Leading the airline industry with 50% women on our board

Alaska Air Group’s female independent board directors. From left: Phyllis Campbell, Patricia Bedient (seated), Helvi Sandvik, Susan Li and Marion Blakey (seated). Not pictured is Kathleen Hogan, who joined the board August 7, 2019.

“It starts at the top”

Alaska Airlines Lead Director Patty Bedient is proud to serve on our board, where more than 50 percent of the independent directors are women, arguing diversity and inclusion starts at the top of an organization.

“It means we ‘walk the talk’ on diversity at the board level,” she says.

Alaska is proud to be the only airline – and the first West Coast Fortune 500 company – to achieve gender parity among independent board directors. Women Inc. Magazine recognized Bedient as well as Phyllis Campbell, Marion Blakey, Helvi Sandvik and Susan Li as five of the Most Influential Corporate Board Directors in 2018.

Microsoft executive Kathleen Hogan brings technology and people experience to Alaska Airlines as the newest board member.

And in August 2019, Kathleen Hogan joined the board – making her the sixth independent director. Hogan is the chief people officer and executive vice president of human resources at Microsoft. “Kathleen is a dedicated leader at Microsoft, committed to empowering more than 100,000 employees around the world,” says Alaska CEO Brad Tilden. “She brings tremendous expertise and knowledge about leadership development and culture to Air Group.”

Director Sandvik joined the board in 2013. With over 30 years’ executive management and board experience, she doesn’t take a room full of female voices for granted.

“I have served on other boards where women were the minority and communication did not seem as open,” she says. “Having gender balance on the board creates a great collaborative, comfortable environment.”

Director Campbell agrees, noting gender, ethnic and other types of diversity have strengthened the quality of debate and input from directors.

“Questions arise from different experiences and the outcomes are usually stronger,” she says.

Beyond the boardroom

On May 13, 2018, Alaska celebrated Flight #361, the airline’s first flight with two female African American pilots.

Creating an environment where all people feel valued is a goal that extends far beyond our boardroom. From the cockpit to call centers, we aim to reflect the diversity of the communities we serve.

“Diversity and representation help companies like Alaska Airlines better serve people,” adds Li, who joined our board in May 2018.

In 2017, Alaska Air Group as a whole achieved company-wide gender balance.

While proud of the progress, Alaska’s leadership recognizes that having a diverse workforce does not necessarily mean it’s inclusive. Alaska is committed to building trust, discussing diversity and inclusion openly, and encouraging compassion so that all our employees feel included.

Tilden was one of the first 100 CEOs to sign a pledge to advance diversity and inclusion in the workplace. And in March 2019, Alaska hosted the second annual “Women in Leadership Summit,” where managers and directors have the opportunity to network and grow as a leader.

Another way Alaska is building an inclusive workplace is through our Business Resource Groups (BRGs). These groups are formed by employees coming together, based on shared characteristics or life experiences, to celebrate a common cause. BRGs support our Black/African American, LGBTQ+ and women’s communities both within Alaska Airlines and outside the company.

“Alaska Air Group is a fantastic company,” adds board director Sandvik. “They work hard to ensure there are diverse views around the table and throughout the organization, including the boardroom.”

Editor’s note: This story was originally published Nov. 20, 2018.

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  1. Hey, it is a great thing to give a chance to every individual. Good Work Alaska Airlines!!!

  2. This commitment to diversity and inclusiveness makes me so proud to have switched to Alaska for all of my flights. Thank you for leading the way. It will only make Alaska stronger. This post has made my flight!

    1. Why the virtue signaling? As long as the people are qualifued,who cares what color skin they were born with ? The fact that Alaskan Air thinks its progressive to hire someone based on the color of their skin rather than their abilities to do the job us frightening when you consider many lives are at stake.

      1. I’ve read nothing that indicates Alaska Airlines hires based on skin color rather than ability.
        What I have read indicates a commitment to inclusion while hiring only the best of the best.

  3. This is great. As always, Alaska leads the way!!!

  4. Would be helpful for you to list the titles/firms of the board members. (I know Phyllis, but the others…)

    1. Hi Mason — You can learn more about all of the board members here: http://investor.alaskaair.com/corporate-governance/board-of-directors

  5. As a UC Berkeley grad (many years ago…..I’ll be 80 in February!) I am most appreciative for the info of 50% of your BofD! Maybe even a larger % is warrented? That wouldn’t have happened in 1960 when I was a grad student……I’ll be with you as my “flying company” forever

    1. Happy Birthday, early, Jean!

  6. I’m a frequent flyer to Hawaii. SJC to LIH and KOA. (I have three homes in HI) However, will there ever be direct flights SJC to ITO (Hilo)? I have two homes in Pahoa and landing at KOA necessitates renting a car. Landing in ITO does not.

  7. Proud to be a Mileage Plan member of a great company that is making history. It is only right that everyone has an equal opportunity to go as far as your skills & efforts take you.

  8. If diversity and inclusion is your benchmark for a quality run organization, I think that you should reconsider your goals and objectives.

  9. Had a great experience with Barbara Heinana at the reservation desk this week. Courteous, helpful and downright wonderful.

  10. I love Alaska Air!

    Sent from my iPhone


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