The Australian aviation industry stands at a critical turning point.

A few years ago, over a coffee with a senior aviation advocate, we were discussing how COVID-19 was reshaping Australia’s aviation industry in ways few had anticipated.

What stood out to me then, and still resonates today, was the idea that aviation was experiencing far more than grounded aircraft and unhappy passengers. It was facing a deep loss of the one thing that makes it extraordinary, its people.

That conversation came back to me recently when I came across the Commonwealth Government’s investment in the ‘Women in the Aviation Industry Initiative’. Launched in 2019 and still going strong, it represents a real opportunity in 2025 for the sector to rethink how it attracts, supports and sustains its workforce.

With disruption comes opportunity

Sadly, COVID-19 triggered one of the most significant workforce shifts in Australian aviation history.

In an industry heavily male dominated across engineering, technical and operational roles, the loss of experienced labour created capability gaps that cannot be filled simply by returning to pre-pandemic practices.

The mass departure of thousands of highly skilled workers still remains an issue today, however it has created an opening for genuine reform and a chance for the sector to rethink how it attracts talent, supports leaders and builds a culture that strengthens long-term resilience.

The important role of women in aviation

Over the years I’ve been fortunate to work alongside exceptional women in aviation. Strong, intelligent leaders whose technical capability, strategic insight and commitment to people have quietly shaped the sector for decades.

These women have done more than succeed in demanding roles, they have modelled the kind of leadership that builds psychologically safe teams, strengthens organisational culture and broadens the industry’s talent pipeline.

Their influence has always been clear, yet in today’s workforce climate it feels even more significant.

Those women showed what the sector gains when diverse perspectives are genuinely valued and when leaders create environments where people can thrive and high-performing teams can be sustained

Reflecting on their impact has helped me see where the path forward lies. If aviation is to rebuild its workforce and secure its long-term resilience, reform cannot begin and end with attracting new talent alone. It must focus on the daily practices, cultural settings and leadership behaviours that determine whether people stay, grow and thrive.

From these observations emerge three practical pillars of investment:

Strengthening Inclusive Leadership

First, organisations must strengthen leadership capability to create inclusive workplaces. Leaders who understand how to build psychologically safe teams, recognise bias and support fair decision-making are far better positioned to attract and retain diverse talent.

Redesigning Workplace Practices

Second, aviation workplaces must redesign daily practices to support flexibility, structured development pathways and fair rostering. These changes enable women to participate fully and progress confidently within the industry.

Embedding Inclusive Behaviours

Third, businesses must invest in practical tools, training and policies that turn inclusion into consistent workplace habits. These investments strengthen retention, enhance safety culture and improve overall organisational performance.

These ideas do not require fundamental reinvention. They require commitment, capability and a willingness to embed inclusion into routine operations.

A Call to Action for Industry

Unfortunately, the senior aviation advocate, like many of the remarkable inspiring women I’ve had the privilege to work with have since left the sector. Their absence is a reminder of what the industry has lost, but also of what it still has the chance to rebuild.

If aviation is to remain globally competitive, safe, and sustainable, this moment demands more than admiration for the leaders who came before us. It requires a genuine reset.

We need pathways that bring more women into technical, operational and leadership roles, along with cultures that make people want to stay. We also need leaders with the mindset and tools to champion inclusion as a core workforce capability.

The future of Australian aviation will be shaped by the people who choose to work in it. Now is the time to rebuild the industry in a way that strengthens it for the next generation.