally, women is always regarded as persevering: continuing to pursue the same objective. They also have the ability to respond positively to uncertain circumstances, which enables people to build a strong and upbeat existence in the face of adversity. Women must be made aware of the advantages and prospects in this air cargo field if employers want to hire more female workers. Women who work in cargo operations must understand that it is a service industry and must possess strong verbal and written communication skills, knowledge of calculated cycles and methods, a focus on client care and management, sharp business insight, as well as strong logical and critical thinking skills. Although there is a growing understanding that there is a need for diversity at the top administration level in every industry including air cargo, the idea that the planned operations sector isn’t suited for women is still controversial. The underlying assumption is that women are more adept in critical skill areas including process improvement, organization, planning, marketing, sales and communication.

Gender Balance in Air Cargo and the Strategy The gender balance in air cargo business, according to Brett (2021) “the UK commission for employment and skills represent a data that less than a quarter of the employee that involved in air cargo, logistic sector are female”. Not only in the nation career matter, aviation bodies such as International Air Transportation Association (IATA) and International Civil Aviation Organization (ICAO) are rising the awareness of initiate the gender balance within the aviation industry. For examples, committing the “25by2025” campaign to further a step ahead to balancing the gender equality in the aviation industry, also predominantly focus on the air cargo business. On the other hand, besides the action taken by aviation bodies, industry is required to against the issues and outcome an appropriate course of action to having more industry’s women to be part of the air cargo business operation and management, or even be part of the leadership role. Therefore, not just only sharing experience, but an actual strategy and action are required to be generated. Figure 8.1 shows the four main strategy to ensure gender balance in air cargo sector.

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Gender diversity initiative implementation Increase public conciousness on women involvement in air cargo and logistics sector Improved organizational policy for women hiring in the organization Promoting returnship training program via mentoring program Fig. 8.1 Strategy to develop gender balance in air cargo industry (Source The authors)

Firstly, the gender diversity, no doubt that women which involved in every sector industry are keeping a steady pace to rising, this obviously shows that the entire world has changed. It shows that the women’s participation in all initiatives supporting the organizations, particularly those in the air cargo business. The industry environment capacity to recognize the scope of change in global trade and commerce and our capacity to quickly adapt the business model to unforeseen changes and uncertain prospects are key concepts in this situation. The air cargo business sector should take an integrated approach to its supply network in an effort to develop different options from point of inception to point of departure based on a variety of various products and services which urges all participants in the air cargo business, males and women, to contribute successfully. Second, according to the IATA, the goal of 25by2025 is to increase public consciousness of the need for better female participation in the aviation sector. This voluntary effort is a first move toward increasing female equality in the aviation business sector. We are laying the groundwork for an industry that values female ability and provides chances for women to succeed with the large number of carriers and industry partners who have already committed to 25by2025. Join us and help to transform the aviation business into one that is genuinely inclusive and varied. Hence, with the guidance of aviation body like IATA had fully support and guidance, put it into the actual foot step to make the changes of balancing gender equality in the air cargo business industry. Third, professional does not consider a female or male, which urge that when comes to exerting an individual professionalism this should not bias on any of the gender. Therefore, air cargo business organization is required to rise to stand and support gender diversity, balance and equality within the business and management operation. For example, the air cargo companies must set up policies and procedures to guarantee hiring managers give staff members a first look before pursuing candidates from a wider external talent market in order to completely integrate the internal talent market into the talent culture. Internal movement is in, and talent preparing is out, that is the message that comes through loud and clear from the highest levels

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of leadership. Additionally, promotions and salary raise for staff members should be based on individual working performance, but not gender. Fourth, the air cargo business is required to promote and engage with the returnship training program, which allow and give companies access to a talent group of accomplished female staff who want to resume their careers after a long break, such as maternity leave and others. Therefore, it is vital that the organizations offer guidance and mentorship as well as training to guide the returning female staff to get back with correct working situation with the chance of a regular position at the conclusion of the program, this is to help increasing, attain and retain for women confidence to continue back to the industry work field. Based on the above, it can be concluded that a strategy that includes all those working in the air cargo business sector and the complete career spectrum from learning to retirement is required for real and lasting change to break the gender inequality and imbalance in this industry. It is integral to effectively eliminate the gender gap in the air freight business until the air cargo business industry, aviation industry, aviation bodies and the entire ecosystem take every steps to reduce balance the gender working in the industry.

Women, Globalization and Technology Advancement in Air Cargo Perspective Air cargo is one of the most critical concerns in global commerce since timeliness of shipment and quality control of goods are seen as critical success criteria for cargo businesses. As a result, businesses seek to reliable shipping firms that use cuttingedge technology to assure safe and speedy delivery to consumers. Transportation technology, in particular, has brought a revolution in global industry. Air cargo technology refers to any application of scientific knowledge in a specific field and allows the user of technology to brush up their skills, knowledge, method and process used in any operation involved. In the air cargo sector, the emergence of new technology or also called as smart technologies are significant especially those connected to data science technology or AI (artificial intelligence) technology (Chung, 2021; Rahman et al., 2022, 2023). Machine learning, big data, blockchain and Internet of Things are among the most essential technology for logistics and transport players as it allows the process or object to become autonomous. As highlighted by recent study, among the frontiers technology in the field of air cargo and logistics sector are artificial intelligence (AI), machine learning, Internet of Things, big data and block chain technology. Similarly, in the aviation transportation sector, as well as maritime and road transport, these kinds of technology are also popular in the field to improve its operation and performance. For instance, AI is also useful to show the absence of the governance, as well as data quality (Rana

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et al., 2021; Tarafdar et al., 2019; Yang et al., 2020). As such, equipping women with technology knowledge and developing technology skills among women personnel in air cargo business is significant as it will allow them to achieve a certain expertise and achievement at the workplace, and also at the higher level as a leader.

Conclusion This study highlights the women involvement in air cargo perspective. In order to increase women talent and ensure the women skills are updated, the cargo organization could plan for technology advancement program or training for their women personnel. This is vital to assist women to increase their knowledge, skill, expertise and help them to climb their career ladder. Future scholars may discuss the issue further by investigating the antecedent of women barriers to become leader in air cargo context. In fact, issue on technology and knowledge transfer among women in air cargo could be further investigated in the future study.

References Air Freight Market Size, Share, Update Analysis 2023–2028. (n.d.). https://www.imarcgroup.com/ air-freight-market#:~:text=Market%20Overview%3A,5.7%25%20during%202023%2D2028. Air Freight Market Size & Share Analysis—Industry Research Report—Growth Trends. (n.d.). https://www.mordorintelligence.com/industry-reports/global-air-freight-market Air Cargo Closes 2022 Near Pre-Pandemic Levels. (2023). https://www.iata.org/en/pressroom/ 2023-releases/2023-02-06-01/ Boeing: World Air Cargo Freighter Industry Forecast (WACF). (n.d.). https://www.boeing.com/ commercial/market/cargo-forecast/ Brett, D. (2021). Aiming for gender balance in air cargo—Air Cargo News. Air Cargo News. Retrieved February 20, 2023, from https://www.aircargonews.net/people/aiming-for-gender-bal ance-in-air-cargo/ Chung, S. H. (2021). Applications of smart technologies in logistics and transport: A review. Transportation Research Part E: Logistics and Transportation Review, 153, 102455. Godfrey, J. R. L. (2019). Attracting and retaining women in the transportation industry. Mineta Transportation. Li, K. S. (2021). Air Cargo industry to continue flying high through 2022, say players. The Edge Market. Retrieved February 5, 2023, from https://www.theedgemarkets.com/article/air-cargoindustry-continue-flying-high-through-say-players IATA. (2015). Value of air cargo: Air transport and global value chains. IATA. IATA. (2023). Advancing gender balance by 2025. Retrieved February 20, 2023, from https://www. iata.org/en/about/our-commitment/25-by-2025/#tab-1 Nigam, S. (2010). Breaking the barriers: Women in logistics. Available at SSRN 2428088. Ortega Hortelano, A., Grosso, M., Haq, G., Tsakalidis, A., Gkoumas, K., van Balen, M., & Pekár, F. (2019). Women in European transport with a focus on research and innovation. Rahman, N. A. A., Majid, Z. A., & Nur, N. M. (2023). Women and technology: enhancing gender equality in the logistics and transport sector. In Industrial Revolution in Knowledge Management and Technology (pp. 33-39). Cham: Springer Nature Switzerland.

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Rana, N. P., Chatterjee, S., Dwivedi, Y. K., & Akter, S. (2021). Understanding dark side of artificial intelligence (AI) integrated business analytics: assessing firm’s operational inefficiency and competitiveness. European Journal of Information Systems, 1–24. Stiffler, Dana, & Chumakov, C. (2019). 2019 Women in Supply Chain Research. Awesome and Gartner, April 2019. Tarafdar, M., Beath, C. M., & Ross, J. W. (2019). Using AI to enhance business operations. MIT Sloan Management Review, 60(4), 37–44. United Nation Women. (2022). Are we on track to achieve gender equality by 2030? Retrieved January 26, 2023, from https://data.unwomen.org/features/are-we-track-achieve-gender-equ ality-2030 World Bank Group. (2015). Air Freight: A market study with implications for landlocked countries. World Bank. https://www.worldbank.org/en/topic/transport/publication/air-freight-study World Economic Forum. (2017). Women’s economic empowerment is the smart thing to do. What’s stopping us? Retrieved January 20, 2023, from https://www.weforum.org/agenda/2017/01/wom ens-economic-empowerment-is-the-smart-and-right-thing-to-do-whats-stopping-us/ Yang, G., Ji, G., & Tan, K. H. (2020). Impact of artificial intelligence adoption on online returns policies. Annals of Operations Research, 308, 1–24. Yusriza, F. A., Abdul Rahman, N. A., Jraisat, L., & Upadhyay, A. (2023). Airline catering supply chain performance during pandemic disruption: a Bayesian network modelling approach. International Journal of Quality & Reliability Management, 40(5), 1119–1146.

Nor Aida Abdul Rahman is an Associate Professor at Universiti Kuala Lumpur, Malaysia and currently served as a Head of Aviation Management at Universiti Kuala Lumpur (Malaysian Institute of Aviation Technology Campus) in Subang, Selangor, Malaysia. She is also a Fellow at UKM-MPOB Endowment Chair at National University of Malaysia. Her research interest is in Halal logistics and supply chain, logistics and supply chain performance, logistics branding, aviation management and air travel. Her work has appeared in Industrial Marketing Management, Journal of Islamic Marketing, Journal of Humanitarian Logistics and Supply Chain Management, Journal of Quality and Reliability and Management and others. She has also published a number of book chapters, books, edited books, refereed conference proceedings and part of the editorial team of book project with Routledge and Springer. Nurhayati Mohd Nur (email: [email protected]) is a Senior Lecturer in Aerospace Department and currently served as a Head of Research and Innovation at Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology (UniKL-MIAT). She received her Ph.D. in Engineering (Ergonomics Design) from the University of Malaya. She is the Principal Researcher for UniKL-MIAT Aerospace Research Cluster. Her main research interests include ergonomics design, human factors, manufacturing processes, maintenance activities and quality management systems. Her research works have been published in reputable academic journals and refereed conference proceedings. She is certified as a Lead Auditor for ISO9001, a graduate member of the Board of Engineers Malaysia (BEM), a member of the Chartered Institute of Logistics and Transport Malaysia (CILTM), and an associate member of the Human Factors and Ergonomics Society Malaysia (HFEM), and Industrial Engineering and Operations Management (IEOM) Society (International).

Part III

Key Challenges of Women Leaders in Aviation

Chapter 9

The Contributing Factors and Initiatives to Overcome Women’s Obstacles and Challenges in the Aviation Industry Nurhayati Mohd Nur and Nor Aida Abdul Rahman

Introduction The aviation industry has revolutionized modern transportation, connecting people and businesses across the globe in unprecedented ways. From commercial airlines to private jets, and helicopters to drones, the aviation industry has a broad range of applications and has become an essential part of modern life. Throughout history, the aviation industry has largely been male-dominated, with women facing significant barriers to entry and advancement. However, despite these challenges, women have made significant contributions to the industry, breaking barriers and achieving notable success. Women have made their mark in aviation as pilots, air traffic controllers, engineers, mechanics, flight attendants, and in numerous other roles. Despite the barriers and challenges, women have persevered, pushing the boundaries of what is possible and contributing to the industry’s growth and success. Today, women are playing an increasingly significant role in the aviation industry, and their contributions are more important than ever. With the industry continuing to evolve and expand, women are helping to shape its future, driving innovation and creating new opportunities for themselves and future generations. The role of women in the aviation industry has evolved significantly over the years. In the early days of aviation, women were largely excluded from the industry and faced significant barriers to entry. Women are making significant contributions to the industry, holding positions in a range of roles, from pilots to engineers, and air traffic controllers to N. Mohd Nur (B) Aerospace Department, Malaysian Institute of Aviation Technology, Universiti Kuala Lumpur, Kuala Lumpur, Malaysia e-mail: [email protected] N. A. Abdul Rahman Malaysian Institute of Aviation Technology, Universiti Kuala Lumpur, Persiaran A, Off Jalan Lapangan Terbang Subang, 47200 Subang, Selangor, Malaysia e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_9

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executives. However, women still face challenges in the aviation industry such as biases and discrimination in hiring, promotion, and pay. Thus, this paper aims to explore the barriers and challenges faced by women in the aviation industry and the initiatives available to address them and create a more inclusive and supportive industry for women.

Review of Literature on the Obstacles and Challenges Faced by Women in Aviation To discuss the factors that contribute to that resist women’s involvement and career development in the aviation industry, a review of the selected previous studies related to women in aviation has been performed. There have been several studies conducted that focus on women in aviation. Some of the key themes that have emerged from these studies include the underrepresentation of women in the industry, the barriers that prevent women from entering and advancing in aviation careers, and the initiatives that have been implemented to promote gender diversity in the field. Selected previous studies focusing on women in aviation are reviewed and discussed in this section. Hohmann and Johnson (2010) investigated gender differences in pilot selection. They found that female pilots faced more obstacles in the selection process than male pilots. Female pilots were less likely to be selected and were more likely to fail the selection process. The results also discovered that male pilots had more flight hours and experience than female pilots. This difference in experience may have contributed to the lower selection rates for female pilots. However, the study found that there were no significant gender differences in cognitive abilities between male and female pilots. This suggests that cognitive ability is not a factor in the lower selection rates for female pilots. Besides that, there were some differences in personality traits between male and female pilots. Female pilots tended to score higher on measures of emotional stability, openness, and agreeableness, while male pilots tended to score higher on measures of extraversion and conscientiousness. Thus, the study suggests that gender differences do exist in pilot selection in the US airline industry. Female pilots face more obstacles in the selection process, and these obstacles may be due in part to differences in flight hours and experience. Weiss and Ziemba (2010) explored the underrepresentation of women in the aviation industry. Women represent only a small percentage of pilots and other aviation professionals: According to the study, women make up only 6% of pilots and 2% of mechanics in the USA. In addition, women are underrepresented in other aviationrelated professions such as air traffic control and aircraft dispatch. The study identifies several factors that make it difficult for women to enter and succeed in the aviation industry, including gender stereotypes and biases, a lack of female role models, and the perception that the industry is male-dominated. The aviation industry could benefit from greater gender diversity whereby this study suggests that increasing the

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number of women in the aviation industry could have a positive impact on safety, innovation, and profitability. For example, research has shown that diverse teams are more likely to come up with innovative solutions to problems. The study also recommends the implementation of programs and initiatives to support women in aviation, such as mentorship programs and efforts to reduce gender bias in recruitment and hiring. Budd and Ison (2011) investigated the career aspirations and progression routes of women working in aviation. They found that women in aviation face limited career progression opportunities, particularly in technical and operational roles. Many women felt that they were not given the same opportunities as their male colleagues and that they had to work harder to prove themselves. Women in aviation reported a lack of female role models in senior positions, which made it difficult for them to envision their own career progression. Many women in aviation reported concerns about work–life balance and the impact of the industry’s demanding working hours on their personal lives. This was particularly true for women with children or caring responsibilities. The study found that women in aviation had lower levels of job satisfaction than their male colleagues. Many women reported feeling undervalued and overlooked for career opportunities. Despite the challenges they faced, the women in the study had positive attitudes toward diversity in the workplace and believed that gender diversity was important for the industry. Yu et al. (2012) surveyed women who were currently employed in various aviation-related fields, such as pilots, air traffic controllers, and aviation management professionals. The survey collected information on the participants’ backgrounds, education, career experiences, and attitudes toward their jobs and the aviation industry. The study found that several factors influenced women’s decisions to enter aviation careers, including role models, encouragement from family and friends, and exposure to aviation-related activities or events. Additionally, the study found that the availability of scholarships, internships, and mentorship programs could increase the likelihood of women pursuing aviation careers. They also found that women faced various challenges and barriers in the aviation industry, including a lack of female role models and mentors, discrimination and bias, and a lack of work–life balance. These factors contributed to a high turnover rate among women in aviation careers. Finally, the study suggested several strategies for increasing the representation of women in aviation careers, including increasing the visibility of women in leadership positions, implementing policies that promote work–life balance, and developing mentorship and networking programs for women in aviation. Williams and Davis (2013) investigated the experiences of female flight instructors in the USA and explored factors that might influence their decisions to remain in the aviation industry. The study found that female flight instructors faced several challenges and barriers in the aviation industry. These included a lack of female role models, stereotypes and discrimination, and work–life balance issues. Many of the participants reported experiencing discrimination or bias based on their gender, and some reported feeling isolated or excluded in the male-dominated aviation environment. Despite these challenges, the study found that the majority of female flight instructors were highly committed to their careers in aviation. Factors that were

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identified as important for retaining women in the industry included mentoring and support from colleagues and employers, opportunities for career advancement, and work–life balance policies. Wiethaus and Downing (2014) explored the differences in motivation and academic achievement among male and female undergraduate aviation students. The study involved 309 students from four universities in the USA and used a survey to collect data. The study found that female aviation students reported lower levels of motivation compared to their male counterparts, specifically in intrinsic motivation, self-efficacy, and self-regulated learning. However, the study also found that female aviation students had higher marks than male students, indicating that they were performing well academically despite lower motivation levels. The researchers suggested that the lower levels of motivation among female aviation students could be due to a lack of female role models in the aviation industry, as well as negative stereotypes and biases that can discourage women from pursuing careers in aviation. A review of the literature by Schaefer and Winter (2015) aimed to identify the key barriers that prevent women from entering and advancing in the aviation industry. They found that women represent only a small percentage of pilots, air traffic controllers, and aviation executives. Gender stereotypes and bias are pervasive in the aviation industry. Women are often viewed as less competent, less committed, and less suitable for technical jobs than men. The masculine culture of aviation can be a significant barrier to women’s entry and advancement. The culture is often characterized by long hours, high stress, and a focus on risk-taking and individual achievement, which can be challenging for women who prioritize work–life balance, teamwork, and a collaborative work environment. The lack of female role models and mentors in aviation can discourage women from pursuing careers in the industry. Women are more likely to enter and succeed in male-dominated industries when they have access to female mentors and role models who can provide guidance and support. Family responsibilities can also be a significant barrier to women’s entry and advancement in aviation. The demands of the job can make it difficult for women to balance their work and family responsibilities, especially if they have young children. Johnson et al. (2016) reviewed the existing literature on women’s involvement in aviation. The study aimed to identify the challenges women face in pursuing careers in aviation and to suggest ways to increase the participation of women in this field. The study found that despite the significant progress that women have made in aviation, they remain underrepresented in the field, particularly in technical and leadership positions. Some of the challenges identified include societal stereotypes and biases, lack of female role models and mentors, limited access to training and education, and work–family conflicts. The study also identified several initiatives that have been successful in increasing the participation of women in aviation. These include mentorship programs, networking opportunities, scholarships and financial support, and outreach programs to promote aviation careers to young girls. The study highlights the need for ongoing efforts to increase the participation of women in aviation and to address the barriers that prevent women from pursuing careers in this field.

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Mankad and Gupta (2018) identified several key findings regarding the barriers faced by women in the Indian aviation industry which are lack of gender diversity, stereotypes and bias, limited support networks, cultural and social factors, and lack of policies and initiatives. The aviation industry in India is male-dominated, with few women employed in technical or leadership roles. This lack of diversity creates a work environment that is not supportive of women and can result in discrimination, harassment, and a lack of opportunities for advancement. There are widespread stereotypes and biases against women in the aviation industry, which can impact their ability to succeed. For example, many people believe that women are not as skilled or competent as men in technical roles, or that women are not suited for leadership positions. Women in the aviation industry often lack the support networks that can help them overcome these barriers. This is particularly true for women in technical roles, who may have few female colleagues or mentors to turn to for guidance and support. Cultural and social factors also contribute to the barriers faced by women in the Indian aviation industry. For example, many women face pressure from their families to prioritize marriage and family over their careers. Additionally, there is a perception that aviation is not a suitable profession for women, which can discourage them from pursuing careers in this field. Finally, the study found that there is a lack of policies and initiatives to support women in the Indian aviation industry. For example, many companies do not have gender-sensitive policies or practices in place, and there are few initiatives to promote gender diversity or support women in leadership roles. Phoenix and Coates (2019) investigated the experiences of women in the aviation industry, including their career choices, aspirations, and successes. The study is based on qualitative interviews with 25 women from various aviation sectors in the UK, including pilots, air traffic controllers, engineers, and management staff. They found that gender stereotypes and biases still exist in the aviation industry, which can influence women’s career choices and limit their opportunities for advancement. Despite that, women in the aviation industry face various challenges, such as work–life balance, discrimination, and lack of support, which can affect their career aspirations and success. Many women in the aviation industry feel a sense of isolation and lack of representation, which can make it challenging to build networks and find mentors. The study also found that mentoring and role models can play a significant role in helping women succeed in the aviation industry. Women who had access to mentors and role models reported higher levels of job satisfaction and confidence. The study highlights the need for more support and opportunities for women in the aviation industry, including targeted recruitment strategies, flexible working arrangements, and mentoring programs. Yanıko˘glu et al. (2020) identified gender-related career obstacles faced by female pilots operating in Turkey. They discovered that female commercial airline pilots have experienced workplace bias and discrimination due to their gender. These prejudices and discriminations impose a substantial psychological burden on them, which can have a substantial impact on their conduct and performance. Douglas and Pittenger (2020) investigated female pilots’ resilience. The study found that workplace adversity influences the resilience of female pilots, which may contribute to increased

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occupational stress, higher attrition, and fewer pilot entrants. Improving the resilience of female pilots is essential for addressing the pilot shortage. The findings shed light on the recruitment, retention, and advancement of women in occupations dominated by men. Stevenson et al. (2021) look into what might keep women in aviation jobs. They discovered similarities between women and men regarding perceptions of a variety of aspects of the workplace, including job satisfaction, professional advancement opportunities, challenging work, monetary benefits, non-monetary benefits, work– life balance, management practices, and a passion for aviation. Women also reported feeling significantly less comfortable bringing concerns to management than men, indicating that working in an environment dominated by men is a significant barrier for women in aviation occupations. Some of the bad things are discrimination based on gender and the idea that piloting is a job that only men can do. Marintseva et al. (2022) investigate whether these variables are perceived to be important in women’s career decisions in aviation. The findings of this study show that, in addition to the high cost of training and the propensity of airlines to shift financial responsibilities for training to students, gender inequality persists in pilot employment. Several organizations and airlines have programs in place to address the issues associated with pilot training and hiring. However, the effectiveness of these efforts is debatable, as the number of female pilots has remained stagnant over the last ten years. Furthermore, as women will be seen in their positions solely due to gender recruitment requirements, they may be responsible in the future for creating an even more “gender-unequal” culture within the industry. Bridges et al. (2023) looked at women’s resilience in the workplace, where they face big problems like discrimination and harassment. In places where men are the majority, women face social exclusion, marginalization, discrimination, harassment, and other forms of social closure. Because it is unclear how these barriers can be surmounted. According to the research, individual resilience plays a role in women thriving and building long-term careers, but it can only happen in conjunction with support from gender inclusion strategies and organizational resilience. They developed a Resilience for Gender Inclusion (RGI) model, which combines gender inclusion and organizational resilience tactics. The RGI model demonstrates how employee and organizational resilience intersect, which may lead to the transformative potential of inclusive cultures of diversity, which will improve employee well-being and self-efficacy while also creating a much-needed sense of belonging and social inclusion for women in male-dominated occupations.

The Summary of the Contributing Factors As discussed in the above section, women have faced several obstacles to entry and advancement in the aviation industry. Some of the main barriers that women have faced in the aviation industry include gender bias and stereotypes. Women

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in aviation face limited career progression opportunities, particularly in technical, operational and leadership roles, and many feel that they are not given the same opportunities as their male colleagues. Women are underrepresented in the aviation industry, particularly in technical roles such as pilots, aircraft maintenance engineers, and air traffic controllers. Women may experience unconscious bias from both male and female colleagues, which can affect their ability to be recognized for their skills and expertise. Women have had to overcome gender bias and stereotypes, which assume that women are less capable of performing certain tasks or roles. These biases can impact women’s opportunities for training, promotion, and career advancement. Women are often underestimated and undervalued, and they may face discrimination when it comes to hiring, pay, promotions, and opportunities for advancement. On top of that, some aviation jobs, such as pilots, require certain physical requirements, such as height and weight restrictions. These requirements can be challenging for women to meet and may limit their opportunities in the industry. The assumption that women are not as capable or strong as men can discourage women from pursuing certain jobs or roles in the industry. Female pilots face more obstacles in the selection process, and women are underrepresented in the aviation industry as a whole. Women also may have limited access to female role models and mentors in senior positions in the aviation industry, which can make it difficult for them to identify growth opportunities. Women are more likely to enter and succeed in male-dominated industries when they have access to female mentors and role models who can provide guidance and support. The lack of representation can create a culture of exclusion that makes it difficult for women to enter and thrive in these professions. When women don’t see other women in leadership positions, they may be discouraged from pursuing a career in aviation. Women may not receive the same level of support and mentorship as their male counterparts. This can make it harder for them to navigate the industry and achieve success. The aviation industry can be demanding and often requires employees to work long hours, travel, irregular schedules including weekends and holidays. Family responsibilities can also be a significant barrier to women’s entry and advancement in the aviation industry. The demands of the job can make it difficult for women to balance their work and family responsibilities, especially if they have young children and the elderly to take care of. A lack of family-friendly policies can make it challenging for women who have these family responsibilities, which can make it difficult for women to balance their work and home life. Women may have limited access to training and development opportunities, which can make it difficult for them to acquire the skills and knowledge needed to advance in their careers. This obstacle has contributed to a lack of gender diversity in the aviation industry, and there is a need for concerted efforts to address them and create a more inclusive industry for women. All the obstacles and challenges can make it difficult for women to succeed in aviation. However, studies found that increasing the number of women in the aviation industry could have a positive impact on safety, innovation, and profitability, as research has shown that diverse teams are more likely

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to come up with innovative solutions to problems. Thus, the need for continuous efforts to provide greater support, greater representation, and inclusion of women in the aviation industry is crucial.

Initiatives to Overcome Women’s Obstacles and Challenges in the Aviation Industry There is still much work to be done to address gender discrepancies in the aviation industry. By raising awareness of the issue, promoting diversity and inclusion initiatives, and supporting women in their careers, the industry can work toward achieving greater gender equality. Several initiatives should be made to address gender disparities, promote greater diversity, combat stereotypes and biases, and provide support networks for women in the aviation industry. 1. Education and training programs that encourage more women to pursue careers in aviation, such as providing a scholarship program for women interested in studying aviation-related courses, 2. Mentoring and networking programs in promoting diversity and inclusion in the aviation industry. A mentoring program could link women interested in careers in aviation maintenance with industry professionals who can provide advice and support. 3. Industry-specific initiatives to support women’s progress and encourage more diversity and inclusion. 4. Policy and regulatory changes for gender diversity and also family-friendly policy, to support women in the aviation industry. 5. Advocacy and awareness campaigns to promote gender equality, inclusion, and women’s empowerment in the aviation industry.

Conclusion In conclusion, women have faced numerous obstacles in the aviation industry, including gender bias, limited career progression opportunities, underrepresentation in technical roles, unconscious bias, discrimination in hiring and promotions, lack of access to mentors, demanding work schedules, and limited access to training and development opportunities. However, increasing the representation and inclusion of women in the aviation industry can have a positive impact on safety, innovation, and profitability. Therefore, ongoing efforts are needed to address gender discrepancies in the aviation industry, including initiatives to promote diversity and combat stereotypes and biases, mentorship and networking programs, industry-specific initiatives, policy, and regulatory changes, and advocacy and awareness campaigns. The aviation industry must work toward achieving greater gender equality by supporting women in their careers and creating a more inclusive industry for all.

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References Bridges, D., Wulff, E., & Bamberry, L. (2023). Resilience for gender inclusion: Developing a model for women in male-dominated occupations. Gender, Work & Organization, 30(1), 263–279. Budd, L., & Ison, S. (2011). Women in aviation: Career aspirations and progression routes. Journal of Air Transport Management, 17(2), 121–126. Douglas, S., & Pittenger, L. M. (2020). Adversity in aviation: Understanding resilience in the workplace for female pilots. The International Journal of Aerospace Psychology, 30(3–4), 89– 103. Hohmann, C., & Johnson, S. (2010). Gender differences in pilot selection: A comparative study of male and female pilots in the US airline industry. Journal of Air Transport Management, 16(2), 76–79. Johnson, R., Bacon, E., & Shaw, E. (2016). Women and aviation: A review of the literature. Journal of Air Transport Management, 55, 135–144. Mankad, R. S., & Gupta, N. (2018). Barriers to women’s progress in aviation: A case study of the Indian aviation industry. Journal of Air Transport Management, 66, 17–26. Marintseva, K., Mahanecs, A., Pandey, M., & Wilson, N. (2022). Factors influencing low female representation in pilot training recruitment. Transport Policy, 115, 141–151. Phoenix, C., & Coates, N. (2019). Women in aviation: An exploration of the role of gender in career choice, aspirations, and success. Journal of Transport Geography, 76, 47–56. Schaefer, K. P., & Winter, S. R. (2015). Barriers to women’s entry and advancement in aviation: A review of the literature. Journal of Air Transport Management, 42, 179–188. Stevenson, L., Cuevas, H., Rivera, K. K., Kirkpatrick, K., Aguiar, M., & Albelo, J. L. (2021). Women’s perceptions of the aviation workplace: An exploratory study. Collegiate Aviation Review International, 39(1), 42. Weiss, L., & Ziemba, R. K. (2010). Women and aviation: What’s keeping them out? Journal of Aviation/Aerospace Education & Research, 19(2), 5–22. Williams, L. E., & Davis, A. S. (2013). Women in aviation: A study of flight instructors in the United States. Journal of Aviation/Aerospace Education & Research, 22(1), 5–15. Wiethaus, U. G., & Downing, C. E. (2014). Gender differences in motivation and academic achievement among undergraduate aviation students. Journal of Aviation/Aerospace Education & Research, 23(2), 37–47. Yanıko˘glu, Ö., Kılıç, S., & Küçükönal, H. (2020). Gender in the cockpit: Challenges faced by female airline pilots. Journal of Air Transport Management, 86, 101823. Yu, J., Forman, A. R., & Arway, A. G. (2012). Factors affecting women’s entry into and retention in aviation careers. Journal of Career Development, 39(2), 93–113.

Nurhayati Mohd Nur is a Senior Lecturer in Aerospace Department and currently served as a Head of Research and Innovation at Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology (UniKL-MIAT). She received her Ph.D. in Engineering (Ergonomics Design) from the University of Malaya. She is the Principal Researcher for UniKL-MIAT Aerospace Research Cluster. Her main research interests include ergonomics design, human factors, manufacturing processes, maintenance activities, and quality management systems. Her research works have been published in reputable academic journals and refereed conference proceedings. She is certified as a Lead Auditor for ISO9001, a graduate member of the Board of Engineers Malaysia (BEM), a member of the Chartered Institute of Logistics and Transport Malaysia (CILTM), and an associate member of the Human Factors and Ergonomics Society Malaysia (HFEM), and Industrial Engineering and Operations Management (IEOM) Society (International).

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Nor Aida Abdul Rahman is an Associate Professor at Universiti Kuala Lumpur, Malaysia, and currently served as a Head of Aviation Management at Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology, in Subang, Selangor, Malaysia. She has worked as an internal and external trainer in management, supply chain, Halal logistics, and postgraduate research. Her research work has appeared in several reputable academic journals such as Industrial Marketing Management, Journal of Business Research and Journal of Humanitarian logistics and supply chain, International Journal of supply chain management, and others. She has also published a number of book chapters and refereed conference proceedings and is part of the editorial team of a book project with Routledge. She is a panel of WG in MS2400 Halal Supply Chain standard and TC10 for Halal supply chain standard (SMIIC). She earned a Ph.D. degree in Management (supply chain management) from Brunel University, London, UK. She is also serving as an Academic Advisor in college, a chartered member of the Chartered Institute of Logistics and Transport Malaysia (CILTM), HRDF Certified Trainer, and Chairman (Academic Committee) for the Malaysian Association of Transportation, Logistics and Supply Chain Schools (MyATLAS), Vice President (Research Journal) for Institute for Research in Management and Engineering UK (INRME), JAKIM Halal Certified Trainer, UniKL Halal Professional Board, and a member of Academy of Marketing, UK.

Chapter 10

Women Barriers and Gender Discrepancies in Asia Aviation Industry: Cracking the Glass Ceiling Fathien Azuien Yusriza

Introduction The aviation industry has been traditionally male-dominated, and in Asia, women face unique challenges and barriers when it comes to accessing and advancing in the field. Gender disparities in the Asian aviation industry include a lack of representation in leadership positions, lower pay, and fewer opportunities for career progression compared to their male counterparts. These challenges are not limited to one particular country or region but are a widespread issue across the entire Asian continent. This book chapter aims to investigate and understand the barriers and gender discrepancies that women face in the Asian aviation industry. The research will focus on identifying and analyzing the root causes of these disparities, as well as identifying and evaluating potential solutions for addressing the issue. The chapter will begin by providing a background on the status of women in the aviation industry and the challenges they face. Through a review of the existing literature and primary research, this chapter will provide valuable insights into the barriers that women face in the Asian aviation industry and will help inform the development of policies and initiatives aimed at addressing and reducing these disparities. This chapter will not only shed light on the issue of gender disparities in the Asian aviation industry, but also aims to contribute to the larger conversation about diversity, equality, and inclusion in the workplace. The aviation industry is a global industry, and the challenges that women face in Asia are not only limited to the continent, but also seen in other parts of the world. Therefore, the findings of this study have the potential to inform efforts to promote gender equality in the aviation F. A. Yusriza (B) Malaysian Institute of Aviation Technology (UniKL MIAT), Universiti Kuala Lumpur, Kuala Lumpur, Selangor, Malaysia e-mail: [email protected] Politecnico di Torino (POLITO), Turin, Italy © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_10

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industry globally. Additionally, this research will provide a valuable resource for policymakers, industry leaders, and researchers who are committed to addressing these issues and creating a more inclusive and equitable industry. By highlighting the challenges that women face in the Asian aviation industry and identifying solutions, this chapter aims to make a meaningful contribution to the ongoing efforts to promote gender equality in the workplace. The aviation industry is an important sector for economic growth and development in Asia. However, like many other industries, it has traditionally been maledominated, with women facing various barriers to entry and advancement. These barriers include cultural and societal expectations, discrimination, lack of access to education and training, limited networking opportunities, and inflexible working conditions. As a result, women are underrepresented in the industry, particularly in senior leadership and technical positions. In recent years, there have been efforts to address these barriers and promote gender equality in the Asian aviation industry. Initiatives such as mentorship programs, flexible working arrangements, and diversity and inclusion policies have been implemented by some companies. However, there is still a long way to go to ensure that women have equal opportunities to enter and succeed in the industry. It is essential for the industry to continue to address these barriers and work toward creating a more inclusive and diverse workforce.

Barriers Women Face in Asian Aviation Industry Despite progress in recent years, the representation of women in the aviation industry in Asia remains significantly lower than that of men. This underrepresentation of women in the industry can be attributed to various barriers that women face in entering and advancing in this male-dominated field. These barriers include societal stereotypes and biases, limited access to education and training opportunities, lack of role models and mentorship, workplace discrimination and harassment, and inflexible working arrangements. In this context, it is important to explore and understand these barriers to promote gender equality and create a more inclusive and diverse aviation industry in Asia. There are several barriers that women face in the Asian aviation industry. Some of the key barriers include: 1. Lack of representation in leadership positions: Women are underrepresented in leadership positions in the aviation industry, particularly in senior management roles. This lack of representation can make it difficult for women to advance in their careers and to have their voices heard in important decision-making processes. There are several articles and studies that have been published on the topic of women’s lack of representation in leadership positions in the aviation industry. Here are a few examples:

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“Germain, M.-L., Herzog, M. J. R., & Hamilton, P. R. (2012). Women employed in male-dominated industries: lessons learned from female aircraft pilots, pilotsin-training and mixed-gender flight instructors. Human Resource Development International, 15(4), 435–453”. This study examines the career progression of women in the aviation industry and finds that women are underrepresented in leadership positions (Germain et al., 2012). “Halleran, M. S. (2019). Gender Balance in Aviation. Collegiate Aviation Review International, 37(1)”. The article examines the role of leadership in achieving gender balance in the aviation industry and finds that a lack of women in leadership positions is a major contributor to the under-representation of women in the industry (Halleran, 2019). “Casebolt, M. K. (2023). Gender Diversity In Aviation: What Is It Like To Be In The Female Minority? Journal of Aviation/Aerospace Education & Research, 32(1)”. The paper provides a comprehensive overview of the literature on gender diversity and leadership in the aviation industry, and it highlights the lack of women representation in leadership positions as one of the main issue to be addressed (Casebolt, 2023). “Ferla, M., & Graham, A. (2019). Women slowly taking off: An investigation into female underrepresentation in commercial aviation. Research in Transportation Business & Management, 100378”. The commercial aviation industry is one of the most male-dominated fields where women do not have the same professional opportunities as men, which presents a challenge for the industry. The industry needs to attract, recruit, and retain more women to promote their professional development, growth, and profitability. However, the shortage of female representation in the industry is a result of various challenges and issues (Ferla & Graham, 2019). These studies and articles demonstrate that the lack of representation of women in leadership positions is a significant problem in the aviation industry. This lack of representation is a barrier to the career progression of women in the industry, and it limits the diversity of perspectives and ideas at the highest levels of the industry. 2. Lower pay and fewer opportunities for career progression: Women in the aviation industry tend to have lower pay than their male counterparts and have fewer opportunities for career progression. This can make it difficult for women to achieve financial stability and can also lead to a lack of representation in higherlevel positions. The Guardian (2018), Ryanair, one of the largest budget airlines in Europe, has reported a gender pay gap of 72%, the worst among airlines. The figures, which were reported as part of the UK’s gender pay gap reporting requirements, show that only 3% of the top quarter of earners at the company are women. This figure is significantly worse than the UK average, which currently stands at around 18%, and is even worse than the pay gap reported by EasyJet, another budget airline, which was criticized for its 45% gap. The figures also reveal that median hourly pay among Ryanair’s 1182 UK staff is 71.8% lower for women, while median bonus pay for women was 3% lower. It’s

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worth noting that most of Ryanair’s management and administration are based in Ireland and were excluded from the figures. The company has stated that the significant pay gap is due to the fact that only a small percentage of pilots are women, with only 8 out of 554 UK-based pilots being female, while women make up more than two-thirds of the low-paid cabin crew. It’s worth noting that the second worst pay gap in the industry is Jet2.com, with a median gap of 49.7% (mean 53.5%) while the best is British Airways, with a median of 10% (mean 35%). EasyJet, one of the first airlines to report, has pledged that at least one in five of its new pilot recruits will be women by 2020. Overall, these figures from Ryanair highlight the fact that the aviation industry still struggles with gender imbalances and pay disparities, particularly when it comes to representation of women in leadership roles, such as pilots and higherpaid positions. Ryanair has yet to spell out what steps it will take to recruit more women into higher-paid positions. However, there are studies and reports conducted on the issue of gender pay gap and barriers for women in the aviation industry in different countries in Asia, such as India, Japan, China, etc. For example, in India, a study conducted by the Centre for Aviation (CAPA) and the International Air Transport Association (IATA) found that only 5% of pilots in the country are women, and only 2% of them are in command positions. The study also revealed that women in the industry in India face a number of barriers to advancement, including discrimination, lack of role models, and lack of support from family and society. In addition, the study found that women in the aviation industry in India earn on average 30% less than their male counterparts, which is a significant pay gap. Another example is in Japan, where the number of women working as flight attendants is significantly higher than the number of women working as pilots. According to Japan’s Ministry of Land, Infrastructure, Transport, and Tourism, only 3% of Japan’s commercial pilots are women. The same report revealed that the pay gap between male and female pilots in Japan is also significant, with women earning on average 20% less than men. In addition, in China, despite the country’s fast-growing aviation industry, women still face barriers to entry and advancement. According to a report by the Civil Aviation Administration of China (CAAC), only about 5% of China’s pilots are women. The report also revealed that women in the aviation industry in China earn on average 25% less than their male counterparts, and are underrepresented in leadership positions. These examples illustrate that the issue of gender pay gap and barriers for women in the aviation industry is a widespread problem across Asia. Cultural and societal factors, lack of role models, discrimination, and lack of support from family and society are some of the barriers that women face in the industry (Fig. 10.1). The bar chart provides information on the percentage of women and men working as pilots in three Asian countries—India, Japan, and China. In India and Japan, only 3% of pilots are women, while in China, the percentage of women pilots is slightly higher at 5%. This indicates a significant gender imbalance in the pilot

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Representation of Women in the Aviation Industry in India, Japan and China 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% India

Japan Women

China

Men

Fig. 10.1 Women representation in Asia Aviation Industry in India, Japan, and China

workforce in all three countries. In contrast, the majority of pilots in all three countries are men, with 97% of pilots being men in India and Japan, and 95% of pilots being men in China. The chart highlights the gender disparities in the aviation industry in these countries and the need for more efforts to address the barriers and promote gender diversity in this field. Stereotypes and biases: Women in the aviation industry often face stereotypes and biases, which can make it difficult for them to be taken seriously and to be given the same opportunities as men. For example, they might be seen as less capable than men, and they may be passed over for promotions or leadership positions. Based on Thatchatham, & Peetawan. (2020). An Exploration on Pilots’ and Student Pilots’ Perspectives towards the Gender Bias in Thai Aviation Industry. Proceedings, 39(1), 24. The aviation industry has historically been dominated by men, but the number of female pilots is increasing. A study was conducted in Thailand to investigate the perspectives of female student pilots, a female pilot, and a male pilot toward gender stereotypes in the profession. The results showed that gender bias still exists in the industry, and female pilots have to prove themselves more. Despite women entering aviation for almost 50 years, it is still unusual to see them in the cockpit since being a pilot is considered a male-dominated profession. Studies have shown that women face many challenges, including negative stereotypes about their abilities and discrimination, including sexual harassment. Male colleagues and passengers have also made negative remarks about women pilots. The subject of pregnancy and maternal leave is also a factor in the underrepresentation of women in the pilot profession (Thatchatham & Peetawan, 2020). 3. Work–life balance: Women often face more challenges achieving a balance between their work and family lives, especially when their profession is demanding and require frequent traveling, which can make it difficult for them to

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pursue their careers in the aviation industry. Seligson, D. (2019). Women and aviation: Quality jobs, attraction and retention. International Labour Office-Geneva. Spending extended periods away from home is a common requirement for pilots and cabin crew. However, this can be particularly challenging for women who may have additional domestic responsibilities and unpaid care work. Women may face inflexible leave policies and time off, as well as difficulties in maintaining the necessary flying hours due to pregnancy, maternity leave, and phased returns. Migrant workers may also struggle with work–life balance, including feeling isolated from their community and lacking sufficient time with family and friends. Additionally, strict image management policies and cultural differences can threaten job security and encroach on personal life. A lack of work– life balance is a significant factor leading to migrant workers leaving their jobs, particularly in the Gulf States (Seligson, 2019). 4. Lack of role models and mentorship: Women in the aviation industry often lack role models and mentors, which can make it difficult for them to navigate the industry and to see a clear path to advancement. Turney, M. A., Bishop, J. C., Karp, M. R., Niemczyk, M., Sitler, R. L., & Green, M. F. (2002). National survey results: Retention of women in collegiate aviation. Journal of Air Transportation, 7(1). Although mentoring is generally seen as a positive experience, there are also negative aspects to it. When a mentee perceives their mentor as having different attitudes, values, and beliefs than their own, negative mentoring experiences such as mentor self-absorption, incompatibility, manipulative behavior, poor interpersonal skills, and mentor neglect are more likely to occur. These findings suggest that not all forms of mentoring are advantageous, and it is important to take precautions when implementing formal mentoring programs to ensure positive outcomes for all participants. It is widely acknowledged that a well-designed formal mentoring program can assist underrepresented groups, such as women and ethnic minorities, in connecting with mentors (Turney, 2000). 5. Limited flexibility in working hours, lack of part-time or flexible working options can also be a barrier for working women who have caring responsibilities and make it hard for them to pursue their careers. Many working women have significant caring responsibilities, such as caring for children or elderly relatives. These responsibilities can make it challenging for them to maintain a work-life balance and pursue their career goals. One of the main barriers for working women with caring responsibilities is the limited flexibility in working hours. Many jobs require employees to work a set number of hours per day or week, which may not be compatible with caring responsibilities. For example, a mother with young children may need to be able to work part-time or flexible hours in order to be able to pick up her children from school or attend doctor’s appointments. However, not all jobs offer part-time or flexible working options. This lack of flexibility can make it difficult for working women with caring responsibilities to find a job that fits their needs. As a result, many women may be forced to choose between their careers and their caring responsibilities, which can have long-term consequences for their earning potential and career progression. In order to support

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working women with caring responsibilities, employers need to offer more flexible working options. This could include part-time work, job sharing, flexible working hours, or remote work. By offering these options, employers can help to ensure that working women with caring responsibilities can maintain a work–life balance and pursue their career goals. This, in turn, can help to improve gender equality in the workplace and support women’s career progression. These barriers can make it difficult for women to enter and advance in the aviation industry, and ultimately lead to lower representation of women in the field. Addressing these barriers is essential for creating a more inclusive and equitable industry and to promote gender equality in the Asian aviation industry. The conclusion highlights that the barriers mentioned earlier, such as gender bias, stereotypes, lack of mentorship and role models, limited flexibility in working hours, and other factors can make it challenging for women to succeed and advance in the aviation industry. These barriers can discourage women from entering or staying in the field and ultimately lead to lower representation of women in the industry. To promote gender equality in the Asian aviation industry, it is important to address these barriers by implementing policies and programs that address these issues. For example, implementing diversity and inclusion initiatives, providing mentorship and leadership programs, offering flexible working options, creating supportive work environments, and promoting work-life balance can help to attract and retain women in the industry. By doing so, the aviation industry can create a more diverse and inclusive workforce that reflects the wider society and promotes gender equality.

Women in Airline Management In the Asia continent, women continue to be underrepresented in airline management positions. This is due to a combination of various factors, such as cultural and societal norms, stereotypes and biases, and workplace barriers. The male-dominated culture in the aviation industry, including the lack of female role models and mentors, further exacerbates the situation. According to a study conducted by the International Air Transport Association (IATA), women only represent 5.4% of CEO positions in the Asia-Pacific aviation industry, compared to the global average of 12%. Similarly, women hold only 3.8% of senior management roles in the region, compared to the global average of 17%. One of the main barriers for women in airline management in Asia is the prevailing cultural and societal norms that often limit women’s access to education and professional opportunities. This has resulted in a shortage of qualified female candidates for leadership roles, making it more difficult for airlines to recruit and promote women to higher positions. Another factor is gender stereotypes and biases that still exist in the aviation industry, including the perception that women are not as capable or committed as men.

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This can lead to discriminatory practices in recruitment, promotion, and training, limiting the career opportunities of women. Finally, workplace barriers such as limited flexibility in working hours, lack of part-time or flexible working options, and inadequate support for work–life balance can also make it difficult for women to pursue their careers and advance in the aviation industry. To address these challenges, airlines in Asia are beginning to implement diversity and inclusion strategies, including recruitment and promotion policies that promote gender equality, leadership development programs for women, and initiatives to support work–life balance. However, progress is slow, and more needs to be done to create a more inclusive and equitable industry for women in airline management in the Asia continent.

Why Don’t Women Run Airlines? There is no inherent reason why women cannot run airlines. However, there are several factors that have historically made it more difficult for women to enter and advance in the aviation industry, including societal and cultural norms, gender stereotypes, lack of access to training and education, and limited networking opportunities. In many countries and cultures, there is still a prevalent belief that certain jobs and industries are more suitable for men than women. This can lead to biases in hiring and promotion practices, as well as limited opportunities for women to gain the necessary skills and experience to advance in their careers. Additionally, the aviation industry has traditionally been male-dominated, which can create a “boys club” culture that may be difficult for women to break into. Women may also face gender-based discrimination and harassment in the workplace, which can negatively impact their career advancement. While progress has been made in recent years to promote gender equality in the aviation industry, there is still much work to be done to ensure that women have equal opportunities to enter and succeed in leadership roles in airlines and other aviation-related organizations.

Aviation is a Man World? The aviation industry has traditionally been male-dominated, with men occupying the vast majority of roles in all sectors, including pilots, air traffic controllers, maintenance workers, and management positions. This trend can be traced back to the early days of aviation, when men were the primary pioneers and innovators in the field. Women were often excluded from aviation training and job opportunities due to discriminatory attitudes and beliefs about gender roles (Ariana, 2016).

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However, despite facing significant barriers, women have made important contributions to aviation throughout its history. In the early twentieth century, female aviators such as Amelia Earhart and Bessie Coleman broke gender barriers and achieved international acclaim for their feats of flying. During World War II, women in the USA and other countries stepped up to fill critical roles in aviation, including flying planes and serving as mechanics and engineers. Despite their success during the war, many of these women were later pushed out of their jobs when men returned from military service (Ferguson, 2021). In recent decades, more women have entered the aviation industry in various roles, but they still face significant challenges in advancing and achieving leadership positions. The gender pay gap persists in many sectors of the industry, and women are often underrepresented in decision-making roles. Additionally, women face barriers related to work-life balance and family care responsibilities, as well as biases and discrimination in the workplace. Overall, while progress has been made toward gender equality in the aviation industry, there is still much work to be done to address systemic barriers and create a more inclusive and equitable industry for women.

Asia Aviation Industry In the context of the Asia continent, the aviation industry has historically been dominated by men, with women facing numerous barriers to entry and advancement in the field. Despite efforts to promote gender diversity and inclusion, women remain significantly underrepresented in all areas of the aviation industry in Asia. In many Asian countries, cultural and societal norms still favor men in the workplace and women are expected to fulfill traditional gender roles as caretakers of the home and family. This often leads to women being discouraged from pursuing careers in male-dominated industries such as aviation. Additionally, the lack of female role models and mentors in the industry can make it difficult for women to see themselves as viable candidates for leadership positions. Furthermore, as previously mentioned, the long and irregular working hours required in the aviation industry can be particularly challenging for women who have caregiving responsibilities, such as young children or elderly family members. The lack of flexible working arrangements and inadequate maternity and parental leave policies can further discourage women from pursuing careers in aviation. Despite these challenges, there have been some encouraging developments in recent years. Many airlines and aviation companies in Asia have started to implement initiatives and policies aimed at promoting gender diversity and inclusion, such as increasing the number of women in leadership positions, providing flexible working arrangements, and offering mentorship and training programs specifically designed for women. However, there is still much work to be done to ensure that women are fully represented and valued in the aviation industry in Asia.

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Conclusion, Limitation and Future Research Recommendation The above literature indicates that women face various barriers in the aviation industry globally, including the Asia continent. These barriers include gender stereotypes, discrimination, limited access to training and education, and a lack of work-life balance. The male-dominated culture of the industry is also a significant challenge for women, making it difficult for them to enter and advance in the field. Addressing these barriers is essential for creating a more inclusive and equitable aviation industry in Asia, promoting gender equality and diversity. One of the limitations of the above literature is that it focuses mainly on the barriers women face in the aviation industry. While it provides valuable insights into the challenges women face, it does not provide an in-depth analysis of the experiences of women who have succeeded in the industry. Additionally, the literature is limited in its scope as it mainly focuses on the Asia continent, and there is a need for research that examines the experiences of women in the aviation industry in other regions. To elaborate further, it is important to note that the focus on barriers faced by women in the aviation industry is essential to understand the challenges and obstacles they face. However, it is equally important to examine the experiences of women who have succeeded in the industry, as this can provide valuable insights into the strategies and practices that can be adopted to promote gender diversity and equity in the industry. Regarding the limitation of the literature, while the focus on the Asia continent provides a valuable perspective, there is a need for research that examines the experiences of women in the aviation industry in other regions. This will help to provide a broader understanding of the challenges faced by women in the industry and identify region-specific barriers that need to be addressed to promote gender diversity and equity. In terms of future research recommendations, there is a need for studies that examine the effectiveness of interventions and initiatives aimed at promoting gender diversity and equity in the aviation industry. Additionally, research that examines the impact of cultural and social norms on women’s experiences in the industry, as well as the role of men in promoting gender diversity and equity, would be valuable. Finally, there is a need for longitudinal studies that examine the career trajectories of women in the aviation industry to better understand the factors that contribute to their success and identify the interventions that can be adopted to promote gender diversity and equity in the industry. Future research in the aviation industry should explore the experiences of women who have succeeded in the field, examining the factors that contributed to their success. There is also a need for research that examines the experiences of women in other regions, particularly in regions where there is limited representation of women in the industry. Additionally, future research could examine the effectiveness of

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various strategies aimed at promoting gender equality and diversity in the aviation industry, including mentorship programs, diversity training, and flexible work arrangements.

References Ariana, R. (2016). Successful women in aviation: The effect of mentoring (January), 1–23. Casebolt, M. K. (Ed.). (2023). Education & research gender diversity in aviation: What is it like to be in the female minority? 32(1). Ferguson, J. M. (2021). Gender and aviation. The International Encyclopedia of Anthropology, 2008, 1–9. https://doi.org/10.1002/9781118924396.wbiea2457 Ferla, M., & Graham, A. (2019). Women slowly taking off: An investigation into female underrepresentation in commercial aviation. Research in Transportation Business and Management, 31(September), 100378. https://doi.org/10.1016/j.rtbm.2019.100378 Germain, M. L., Herzog, M. J. R., & Hamilton, P. R. (2012). Women employed in male-dominated industries: Lessons learned from female aircraft pilots, pilots-in-training and mixed-gender flight instructors. Human Resource Development International, 15(4), 435–453. https://doi.org/ 10.1080/13678868.2012.707528 Halleran, M. S. (2019). Gender balance in aviation. Collegiate Aviation Review, 37(1). Seligson, D. (2019). Women and aviation: Quality jobs, attraction and retention. Thatchatham, C., & Peetawan, W. (2020). An exploration on pilots’ and student pilots’ perspectives towards the gender bias in Thai Aviation Industry (p. 24). https://doi.org/10.3390/proceedings2 019039024 Topham, G. (2018, April 03). Ryanair reveals worst gender pay gap in airline industry. The Guardian. https://www.theguardian.com/business/2018/apr/03/ryanair-reveals-worst-gen der-pay-gap-airline-industry Turney, M. A. (2000). Attracting women to aviation careers: What recent studies reveal. Collegiate Aviation Review International, 18(1). https://doi.org/10.22488/okstate.18.100292

Fathien Azuien Yusriza is a researcher and author with a passion for exploring innovative ideas in the field of logistics and supply chain management. She holds a degree in Aviation Management and currently doing Master’s degree in Aerospace Engineering from Universiti Kuala Lumpur Malaysia Institute of Aviation Technology (UNIKL MIAT). With years of experience in the local and global logistics industry, Fathien Azuien Yusriza possesses a deep understanding of the complexities involved in supply chain management. In 2022, she had the opportunity to publish an ISI paper on procurement performance measurement in the supply chain, which has been well received by the academic community. The paper demonstrates her ability to conduct original research and provide valuable insights into supply chain management. As an author and researcher, Fathien Azuien Yusriza is committed to advancing the field of logistics and supply chain management through her work.

Chapter 11

Unlocking Women’s Barriers and Gender Discrepancies in the Asia Aviation Industry Reni Dian Octaviani, Nursery Alfaridi S. Nasution, and Mustika Sari

Introduction The aviation industry is an important part of the global economy because it connects people and goods all over the world. It employs millions of people worldwide, including pilots and flight attendants, as well as engineers, mechanics, and ground crew. The industry is highly regulated, ensuring passenger and employee safety and security, and has a significant environmental impact. The aviation industry also contributes significantly to the economies of many countries by generating revenue and creating jobs. The aviation industry has expanded rapidly in recent years, with more people traveling more than ever before. The International Air Transport Association (IATA) predicts that the number of passengers flying will more than double by 2037. Badan Pusat Statistik Indonesia mentioned that the incoming passenger in 2020 is 33,513,741 passengers for domestics, compared to sea transport 11,615,945 passengers and 31,537,898 passengers for Sumatera and Java Area (Badan Pusat Statistik, 2021a, 2021b, 2021c). This expansion has increased demand for new aircraft, airports, and air traffic control systems, resulting in more job opportunities in the industry. The expansion of low-cost airlines, as well as new technologies such as electric and hybrid aircraft, is expected to propel the industry forward in the coming years.

R. D. Octaviani (B) Department of Business Management, Trisakti Institute of Transportation and Logistics, East Jakarta, Indonesia e-mail: [email protected] N. A. S. Nasution · M. Sari Department of Management and Business, Trisakti Institute of Transportation and Logistics, East Jakarta, Indonesia © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_11

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Moreover, the aviation industry is a fast-paced industry that is constantly adapting to meet the changing needs of customers and society. In areas such as safety, efficiency, and sustainability, the industry has been at the forefront of innovation. Digital technologies such as artificial intelligence and blockchain, for example, have helped to streamline operations and improve safety, while the development of biofuels and electric aircraft is expected to reduce the industry’s carbon footprint. The aviation industry is also increasingly focused on creating a more diverse and inclusive workforce, with initiatives aimed at increasing female and underrepresented group participation. Despite its significant contributions, however, the industry has been plagued by gender disparities and a lack of diversity, especially in leadership positions. The Asia aviation industry is no exception, with significant barriers to entry and advancement for women. The issue of gender discrimination in the aviation sector is well known. In the industry, women are underrepresented in numerous positions, especially those involving engineering and piloting. Only 5% of commercial pilots and a similar number of engineers are women, according to a survey by the International Society of Women Airline Pilots. This is true even though a sizable portion of the aviation industry’s workforce is made up of women. The fact that the aviation sector has historically been controlled by males and has not always been inclusive is one of the causes of this imbalance. Due to this, there aren’t many female role models and people aren’t aware of the options that women have in the field. Women have moreover frequently experienced bias and discrimination in the employment and promotion processes, as well as sexist or discriminating remarks or actions from coworkers or superiors. Increased female enrollment in aviation schools, networking and mentorship opportunities for women in the industry, and efforts to foster a more welcoming and inclusive workplace atmosphere are all being undertaken to address this discrepancy. For the reasons mentioned, this chapter will explain and explore how employment and gender equality work in the aviation industry, by comparing it to the previous theory and regulation. The goal of this book is to investigate the historical and current conditions that have contributed to gender disparities in the Asia aviation industry, as well as to identify strategies for overcoming these barriers. We will investigate the factors that contribute to gender disparities, such as cultural and social factors, organizational policies, and limited access to training and development. Overall, our goal is to provide a comprehensive analysis of gender disparities in the Asia aviation industry, as well as to propose concrete strategies for breaking down women’s barriers and promoting gender equity and diversity in this critical sector. We hope that by doing so, we can contribute to a more inclusive and equitable Asia aviation industry that can fully utilize the talents and potential of all of its members.

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Research Context and Method To collect information for this chapter, there was a systematic review of the literature conducted, including academic articles, reports, and news articles related to gender disparities in the aviation industry. Data from industry organizations such as the International Civil Aviation Organization (ICAO), the International Air Transport Association (IATA), and CAPA, as well as the Asia-Pacific Economic Cooperation (APEC), were also examined. The authors explored issues from the latest research and also sustainability development goals from United Nations and compared them with the current situation in the aviation industry.

Literature Review The aviation industry has a fascinating and long history of constant innovation and evolution. The first attempts at flying date back to the late 1800s, but it wasn’t until the early 1900s that the first commercial flights took place, signaling the start of modern aviation (Sharp, 2022). Over the years, the aviation industry has grown and diversified, with new technologies, regulations, and business models transforming how people travel. The history of aviation in Asia is an enthralling subject, with numerous notable milestones and achievements. For example, Japan hosted the first airplane flight in Asia in 1910, and the region experienced rapid growth in the years that followed. Many Asian countries played critical roles in the development and use of aircraft during WWII, and the postwar era saw a boom in commercial aviation. Asia’s aviation industry has emerged as a significant player in the global market, owing to a growing middle class, increased urbanization, and increased demand for air travel. Despite this progress, gender disparities and a lack of diversity have persisted in the industry for decades. Women continue to be underrepresented in positions of leadership, with few opportunities to advance their careers or influence decision-making. In addition to promoting diversity and inclusion, certain airlines and aviation businesses have targets for increasing the proportion of women in leadership roles. Women have contributed significantly to the aviation industry throughout history, though they have encountered difficulties with admittance and prejudice, women have contributed. Despite this, several noteworthy women have made important contributions to aviation, such as Bessie Coleman, the first African American woman to acquire a pilot’s license, and Amelia Earhart, the first woman who flew across the Atlantic Ocean alone (Charpentreau, 2022).

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According to studies, women face obstacles at every stage of their careers in the industry, from recruitment and selection to training and development, promotion, and leadership opportunities. This is not only unfair, but it also limits the industry’s ability to grow and innovate.

Gender Stereotypes Women face numerous and complex barriers in the Asia aviation industry. Gender stereotypes, societal expectations, and a lack of role models are all cultural and social factors that can limit women’s access to and success in the industry. Gender theory is founded on the idea that women and men are classified based on biological differences (Smith et al., 2021a). Gender stereotypes persist and are broadcasted through the media, as well as educational, social, and recreational socialization, all of which promote gender bias and discrimination (Tabassum & Nayak, 2021). Organizational factors, such as male-biased recruitment and promotion policies, can also contribute to gender disparities in the industry. Over the past 20 years, women’s involvement in the aviation industry has steadily improved, and now, they can be recognized in nearly every aviation occupation (Women in Aviation International, 2020), but still, they have been treated unequally because many opinions said that their gender is not appropriate in the field, another reason is that they don’t feel like they belong to that environment (Women in Aviation Advisory Board Report, 2022). Several studies have been conducted to document the extent and impact of gender disparities in the aviation industry. For example, the International Civil Aviation Organization (ICAO) discovered that women account for only 3% of commercial pilots worldwide, while women account for less than 5% of airline CEOs and board members. According to a study conducted by the Centre for Aviation (CAPA), the proportion of female senior executives in the Asia aviation industry is only 4%, compared to 14% in other industries (Enelow-Snyder, 2019). The previous study analyzes how the age, gender, and pilots experience are connected with the occurrence of pilot error and fatal accidents in general aviation. Challenging age and gender stereotypes and prejudices against pilots can have far-reaching consequences for aviation management. Promoting diversity and inclusion can help to increase the pool of qualified pilots, address staffing shortages, and improve industry safety and performance (Baker et al., 2001; Vermeulen & Mitchell, 2007). The analysis was taken from General Aviation accident records data from the NTSB between 1972 and 1981. According to the study’s findings, female pilots had a lower accident rate than male pilots. Furthermore, when compared to female pilots, accidents involving male pilots were more likely to result in fatalities or serious injuries. The study, however, found no evidence linking pilot error-related accidents to gender (Bazargan & Guzhva, 2011). Previous research on age and aviation safety

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found that pilots aged 40–44 had a higher accident rate than those aged 35–39. Nonetheless, empirical evidence is insufficient and inconsistent to support the claim that younger pilots have better safety records (Harkey, 1996). According to report by IATA (2022) about women in leadership positions in airlines shows that Women continue to be underrepresented in leadership positions in the airline industry. Only 6% of airline CEOs are female, indicating that women are significantly underrepresented in top executive roles in the industry, according to the report. Women hold only 13% of Chief Financial Officer (CFO) positions, 6% of Chief Operating Officer (COO) positions, 13% of Chief Commercial Officer (CCO) positions, and 12% of Chief Information Officer (CIO) positions, according to the report. Women account for 40% of Human Resources (HR) director positions, according to the report. While this figure is higher than in other senior positions, it falls short of gender parity, indicating that more work needs to be done to ensure equal representation of women at all levels of the industry. In 1960, one out of every 21,417 licensed pilots in the USA was a woman. By 1980, the ratio had dropped to one in 4224 (0.023%). Unfortunately, this was a peak that had fallen to one in 5623 (0.017%) by 2010. The majority of female pilot population growth occurred between 1960 and 1980, influenced by a growing feminist message. The number of women with commercial pilot (CPL) and airline transport pilot (ATP) licenses increased by 486% between 1980 and 2000, from 763 to 4473. Despite this significant increase, the number of women employed in the aviation industry in the USA has remained relatively stable since the 1980s, with little to no growth. From 1980 to 2010, the overall number of women with just about any type of aviation license increased by 2.06%, continuing to rise from 26,896 to 27,451 (Allin, 2020). Overall, the report highlights a significant gender gap in airline leadership positions, and more needs to be done to promote gender diversity and inclusion in the industry. According to the report, airlines should prioritize increasing opportunities for women to advance to leadership positions, addressing gender bias and discrimination in the workplace, and implementing gender diversity and inclusion strategies at all levels of the organization.

Career Advancement Women are making progress in the sector today, with an increasing number of them becoming engineers, pilots, and industry executives. However, compared to males, the proportion of women in the aviation business is still comparatively low, and initiatives are being taken to broaden the field’s diversity and inclusion. Figure 11.1 explained the jobs in the aviation industry, but according to Federal Aviation Administration only 8.4% of pilots are female, and 79.2% of flight attendants are women in USA (Women in Aviation International, 2020). The lack of female role models and mentors is one of the most significant barriers to women’s advancement in the aviation industry. According to research, women who have access to role models and mentors are more likely to pursue and succeed

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Fig. 11.1 Aviation career (Women in Aviation Advisory Board Report, 2022)

in careers in male-dominated industries. The industry can provide more opportunities for women to learn from and be inspired by successful female leaders by encouraging greater diversity in leadership roles. Inadequate mentoring and sponsorship programs, as well as a lack of flexible work arrangements, can limit women’s ability to develop the skills and relationships required for career advancement. Unconscious bias in recruitment and promotion processes, a lack of flexible work arrangements, and insufficient mentoring and sponsorship programs can all contribute to gender disparities. Women face numerous barriers to entering and advancing in aviation careers, including recruitment barriers like limited visibility and access to the industry, training barriers like the perception of a masculine culture, and retention barriers like limited family planning policies and a lack of opportunities for advancement. These factors may discourage women from pursuing or continuing careers in aviation (Gorlin & Bridges, 2021).

The Gender Pay Gap Another impediment to women’s advancement is the gender pay gap, which is prevalent in the aviation industry and many other industries. The gender pay gap is a perennial problem with airlines emerging as among the worst offenders (see

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Topham, 2018). According to the IATA, the global gender pay gap in the aviation industry is around 16%, which means that women earn 16% less than men in the industry on average. This disparity has the potential to have a significant impact on women’s career development and financial stability, and it must be addressed in order to promote gender equity. Those who deny the gender pay gap frequently argue that it is due to the gendered nature of civil aviation occupational groups, with men taking on more highly skilled roles that pay more. To investigate this claim, there was research studied the pay of male and female cabin crew in four countries (Norway, Sweden, Italy, and the UK) with over 300 respondents, controlling for factors like occupational type (cabin crew only), employment contract type (full-time permanent workers), and national institutional differences. The findings were significant, with little difference between the percentages of male and female cabin crew earning e1400 or more per month in Norway and Sweden, both of which have stronger social protections. However, the difference was larger in Italy and statistically significant in the UK (Harvey et al., 2019).

The Glass Ceiling The Sustainable Development Goals (SDGs) are a collection of 17 global goals and 169 targets established by world leaders, including Indonesia, to combat poverty, inequality, and environmental degradation. The SDGs seek to develop a global action plan to help achieve a more sustainable future for all. These goals and targets are expected to be met by 2030, with a focus on eradicating poverty, promoting sustainable economic growth, increasing access to quality education and healthcare, reducing inequality, and protecting the environment. One of the goals is gender equality, which is listed in the fifth SDG. Based on the progress on the sustainable development goals in 2022, it might take an additional 286 years to repeal discriminatory legislation and eliminate ongoing gaps in the legal safeguards for women and girls if development continues at the current rate. Globally, more than 1 in 10 women and girls aged 15–49 experienced physical or sexual abuse at the hands of an intimate partner in the previous year. Over 4475 communities made public commitments to end female genital mutilation in 2021. Over one-third of the seats in municipal decision-making bodies are held by women. 2020 saw an estimated 512 billion additional hours of unpaid childcare for women worldwide due to school and daycare closures. Moreover, women who want to pursue or work in aviation face numerous challenges due to the industry’s male-dominated nature. These challenges include maledominated training and work environments, as well as sexist stereotypes and prejudices that can limit women’s ability to advance in their careers. Gender discrimination is also prevalent in the industry, with women facing significant challenges such as work–life balance issues, wage disparities, and (sexual) harassment. Furthermore, women in aviation are underrepresented and underrepresented in popular culture and

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media, which can contribute to a lack of representation and underrepresentation in the industry. These are some of the primary reasons for women’s underrepresentation in aviation (Ferla & Graham, 2019). The glass ceiling is still there. Almost one in three managers and supervisors is female. Parity won’t be reached for another 140 years if things continue at the current rate of progress. Despite advancements, just 26% of nations have a thorough mechanism in place to monitor gender budget allocations (United Nations, 2022). In Indonesia, the glass ceiling studied in the bureaucracy found that the positive effect between bureaucracy and patriarchy led to the lack of women in strategic positions in the bureaucracy. In addition, there is another obstacle experienced by women is the division of political work positions in the bureaucracy which shows the hegemonic value of masculinity in women and the realm of bureaucracy. Women who want to break through the glass ceiling in government often face political obstacles. They must compete with men in a political arena that is frequently dominated by masculine behaviors. To succeed, women may need to engage in unbreakable politics, where they employ tough and assertive strategies. Furthermore, in order to gain support and advance within bureaucratic settings, political patronage is frequently personalized. Despite these obstacles, women have made strides in breaking through the glass ceiling and increasingly taking on leadership roles in government and bureaucracy. However, there is still work to be done in these settings to ensure gender equality and fair representation (Cahyani, 2019). By 2030, the International Civil Aviation Organization (ICAO) has pledged to promote gender equality in the global aviation sector. A new initiative called “Air Transport Gender Equality” will be developed as part of this commitment. The initiative aims to address gender disparities in the aviation industry at all levels of employment, particularly at professional and higher levels. This initiative is an important step toward making the aviation industry more inclusive and diverse, as well as promoting gender equality in the workplace. ICAO hopes that by promoting gender equality in the aviation industry, it will create opportunities for women to advance their careers and encourage more women to pursue careers in aviation. On the aviation side, ICAO has A39-30 “ICAO Gender Equality Programme Promoting the Participation of Women in the Global Aviation Sector”. The initiative taken more broadly. The project’s goal is to bring together various initiatives, projects, activities, meetings, networking events, and other efforts to promote gender equality and women’s professional growth in the international aviation community. The project seeks to strengthen existing programs and create new opportunities for women in the aviation industry to advance their careers and achieve their professional goals by collaborating on these efforts. Through these collaborative efforts, the project hopes to create a more inclusive and diverse aviation industry that empowers women to succeed and contributes to the industry’s overall growth and success. Project Objectives and Summary The “Air Transport Gender Equality Initiative” will be a useful tool to help States discover gaps in personnel planning and training as well as gender inequity because it will provide statistics and projections (ICAO, 2016).

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Fig. 11.2 Women in aviation workforce (Lutte, 2021)

Decision to Move The ethos of the aviation business today makes it difficult for women to succeed in their jobs. Women in the sector report more unpleasant experiences, slower job development, and fewer chances to take on senior or difficult responsibilities connected to the bottom line than males do. As a result, women are more likely than males to think about quitting the sector, and they are more likely to be driven out by bad experiences than drawn in by fresh chances. Women are “allowed”, but they are not always encouraged by the system, and they are instead forced to figure out how to “fit in” and succeed. At every level of their professions, erroneous impressions of equality, a credibility gap, gender stereotypes, prejudice, harassment, and tokenism can hurt women and pose a serious barrier (Women in Aviation Advisory Board Report, 2022). Some airlines in various regions have been observed using inappropriate and disrespectful tactics toward women. For example, some Asian airlines have used young flight attendants to attract customers, which has unfortunately resulted in sexual harassment cases that have gone to court. Furthermore, flight attendants have been required to wear revealing clothing, such as bikinis, which is not considered appropriate in a professional setting. In Europe, an airline advertised with a model dressed as a schoolgirl, which some saw as an irresponsible portrayal of teenage girls and their behavior. It is critical to recognize that such practices are unacceptable and do not align with the aviation industry’s values of promoting equality and respect for all individuals (Seligson, 2019). Women have made significant progress in the aviation industry and can now be found in a variety of roles. Female pilots are now employed by airlines, the military,

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Fig. 11.3 Major airlines with the most female pilots (Lutte, 2021)

and even in space. They compete in air races, fly helicopter mercy missions, transport freight, stock high mountain lakes with fish, seed clouds, patrol pipelines, teach students to fly, maintain jet engines, and transport corporate officers. To succeed in a traditionally male-dominated field, these women have broken down barriers and shattered stereotypes. Despite progress, much more needs to be done to promote gender equality in aviation and encourage more women to pursue careers in the industry. Pilots are drawn to the profession for the same reasons. First and foremost, they enjoy flying and being recognized for their abilities. And, most importantly, they enjoy the sense of belonging to this large family known as aviation (Ninety-Nines, 2023) (Fig. 11.2). The International Society of Women Airline Pilots (ISWAP) provides data on female pilot representation in the aviation industry. This data can be used to determine

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which airlines are making strides toward gender diversity and which may need to do more to address gender imbalances. Furthermore, this information can be used by aspiring female pilots to identify airlines that are more inclusive and may provide more opportunities for female pilots (Lutte, 2021) (Fig. 11.3).

Discussion To address gender disparities in the Asia aviation industry, a multifaceted approach is required, including policies and practices that promote gender equity and diversity, education and awareness programs that challenge gender stereotypes and biases, and increased access to training and development opportunities for women in the industry. One possible solution is to promote gender equity and diversity in the workplace by implementing policies and practices that foster an inclusive and welcoming environment. Addressing unconscious bias in recruitment and promotion processes, implementing flexible work arrangements, establishing mentoring and sponsorship programs, and providing opportunities for leadership development are all part of this. Creating awareness and education programs to challenge gender stereotypes and biases can also contribute to a more supportive and equitable work environment. Another possible solution is to increase women’s access to training and development opportunities in the aviation industry. This includes expanding the availability of scholarships, internships, and apprenticeships, as well as developing networking and mentoring programs to assist women in developing the skills and relationships required to advance their careers. While looking to female role models for inspiration is important, it is not enough to address the underlying structural issues that affect gender equality in the airline industry. While it is critical to recognize and elevate women in positions of leadership and prestige, it is also critical to work toward creating equitable and balanced situations for women at all levels of the industry. Concentrating solely on specific aviation careers may fail to address the deeply ingrained gendered structures that affect the entire airline industry. As a result, airlines should take a comprehensive approach to gender equality, addressing issues such as recruitment, retention, training, promotion, and work–life balance. By doing so, the industry will be able to break down gendered structures that have traditionally excluded women from certain roles, resulting in a more inclusive and diverse workforce. This will not only benefit women, but will also improve airline performance and profitability (Smith et al., 2021b). The International Air Transport Association (IATA) has made additional commitments to promote gender diversity and inclusion in the airline industry, in addition to the commitments made by member airlines under the 25by2025 Campaign. These commitments include increasing the proportion of women in senior management positions at IATA (Directors and above) from 19% to at least 25% by 2025. IATA will also collaborate with member airlines to increase the number of women appointed to IATA governance roles from 17% to at least 25% by 2025.

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Furthermore, IATA has committed to ensuring that a minimum of 25% of women participate as panelists/speakers at IATA conferences by 2025. In addition, to promote transparency and accountability in achieving gender parity in the industry, the airline industry will benefit from IATA’s commitment to creating a forum for sharing diversity and inclusion initiatives and best practices across the industry, as well as publishing annual industry statistics on gender diversity. The industry can collaborate to create more inclusive workplaces and promote gender equity at all levels by sharing best practices and initiatives. The publication of annual industry statistics on gender diversity can also aid in increasing industry transparency and accountability. These initiatives have the potential to have a significant impact on increasing gender diversity and inclusion in the airline industry, as well as to make the workplace more equitable and inclusive for women (IATA, 2019). Women’s inclusion in aviation must begin with leadership implementing effective culture change strategies within their organizations. The FAA and industry must address language and professional appearance standards, as well as recognize entities driving meaningful change, to increase visibility and belonging. Addressing gender biases, discrimination, and sexual harassment through an industry-wide independent reporting program, as well as providing education, awareness, and mental healthcare resources to all employees, is required for culture change. In additional, early exposure and ongoing engagement are critical for attracting women to the aviation industry. The FAA and industry should create and promote a “one-stop-shop”. They have the potential to establish a Virtual Resource Center (VRC) that would provide students, parents, teachers, and volunteers with valuable information and resources about aviation career paths, scholarships, and engagement opportunities. The FAA could make it easier for individuals to access information and resources related to aviation careers by creating a centralized hub for this information, particularly those who may not have easy access to traditional aviation resources. This has the potential to be especially beneficial in terms of increasing the representation of women and other underrepresented groups in aviation careers. The VRC could help to demystify aviation careers and make them more accessible to a wider range of people by providing clear and accessible information about the industry. To attract more talent, including women, aviation-focused curricula, internship opportunities, and career education programs should be developed, and federal financial aid and competitive grant programs should be improved. Mentoring programs and an aviation-specific mentoring app are also essential for inspiring and encouraging young women to pursue aviation careers. Furthermore, women’s retention in the aviation industry is critical for longterm success, and it can be accomplished by creating inclusive workplaces that promote work–life balance. Policies and workplace cultures must be updated to allow for paid parental and family leave, scheduling flexibility, access to childcare, and nursing mother accommodations. Mentoring programs should also be available to help women navigate their professional lives. Finally, to advance women in aviation, stakeholders in the industry must develop professional development programs and affinity groups for women, promote employee resource groups, and provide personal sponsorship plans to increase access

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and visibility for women and underrepresented groups. Women in positions of leadership must be visible and included in decision making. To improve women’s retention in the aviation industry, policies and workplace cultures should be updated to support work–life balance, and mentoring opportunities should be made available.

Conclusion Gender disparities in the Asia aviation industry are a major issue that requires immediate attention. Women are underrepresented in leadership roles and face a variety of entry and advancement barriers. To address these issues, a comprehensive approach is required, which includes policies and practices that promote gender equity and diversity, education and awareness programs, and increased access to training and development opportunities. The Asia aviation industry can unlock the full potential of all its employees, improve overall performance, and better serve the needs of its customers and stakeholders by taking action to promote gender equity and diversity. It is critical to recognize that promoting gender equity and diversity in the Asia aviation industry will take time and effort. It will take consistent effort and commitment from industry leaders, policymakers, and individuals at all levels. The benefits of promoting gender equity, on the other hand, are obvious, not only for individual women but also for the industry as a whole. The Asia aviation industry can become more innovative, resilient, and successful by maximizing women’s potential and encouraging greater diversity. Acknowledgements This article is exploring the current situation of gender equality in the aviation industry based on the author’s point of view, and we compare it to the theory and previous research on the same issue.

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Cahyani, V. B. (2019). Glass Ceiling pada Perempuan dalam Menempati Posisi Strategis Struktural di Birokrasi Kementrian. Charpentreau, C. (2022). Breaking barriers: How women shaped aviation history in the US. Aerotime. Enelow-Snyder, S. (2019). The airline industry’s glass ceiling is still sky-high: A skift deep dive. https://finance.yahoo.com/news/airline-industry-glass-ceiling-still-073019319.html?guc counter=1 Ferla, M., & Graham, A. (2019). Women slowly taking off: An investigation into female underrepresentation in commercial aviation. Research in Transportation Business and Management, 31(February), 100378. https://doi.org/10.1016/j.rtbm.2019.100378 Gorlin, I., & Bridges, D. (2021). Aviation culture: A ‘Glass Sky’ for women pilots—Literature review. International Journal of Aviation, Aeronautics, and Aerospace, 8(2), 1–20. https://doi. org/10.15394/ijaaa.2021.1587 Harkey, J. A. Y. (1996). Age-related changes in selected status variables in general aviation pilots. Transportation Research Record. Harvey, G., Finniear, J., & Greedharry, M. (2019). Women in aviation: A study of insecurity. Research in Transportation Business and Management, 31(May). https://doi.org/10.1016/j.rtbm. 2019.05.001 IATA. (2019). IATA launches gender diversity campaign. IATA Airlines Magazine. https://www. iata.org/en/pressroom/pressroom-archive/2019-press-releases/2019-09-26-01/ IATA. (2022). IATA economics chart of the week: A historically resilient industry. IATA Economics, August 1. https://www.iata.org/en/iata-repository/publications/economic-reports/a-historicallyresilient-industry/ ICAO. (2016). The air transport gender equality initiative. Lutte, R. (2021). Women in Aviation: A workforce report 2021 edition (issue December). Ninety-Nines. (2023). Inspiring women pilots since 1929. Seligson, D. (2019). Women and aviation: Quality jobs, attraction and retention (issue 331). International Labour Organization. Sharp, T. (2022). The world’s first commercial airline. Smith, W. E., Kimbu, A. N., de Jong, A., & Cohen, S. (2021a). Gendered Instagram representations in the aviation industry. Journal of Sustainable Tourism, 31(3), 639–663. https://doi.org/10. 1080/09669582.2021.1932933 Smith, W. E., Cohen, S., Kimbu, A. N., & de Jong, A. (2021b). Reshaping gender in airline employment. Annals of Tourism Research, 89(May). https://doi.org/10.1016/j.annals.2021. 103221 Tabassum, N., & Nayak, B. S. (2021). Gender stereotypes and their impact on women’s career progressions from a managerial perspective. IIM Kozhikode Society and Management Review, 10(2), 192–208. https://doi.org/10.1177/2277975220975513 Topham, G. (2018). Ryanair reveals worst gender pay gap in airline industry. https://www.thegua rdian.com/business/2018/apr/03/ryanair-reveals-worst-gender-pay-gap-airline-industry United Nations. (2022). Progress on the sustainable development goals the gender snapshot 2022 Vermeulen, L. P., & Mitchell, J. I. (2007). The international journal of development and validation of a measure to assess perceptions regarding gender—Related pilot behavior. The International Journal of Aviation Psychology, 17(2), 197–218. https://doi.org/10.1080/10508410701328680 Women in Aviation Advisory Board Report. (2022). Breaking barriers for women in aviation: Flight plan for the future. Women in Aviation International. (2020). Current statistics of women in aviation careers in U.S.

Reni Dian Octaviani, S.Pd., M.M.Tr is an Assistant Professor, at Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia. Her research is focusing on air transport and logistics management, she is pursuing her doctoral degree, and her research is focusing on digital marketing in the airline business.

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Nursery Alfaridi S. Nasution, S.E., M.Sc., M.M.Tr is an Assistant Professor, at Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia. Her research is focusing on logistics and supply chain management, especially on reverse logistics, and currently, she is pursuing her doctoral degree and her research is focusing on circular economy in the logistics industry. Mustika Sari, Ph.D. is an Assistant Professor and Head of Study Program at Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia. Her research is focusing on air transport and logistics management, ground handling, airport, and airline revenue management.

Chapter 12

Navigating the Risks: A Look at Dangerous Goods Logistics Management for Women in Logistics Reshma Yousuf and Zawiah Abdul Majid

Background “Navigating the Risks: A Look at Women’s Empowerment in Dangerous Goods Logistics Management” discussed the challenges and opportunities for women’s empowerment in the field of logistics management, specifically in dangerous goods. An overview of the risks associated with handling dangerous goods and the importance of safety regulations and compliance. It also highlighted the role of women in the industry and their potential to bring diverse perspectives and skills to the field. Secondly, explore the barriers that women faced in entering and advancing in the logistics industry. Including, societal and cultural biases, lack of role models and mentors, and the physical demands of the job. Thirdly, discuss the initiatives that aim to support women’s empowerment in logistics management, such as training and education programs, mentorship and networking opportunities, and advocacy for gender equality. Overall, emphasize the need for a diverse and inclusive workforce in the logistics industry to ensure safety, innovation, and sustainability. It calls for greater recognition of women’s contributions to the field and for efforts to promote their empowerment and advancement.

R. Yousuf CLLB, No. 1, 1st Floor Lebuh Menalu, Taman Chi Liung, 41200 Klang, Selangor, Malaysia e-mail: [email protected] Z. A. Majid (B) Universiti Kuala Lumpur Malaysian Institute of Aviation Technology, Lot 2891 Jalan Jenderam Hulu, 43800 Dengkil, Selangor, Malaysia e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_12

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Definition of Dangerous or Hazardous Goods (DG) Dangerous or Hazardous Goods are defined as substances and articles that have a potential of causing harm to people, living organisms, damaging the environment and destroying property. The dangerous properties of these types of goods are defined by their characteristics which are generally unstable and highly reactive. Dangerous goods (DG) may they have the potential to explode, catch fire, burn intensely, release toxic, corrosive or/and obnoxious gases. Some may even have toxic properties which are used to kill bacteria and pathogens and pesticides. Some of these goods are solids or liquids that vaporize into flammable gases and ignite with any flying spark or charge. There are also minerals and equipment containing low to high levels of radiation as well as products that are infectious and contagious, and some that are strong oxidizers and peroxides. Despite the dangers it represents, the volume of movement of these goods has risen tremendously. The global hazardous goods logistics market was valued at $200 billion in 2021 and was projected to reach $382.9 billion by 2031, growing at a CAGR of 7% from 2022 to 2031.

Dangerous Goods Logistics Market The size of the Dangerous Goods Logistics market has been estimated to be around USD 230.2 billion in the current year, with an expected CAGR of over 6% during the forecast period. As the requirement for shipping dangerous goods increases yearly, there is a growing need for UN packaging, training, labels, and placards, with the region’s established gas and oil industries driving the market to new heights. The increasing demand for the transportation of lithium batteries is also expected to boost the dangerous goods market. In both 2020 and 2021, around 4% of the transit of dangerous goods took place at the EU level. Finland and Cyprus were the EU member states with the highest percentages of dangerous goods in their road transportation, followed by Belgium. Countries such as France, Spain, and Italy reported statistics that ranged between 4 and 7%. Poland had a share of 2.3% in 2020 and 2.4% in 2021, compared to Germany’s 3.9% in 2020 and 3.8% in 2021. On the other hand, Slovakia, Lithuania, and Ireland reported proportions of hazardous goods falling below 2% in 2020.

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Digitization in Dangerous Goods Digitization is the key to successfully transporting dangerous goods. A digital supply network serves as a technology platform for supply chain linkages and cross-business processes in transportation operations. It connects suppliers, customers, shippers, and third-party logistics providers so that they can work together more effectively and conduct business. Automated systems are used to translate paper or email into the proper forms so that the document can be shared electronically with other people. This includes manual operations like completing a purchase order, recognizing the receipt of the order, and shipping confirmation. During the COVID-19 pandemic lockdown, transportation of chemicals and other dangerous goods faced numerous impediments, leading to a slowdown in the growth of the dangerous goods logistics market. However, the market was positively impacted by the demand from the pharmaceutical sector during COVID-19. Over the forecast period, an increase in the output of chemical manufacturing from various countries worldwide is anticipated to drive the demand for logistics of dangerous goods. Despite two years of weakness in the US chemical industry due to trade tensions and COVID-19, significant production increases were expected in 2021. However, winter storm Uri in February 2021 resulted in a vast shutdown of chemical and other industrial capacity in the Gulf Coast due to icy conditions and power outages, leading to the closure or scaling back of some facilities. Additionally, Hurricane Ida halted the manufacture of several essential chemicals for over a month in August 2021. The lower demand for certain chemicals this year was also affected by supply chain problems in significant end-use areas. Nevertheless, the future appears promising.

Statistics on Export and Import of Dangerous Goods In December 2022, organic chemical exports from the US amounted to USD 4.4 billion, while imports were USD 5.44 billion, resulting in a USD 1.04 billion trade deficit. Between December 2021 and December 2022, organic chemical exports from the US increased by USD 338 million (8.32%), from USD 4.06 billion to USD 4.4 billion, while imports declined by USD 143 million (− 2.57%), from USD 5.58 billion to USD 5.44 billion. In December 2022, the primary sources of imported organic chemicals were Ireland (USD 1.75B), China (USD 962M), Mexico (USD 526M), Switzerland (USD 360M), Germany (USD 278M), and India (USD 264M). The primary destinations for exported organic chemicals were Austria (USD 606M), Mexico (USD 526M), China (USD 395M), Belgium (USD 345M), and Canada (USD 344M).

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Fig. 12.1 Production volume of organic chemicals, India, 1000 metric tons, 2017–2021. Source Industry data

The rise in exports to Mexico (USD 222M or 53.5%), Belgium (USD 203M or 71%), and South Korea (USD 144M or 82.3%) in December 2022 was the primary factor contributing to the year-over-year increase in organic chemical exports. The decrease in imports of organic chemicals from Singapore (USD 190M or − 49.3%), Argentina (USD − 38.7M or − 96.4%), and Belgium (USD 38.5M or − 29.4%) in December 2022 can be attributed mainly to these declines. The chemical sector has also been experiencing high growth rates in developing countries, such as the Indian chemical manufacturing sector’s SMEs, expected to witness revenue growth of around 20%. This growth can be attributed to an improvement in domestic demand and higher realization due to the high prices of chemicals. A revival in domestic demand post-pandemic and robust exports are driving the chemical industry’s production in India (Fig. 12.1). Our dependence on these goods have risen with the depletion of natural resources, the advent of electrification and the advance of technological development in agriculture and medicine. In other words, despite the dangers these types of goods represent, it has become an essential part of our lives. Safety and security when moving and handling these goods becomes imperative. It has the potential of causing devastating harm to our lives, the health of our planet and the eco-system, and can be misused in terrorist related activities.

Dangerous Goods Classification The dangers related to these goods are defined in a system called the “dangerous goods classification system”. This system was developed by the United Nations Committee of Experts in the Transport of Dangerous Goods since 1956. Class 1: Explosives Class 2.1: Flammable Gases Class 2.2: Non-Flammable/Non-Toxic/Corrosives Gases Class 2.3: Toxic Gases

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Class 3: Flammable Liquids Class 4.1: Flammable Solids—Readily Combustible/Self-Reactive/Solid DeSensitized Explosives/Polymerizing Substances Class 4.2: Flammable Solids—Spontaneously Combustible Class 4.3: Flammable Solids—When in contact with water emit flammable gases Class 5.1: Oxidizing Agents Class 5.2: Organic Peroxides Class 6.1: Toxic Substances Class 6.2: Infectious Substances Class 7: Radioactive Materials Class 8: Corrosive Substances Class 9: Miscellaneous Dangerous Goods. Safety and security are essential when handling of these goods for transport and storage. It is important that people who are involved in the physical movement, handling and storage of these goods are properly trained and competent. This will ensure that they have an appreciation of the dangers contained and the implications of mishandling them.

Dangerous Goods Transportation The transportation of dangerous goods is highly regulated to ensure the safety of people, property, and the environment. Various international conventions and guidelines govern the handling of hazardous materials. The United Nations Recommendations on the Transport of Dangerous Goods (UNRTDG), the International Maritime Dangerous Goods Code (IMDG Code), and the International Air Transport Association (IATA) Dangerous Goods Regulations are some of the guidelines that regulate the handling and international carriage of these goods by sea and air. Road and Rail transport guidelines are governed under the UN Economic Commission for Europe, ADR and the RID are ratified by most EU member states. Domestic transport and handling of dangerous goods are very much managed domestically within each country. The international regulations, provisions and guidelines are developed by the UN to assist members states the with necessary knowledge and expertise in the aim to ensure that dangerous goods are handled safely and efficiently throughout global supply chains.

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Dangerous Goods Logistics Management Logistics management for dangerous goods involves identifying, assessing, and mitigating the risks associated with the transportation of hazardous materials. Risk assessment is the first step in logistics management for dangerous goods, which involves identifying and evaluating the hazards associated with the goods being transported, including the nature and quantity of the hazardous material, the mode of transportation, and the route taken. Emergency response planning is another critical aspect of logistics management for dangerous goods. Companies must have an emergency response plan in place in case of a spill, leak, or other hazardous incident. This plan should identify the potential risks, outline the roles and responsibilities of employees in the event of an emergency, and provide detailed instructions on how to respond to different scenarios. Effective hazard communication is also essential for logistics management for dangerous goods. All parties involved in the transportation of hazardous materials must be aware of the hazards and the appropriate precautions to take. This includes properly labeling and marking the containers, providing accurate documentation, and ensuring that all parties involved in the transportation have the necessary training and knowledge.

Women’s Participation in Logistics Logistics can be defined as movement and temporary storage of goods from the point of source where it comes from to the point to where it is consumed. It involves movement in modes such as roads, railways, air, sea, and through pipelines, as well as through drones and other forms of autonomous vehicles. The storage function varies based on the types of products that is being stored, the level of sensitivity of the cargo and its requirements. It also is designed to facilitate the areas in which is utilized in the entire value/supply chain. These functions have traditionally been very male dominated. The share of women’s participation in the transport sector also differs by mode. For example, the employment rates in the railway industry in the UK are 16% female and 84% male, even though 47% of its national workforce is female. In the European Union’s urban public transport sector, women account for approximately 18% of total employees on average, ranging between 5 and 31%, but represent less than 10% of drivers. While 40% of the employees in the aviation sector are women, most of them work as flight attendants or in customer service-related roles and only 2% of all pilots seeking employment are female. The International Air Transport Association (IATA) also estimated that only 5% of the global pilot population is currently female and only 6% of airline CEOs are female. The fact that women are underrepresented as pilots, as well as in maintenance, repair, and overhaul roles, is largely a result of stereotyped views that women do not

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have the abilities required to fly or repair an aircraft, and a lack of encouragement for women to choose careers in aviation. Similarly, in maritime areas, women represent only 2% of the world’s 1.2 million seafarers, while some estimates suggest that 28–30% of cruise ships workers are women seafarers. The report presents findings on the gender disparities across subsectors of the maritime industry. Analysis of data from Member States reveals that women are underrepresented in search and rescue teams within national maritime authorities, comprising only 10% of the staff, in contrast to female diplomats and training staff, who make up 33% and 30%, respectively. Industry data further confirms the low representation of women seafarers, constituting a mere 2% of the crewing workforce, predominantly within the cruise sector. In contrast, women’s presence is more substantial in ship owning companies, accounting for 34% of the workforce.

Malaysia Scenario In Malaysia, as reported by the Malaysian Reserve, ‘women make up 33% of positions in senior management teams within companies, however, the same cannot be said for the supply chain and logistics sector as it is still a male-dominated industry’. Currently, the logistics industry in Malaysia and worldwide, predominantly employs women in office-based positions such as human resources, management, or sales. However, the steady demand for logistics services and its integration into the value chain of international commerce has created a range of career opportunities for women. In fact, there are certain skills that women possess, such as conflict management, flexibility, responsiveness, decision-making, and goal attainment, as well as meticulousness, which are particularly pronounced and valuable in the logistics industry. Therefore, a more diverse workforce in the supply chain industry could potentially result in better performance outcomes.

Women in Logistics Industry Challenges Women working in the logistics sector face unique challenges, such as gender bias and limited opportunities for career advancement. The logistics industry is a maledominated field, which has been creating barriers to entry and career progression for women. This has led to underrepresentation of women in the industry, reducing opportunities for mentorship and professional development. Women working in logistics also face networking challenges, as they may find it difficult to establish relationships with colleagues and industry leaders. This can limit their opportunities for career advancement and make it more difficult to access new opportunities.

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Another challenge faced by women in logistics is the lack of flexibility in the workplace. Balancing work and family responsibilities can be a significant challenge for women in the industry, which can limit their availability for flexible or nontraditional work arrangements. This can make it more challenging for women to advance in their careers or take on leadership roles within their organizations. To address these challenges, the logistics industry must take steps to support and empower women in the field. Promoting greater gender diversity and inclusivity in the workplace can be a valuable first step. This can be achieved through targeted recruitment efforts to attract women to the industry, as well as measures to support women’s careers, such as mentorship programs and leadership training. Creating networking opportunities for women in logistics can also be beneficial. This can include organizing industry events specifically for women, as well as creating online communities where women can connect and share insights and experiences. This can help women build relationships and establish professional connections that can be valuable for career advancement. Another way to support women in logistics is by offering greater flexibility in the workplace. This can include offering remote work options and part-time schedules to help women balance work and family responsibilities. By doing so, the industry can help women advance in their careers while still managing their personal commitments. However, creating a more inclusive and supportive environment for women in logistics requires the participation and cooperation of all stakeholders in the industry. Employers, industry associations, and policymakers must all work together to create an environment that is supportive of women in the industry.

Empowering Women as Dangerous Goods Logistics Experts Traditionally, the transportation and logistics industry has been associated with physically demanding work, which has made it an unappealing career option for most women. However, with the advent of digitization, physical strength is no longer a requirement for securing a job in this sector. In fact, most of the manual tasks that once required physical labor are now performed by robots, allowing for increased inclusivity in the industry. According to a report by Gartner, women made up approximately 41% of the supply chain workforce in 2021, with around 15% of women holding top leadership positions within companies. These statistics clearly demonstrate how women are making a significant impact in the supply chain sector. The labor shortage and the criticality of missions during the pandemic have prompted logistics companies to increase their hiring rates, resulting in greater opportunities for women to enter and excel in the field. The logistics industry is a crucial component of global trade, but it has traditionally been male dominated. Women have faced significant barriers to entry and

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advancement in the industry, including gender stereotypes, discrimination, and a lack of representation and mentorship opportunities. One area where women face challenges is in the management of dangerous goods logistics. However, developing expertise in this area can help women overcome these barriers and make valuable contributions to the industry. Women in dangerous goods logistics management face a range of challenges related to gender biases. One of the most significant challenges is the perception that women are not suited for jobs that involve physical labor or the transportation of hazardous materials. This perception can limit the opportunities available to women in the industry and make it difficult for them to advance their careers. Additionally, women may face discrimination and harassment in the workplace, which can make it difficult for them to succeed in their roles. Despite the challenges faced by women, developing expertise in this area can have significant benefits. First, it can help women overcome gender biases by demonstrating their knowledge and skills in a specialized area. This can lead to increased respect and opportunities for advancement in the industry. Second, it can help women improve their personal safety by understanding the risks associated with transporting hazardous materials and taking appropriate precautions. Third, it can open new career opportunities for women in the industry, particularly in roles related to compliance and regulatory affairs. To develop expertise in dangerous goods logistics, women need access to training and mentorship opportunities. This can include specialized training courses on the transportation of hazardous materials, as well as mentorship programs that connect women with experienced professionals in the industry. These programs can provide women with the skills and knowledge they need to succeed in their roles and overcome gender biases. Digitalization has a crucial role in this aspect by providing the tools which enable women who need flexible working arrangements the opportunity to continue to participate in the economy. Digitization is also the key to successfully transporting dangerous goods. A digital supply network serves as a technology platform for supply chain linkages and cross-business processes in transportation operations. It connects suppliers, customers, shippers, and third-party logistics providers so that they can work together more effectively and conduct business. Automated systems are used to translate paper or email into the proper forms so that the document can be shared electronically with other people. This includes manual operations like completing a purchase order, recognizing the receipt of the order, and shipping confirmation. Companies adopting digitalization can tap into the diverse skills and competencies women can offer. In addition to that companies can also play a critical role in overcoming gender biases by creating a more supportive working culture by promoting diversity and inclusion, providing mentorship opportunities, and implementing policies and procedures to prevent discrimination and harassment. Additionally, companies can develop career advancement programs specifically for women in the industry, providing them with the skills and support they need to advance their careers.

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This initiative can be done by focusing on creating a culture of inclusion and diversity, and actively recruiting and promoting women in the industry, providing mentorship, and networking opportunities, and creating flexible work arrangements that accommodate the needs of women in the industry.

Case Study Scenario Case Study 1: Company Established Capacity Building for Woman An example of a successful initiative implemented by a global logistics company is a gender diversity initiative. The initiative aimed to increase the representation of women in leadership positions within the company. The company established mentorship programs, networking opportunities, and career development plans specifically tailored to women in the industry. As a result, the company saw an increase in the number of women in leadership positions and improved retention rates among female employees (Women in Logistics UK, n.d.). This initiative demonstrates the importance of creating a culture of inclusion and diversity in the logistics industry. By providing women with the necessary tools and support to advance in their careers, companies can improve their safety and compliance records, increase efficiency and productivity, and improve employee morale and retention.

Case Study 2: Implementing Flexible Work Arrangements A logistics company recognized that its female employees faced challenges in managing their work and family responsibilities. To address this issue, the company implemented a flexible work arrangement program that allowed employees to work remotely or adjust their schedules to accommodate personal or family responsibilities. This program enabled women in the industry to balance their work and family responsibilities and helped to improve their job satisfaction and overall well-being. The company saw an increase in employee morale, productivity, and retention rates (Sun et al., 2017). This case study highlights the importance of creating a work environment that accommodates the needs of all employees, including women. By providing flexible work arrangements, companies can attract and retain top talent and improve the overall well-being of their employees.

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Case Study 3: Women in Dangerous Goods Logistics Management A global logistics company recognized the importance of diversity and inclusion in the management of dangerous goods. The company established a mentorship program for women in dangerous goods logistics management, which paired female managers with female entry-level employees. The program aimed to provide women with the necessary tools and support to advance in their careers and improve their management of dangerous goods. The program was successful in increasing the number of women in leadership positions within the company and improving the company’s safety and compliance records. Women in the program reported higher job satisfaction and were more likely to stay with the company long-term (Krause et al., 2017). This case study highlights the importance of providing mentorship and networking opportunities for women in the logistics industry. By empowering women with the necessary skills and knowledge to manage the transportation of hazardous materials safely and compliantly, companies can improve their safety and compliance records and create a more inclusive and safe industry.

Case Study 4: Implementing a Hazardous Materials Training Program A global logistics company recognized that its employees needed additional training to effectively manage the transportation of dangerous goods. The company implemented a hazardous materials training program that provided its employees with the necessary knowledge and skills to handle hazardous materials safely and compliantly. The training program was specifically designed to address the unique challenges and opportunities faced by women in the industry. The program included mentorship and networking opportunities, as well as flexible work arrangements to accommodate the needs of women in the industry. As a result of the training program, the company saw an improvement in its safety and compliance records, as well as an increase in the number of women in leadership positions. Women in the program reported higher job satisfaction and were more likely to stay with the company long-term. This case study highlights the importance of providing ongoing training and education to employees in the logistics industry, particularly those involved in the transportation of dangerous goods. By empowering employees with the necessary skills and knowledge to manage the transportation of hazardous materials safely and compliantly, companies can improve their safety and compliance records and create a more inclusive and safe industry.

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These case studies provide practical insights into the management of dangerous goods in the logistics industry and the importance of promoting diversity and inclusion. Companies must implement best practices and initiatives that promote diversity and inclusion, including mentorship programs, networking opportunities, and flexible work arrangements, to attract and retain top talent and create a culture of inclusion. By creating a work environment that accommodates the needs of all employees, companies can improve the safety and compliance of their operations and improve overall efficiency and productivity. Additionally, companies must prioritize the inclusion of women in leadership positions within the industry to tap into the unique skills, perspectives, and experiences of their female employees. In conclusion, the management of dangerous goods in the logistics industry requires a focus on safety, compliance, and efficiency. Women in the industry face unique challenges, including gender bias, lack of networking opportunities, and the need for flexible work arrangements. However, with the implementation of best practices and initiatives that promote diversity and inclusion, companies can overcome these challenges and create a more inclusive and safe industry. The inclusion of women in dangerous goods logistics management can lead to improved safety and compliance, as well as increased efficiency and productivity. Companies must prioritize diversity and inclusion to ensure the continued success of the logistics industry and the safe transportation of hazardous materials. The logistics industry has traditionally been male-dominated, and women in the industry face unique challenges in managing the transportation of dangerous goods. However, with the implementation of best practices and initiatives that promote diversity and inclusion, companies can create a more inclusive and safe industry. Women in dangerous goods logistics management must be empowered with the knowledge and skills needed to ensure that hazardous materials are transported safely and compliantly. By prioritizing diversity and inclusion, the logistics industry can ensure the continued success of the industry and the safe transportation of hazardous materials. The transportation of dangerous goods is a critical aspect of the logistics industry, and the safe and compliant handling of hazardous materials is essential to ensuring the safety of people, property, and the environment. Women in the industry face unique challenges in managing the transportation of dangerous goods, including gender bias, lack of networking opportunities, and the need for flexible work arrangements, however, by implementing best practices and initiatives that promote diversity and logistics industry and the safe transportation of hazardous materials. Acknowledgements The Chartered Institute of Logistics & Transport (CILT), Woman in Logistics & Transport (WiLAT), International Business Forum (IBF), WiLAT Capacity Building Centre (WCBC), Universiti Kuala Lumpur

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References https://www.alliedmarketresearch.com/hazardous-goods-logistics-market-A11528#:~:text=The% 20global%20hazardous%20goods%20logistics,7%25%20from%202022%20to%202031 https://www.mordorintelligence.com/industry-reports/hazardous-goods-logistics-market https://rail-research.europa.eu/news/women-in-rail/ https://cms.uitp.org/wp/wp-content/uploads/2020/08/WISE-II-Brochure-English.pdf https://www.itf-oecd.org/sites/default/files/docs/gender-dimension-transport-workforce.pdf https://www.iata.org/en/iata-repository/publications/economic-reports/women-are-still-under-rep resented-in-leading-positions-at-airlines/ https://www.imo.org/en/MediaCentre/PressBriefings/pages/WIM-Survey-2021-report.aspx https://themalaysianreserve.com/2021/03/08/future-of-women-in-logistics-sector/ https://vrioeurope.com/en/women-in-the-transport-sector-challenges-benefits-measures/ https://emtemp.gcom.cloud/ngw/globalassets/en/supply-chain/documents/trends/2022-womensupply-chain-survey-data.pdf Krause, T., Hirsch-Kreinsen, H., & Hörisch, J. (2017). Gender diversity in logistics: Research trends, empirical findings, and implications for research and practice. International Journal of Physical Distribution & Logistics Management, 47(2/3), 93–115. Sun, Y., Zhao, X., & Zhang, Z. (2017). A study of the flexible work arrangements in the logistics industry. International Journal of Physical Distribution & Logistics Management, 47(3), 190– 205. UN recommendations on the transport of dangerous goods—Model regulations Women in Logistics UK. (n.d.). Case studies. Retrieved from https://www.womeninlogistics.org. uk/case-studies/

Reshma Yousuf is a professional logistician for more than 20 years experienced. She is founder of CLLB, a corporate affiliation of CILTM and approved CILT International training provider. She is an expert trainer and consultant for Dangerous Goods Compliance (Safety, Handling and Transportation). She was conferred as “Dangerous Goods Safety Advisor”—DGSA with qualifications from the Scottish Qualification Agency in the UK. She involved in the Women’s forum of CILT International and the Global WiLAT Capacity Building Centre (WCBC) lead operation. She is the President Women’s International Shipping & Trading Association (WiSTA) Malaysia. A board member of ICC Malaysia and an active member of the Malaysian chapter of the International Chamber of Commerce-ICC related to INCOTERMS. Speakers for multiple forums organized by the Malaysian National Shippers’ Council (MNSC) and ICC. Reshma is committed toward positive impact on society and aligns her values with a number of UN SDGs. She was involved as a domain expert for “The New Industrial Master Plan (NEWIMP 2021–2030) Study on Logistics Cluster engaged by MiGHT (Malaysian Industry-Government Group for High Technology)”. She has also initiated the focus on dangerous goods, DG safety, and security compliance during her involvement in Malaysian Logistics Council-MLC, where she provided studies and reports on gaps found within the human resource development in logistics sector in Malaysia. Zawiah Abdul Majid is a senior lecturer at Universiti Kuala Lumpur and served as Head of Teknoputra, International, industrial & Institutional Partnership (3IP). She has 20 years’ experience teaching various courses such as Logistics, Entrepreneurship, Marketing and Innovation Management. Currently, she is a Fellow at the Chartered Institute of Logistics and Transport (CILT), Woman in Logistics and Transport (WiLAT), Former Global Vice Chairperson (GVC) Southeast Asia, and founder of WiLAT Malaysia. She is a professional logistician for more than 30 years’ experienced and Conferred Professional Technology in Transport and Logistics from MBOT. She is DSM WG Panel of MS2400 Halal Supply Chain and TC10 for SMIIC, Istanbul, Türkiye. She is also the chairman of National Competency Standard (NCS) for Halal

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Logistics under MOHR, HDC, and JPK. She is a certified Halal Professional Board trainer endorsed by JAKIM. She is also an academic advisor to universities and appointed as guest speakers/facilitator for Women Entrepreneurs, Mental Health, Logistics and Entrepreneurship. She is active in research and publication, as reviewer JIMA, and has also published numerous books on Entrepreneurship, Innovation Management, Halal Supply Chain and editorial committee for WiLAT global Wing of Change. She earned a Ph.D. in Color Vibration Therapy (CVT) and Ph.D. in Management (Halal Supply Chain).

Chapter 13

Technology Advancement in Aviation: How Women Workforce Adapt to Technological Knowledge Transfer Hazariah Mohd Noh, Elena Roibas Millan, Haslinawati Besar Sa’aid, Jessica Ong Hai Liaw, and Rita Zaharah Wan-Chik

The Evolution of the Aviation Industry Aviation has been a high-tech sector, and continued advancement in the creation of new technology is essential to the industry’s ability to expand sustainably. Aerodynamics, materials and constructions, propulsion, and aircraft equipment systems all experience constant advancement (Szodruch et al., 2011). Natural and hybrid laminar flow control, novel high-bypass engine architectures, and aviation systems like electric landing gear drives and fuel cells for onboard power generation are some examples of technology that have lately achieved noteworthy development (ACARE, H. M. Noh (B) Centre of Women Advancement and Leadership (CWAL), Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology, Kuala Lumpur, Malaysia e-mail: [email protected] E. R. Millan Department of “Ignacio Da Riva”, Universidad Politecnica De Madrid, Madrid, Spain e-mail: [email protected] H. B. Sa’aid Department of Aerospace, Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology, Kuala Lumpur, Malaysia e-mail: [email protected] J. O. H. Liaw Department of Faculty of Defence and Management, National Defence University of Malaysia, Kuala Lumpur, Malaysia e-mail: [email protected] R. Z. Wan-Chik Department of Aviation Management, Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology, Kuala Lumpur, Malaysia e-mail: [email protected] © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2023 N. A. Abdul Rahman and N. Mohd Nur (eds.), Women in Aviation, https://doi.org/10.1007/978-981-99-3098-2_13

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Table 13.1 List of retrofits and upgrades available for aircraft before 2030 Group

Concept

Type of technology

Fuel reduction benefits

Aerodynamics

Variable camber

Retrofit

1–2%

Riblets

Retrofit

1%

Raked wingtip

Retrofit

3–6%

Winglets

Retrofit

3–6%

Cabin

Lightweight cabin interior

Retrofit

1–5%

Material and structure

Advanced materials

Production upgrade

1–3%

System

Advanced engine components

Active load alleviation

Production upgrade

1–5%

Composite primary structures

Production upgrade

1–3%

Composite secondary structures

Production upgrade