Launched in 2019, 25by2025 invited organizations to commit to increasing the representation of women in senior and underrepresented roles 25%, or to reach a minimum of 25% female representation.
Since then, the initiative has grown to include 216 signatories, including 173 airlines (of which 167 are IATA members) and 43 non-airline stakeholders. This widespread adoption reflects a shared recognition that change is both necessary and possible. The results provide evidence:
- 31.4% of senior roles across reporting signatories are now held by women.
- Female representation in reporting signatories’ flight deck roles has increased 34.8% between 2021 and 2024.
- Across IATA, women now account for 27% of senior roles.
“Perhaps the most significant shift is cultural,” says Jane Hoskisson, IATA’s Director, Talent, Learning, Engagement, and Diversity. “25by2025 created a platform for open dialogue, accountability, and peer learning. It helped normalize conversations around equity and inclusion and laid the foundation for a more holistic approach to workforce transformation. Over time, the initiative expanded beyond gender to address broader people challenges, such as talent shortages, new skills, and generational change. In that sense, 25by2025 was never just about numbers. It was about building momentum, trust, and a shared commitment to progress. It showed that when the industry comes together, meaningful change is possible and it set the stage for what comes next.”
What began as a focused pledge to increase gender diversity in aviation has evolved into a broader, industry-wide movement to reshape how aviation thinks about people, leadership, and inclusion.
The people agenda
The people agenda has become one of the most urgent and strategic priorities for the aviation industry. As it navigates a period of rapid transformation—technological, demographic, environmental, and economic—the ability to attract, develop, and retain a skilled, diverse, and resilient workforce has become a defining factor for long-term success.
The aviation sector is facing a historic talent crunch. The industry will need 1.46 million new professionals over the next decade, including pilots, technicians, and cabin crew, to meet growing demand and replace a retiring workforce. Moreover, it is estimated that 44% of workers’ core skills will change within five years, driven by artificial intelligence (AI), automation, and sustainability. Workforce transformation is no longer a siloed HR issue—it’s a business survival imperative.
The aviation industry is also competing with other sectors for top talent. To remain competitive, it must offer compelling career paths, invest in upskilling, and foster cultures where people feel they belong and can thrive. Without a structured effort to address these issues, aviation risks losing its ability to operate safely and sustainably.
“The people agenda is not a “nice to have,” says Hoskisson. “It is the foundation for everything else: safety, innovation, growth, and resilience. It requires collective action, data-driven strategies, and the industry counts on IATA to provide a platform to drive progress across aviation”…
